Diversity Bosses: Tackling Identity Threats in Brazil

In Brazil, leaders overseeing Diversity and Inclusion face unique challenges. They often lack clear job roles, resources, and confidence. This is different from leaders in areas like Finance or Marketing. These diversity professionals deal with what we call "Marginal Leadership. " It means they're in positions that aren't well-defined or understood. We interviewed 66 Brazilian executives to understand how they build their identities and handle threats. We found three main types of leadership they adopt. First, the "Business Partner, " who focuses on performance. Second, the "Injustice Repairer, " who focuses on inclusion. And third, the "Paradox Manager, " who balances both performance and inclusion.

Interestingly, the threats to their identities depend on the type of leadership they adopt. "Business Partners" and "Injustice Repairers" might be seen as fake representatives or not politically savvy. "Paradox Managers" often face criticism for not taking a clear stance. This study is important because it helps us understand how leaders deal with unclear job expectations. By combining Identity Theory and Boundary Theory, we can see how diversity leaders handle conflicting demands.

Actions