Is this how things play it out in reality? David Hekman, an associate professor at the University of Colorado’s Leeds School of Business, studies the ways businesses manage their employees, and specifically keeps an eye on gender and racial biases at work. “It always baffled me that my nonwhite and female coworkers would put up with what I perceived to be blatant racist/sexist comments in the workplace,” Hekman wrote to me in an email. “It also really surprised me when women would advocate to hire a male job candidate when I thought a female candidate was clearly more qualified … It struck me that maybe as a white man I was the only one who could advocate for women/nonwhites without suffering major career/status repercussions, even though doing so was outside my comfort zone.”
So Hekman, along with researchers from the National University of Singapore and the University of Texas, decided to look into these office dynamics. He led a study that surveyed 350 U.S. executives in 26 industries on what happens when women and nonwhite executives advocate for more diversity at their companies.
To start, the researchers pored over the peer reports they collected from the colleagues of those executives. They identified a set of behaviors that they thought suggested a commitment to diversity—understanding and respecting different cultures, valuing working with a diverse group, being comfortable managing people of diverse backgrounds—and then looked for indications of them in the reviews.
Then they looked at performance reviews from the bosses of those executives. They found that white women and nonwhite executives who, in the study’s framework, valued diversity were rated as being less competent and having lower performance. In contrast, white male executives who promoted diversity experienced slightly better ratings: This group was perceived as competent regardless of whether they had made an issue of diversity. In a second study, the researchers asked a group of people to rate hiring decisions. The same dynamic turned up yet again, as participants gave bad ratings to white women and nonwhite managers when they hired white women or people of color, whereas white male managers were not judged harshly for promoting diversity of hiring from their own group.
So why is it that white women and people of color are punished for promoting diversity? Hekman says it has to do with social status. White men are a high-status group, and with that comes the freedom to make bold decisions without fear that they’ll be judged as incompetent. “For the most part, whatever white men do is viewed to be normal, legitimate, and expected,” says Hekman. “So if I as a white man advance diversity, people look at me weird, but they pretty much let me keep on doing it. Sure, I have to endure some teasing, but I don’t lose my social status. I can still talk and voice my opinion on a variety of issues without being stereotyped as incompetent or as someone who is weird or different or illegitimate.”