How much of your authentic self would you diminish to obtain an executive leadership role that was probably systematically designed for someone who does not look like you? This question was asked of attendees during my presentation at the Virginia Tech 10th anniversary of Faculty Women of Color in the Academy conference in 2022.
The representation of women is increasing in college administration positions, but they are underrepresented in executive leadership roles. The gap is greater for Women of Color who may encounter micro aggressions, stereotypes and biases that hinder their opportunity for career advancement and pay equity. I believe women who are equipped with conflict resolution strategies are able to give Voice to their Authentic Leadership style. In other words, these leaders should feel comfortable being themselves and not pressed to conform to traditional leadership styles of males in C-Suite executive positions.
TRENDS OF COLLEGE ADMINISTRATOR POSITIONS
According to an Inside Higher Ed. article by Emma Whitford, women’s representation in college administration is growing and more than half of administrators are women. She references a survey of 1,160 institutions conducted by the College and University Professional Association for Human Resources (CUPA-HR) which concludes there is an increasing representation of women in leadership, but the gap is greater for Women of Color. They are underrepresented in executive leadership and hold less than 40 percent of executive leadership roles. This data indicates growth in administration; however, the levels for Women of Color are near the bottom of the organizational chart.
Jackie Bichsel, director of research at CUPA-HR (College and University Personnel Association for Human Resources) states, “If you look at administrators as a whole, it really does look like women have closed the leadership gap“, but if you look at “the specific positions they occupy, they occupy the lowest-paid administrative positions and the least-senior administrative positions.” The seniority gap is greater for people of color.
More than 80 percent of administrators are white, according to this report, and people of color make up only 13 percent of top executive officers. While the number of minority administrators increased over the past year, the number of minority executive officers remained flat. This information correlates with other CUPA-HR reports that concludes that pay disparities still exist. As shown in the diagram below, Men and Women of Color are paid less in comparison to white women and white men. This particular survey indicates that a white men can make $1.00; white women $.81; Men of Color $.72 and Women of Color $.67. This information is not a news flash for anyone who has paid attention to pay equity.
The reality is that challenges such as stereotypes, biases and micro aggressions in homogeneous work environments hinder promotional opportunities and negatively impact career advancement, compensation and personal wellness.
THE GAP CHALLENGES
In my opinion, Women of Color have learned to navigate their emotions through daily experiences of unfair employment practices in homogeneous work environments. Their professional ambition to obtain executive leadership roles are knowingly or unknowingly sabotaged by false perceptions unrelated to their talent. These are perceptions that I refer to as the Bermuda Triangle: stereotypes, biases, and micro aggressions as illustrated below. Women of Color fight to dispel these perceptions by vocalizing their professional concerns at the risk being labeled as a the angry black woman.
Despite their professional image, communication style and conduct at work, Women of Color tolerate inappropriate conversations about their hairstyle or micro aggressions like “I don’t see color” or “you’re not like other black people.” Not all Women of Color feel psychologically safe articulating their concerns. Some women will silence their Voice and resort to code switching, altering their physical appearance to fit in or tolerating negative behavior from colleagues for fear of retaliation or loss of work. The stress, emotional pain, frustration or even anger from daily encounters can be exhausting. This is why it is important for Women of Color to meet conflict situations in a constructive way without jeopardizing their Authentic Leadership style.
I believe it is important for Women of Color to take an assessment of how they respond to conflict situations like being excluded from a meeting that impacts their work or assigned to train a new employee who got a promotion they competed for. The benefits of a personal assessment helps to identify emotional triggers, conflict communication styles and the best approach to use for problem-solving in a way that maintains integrity, professionalism and personal wellness. In essence, a solid conflict resolution strategy to address work-related disagreements should help Women of Color give Voice to their Authentic Leadership abilities and build bridges to help their career advancement. Silence is not an option because it could be perceived as consent to be the target of inequity.
CONFLICT RESOLUTION STRATEGIES
There are many conflict resolution models to help individual’s assess their conflict style. One individual assessment tool called the Conflict Dynamics Profile (CPD) by Eckerd College can be taken online or in-person. This is an instrument that measures an individual’s constructive and destructive conflict responses which can be characterized as active or passive as shown in the following model.
For example, an Active Constructive response is a cognitive approach that requires perspective taking, creating solutions, expressing emotions and reaching out. This conflict response requires transparency and authenticity. It is also a non defensive way to respond to inappropriate comments related to stereotypes, biases or micro aggressions. Below are examples of responses that can be given by people of color and anyone who supports diversity and inclusiveness:
- I believe that’s a stereotype and I know that (fill in the blank).
- When you make comments like that, it makes me feel (fill in the blank).
- How have you come to think the (fill in the blank)?
- Could you say more about what you mean by that?
According to this model, Passive Constructive behaviors are reflective thinking, a delay in responding and adapting. Of course, the opposite of Constructive is Destructive which often results in barriers and breakdowns in working relationships. An Active Destructive path is the emotional behavior of individuals usually seen on reality TV shows like yelling, name-calling and even physical attacks. An individual with this conflict style usually wants to win at all costs, display anger, demean others by name-calling and resort to retaliation. Of course, this is a conflict response that would not be recommended for anyone. Passive Destructive responses to conflict includes avoidance, yielding, hiding emotions and self-criticism. The term conflict avoider is sometimes used to describe this particular response.
CONSTRUCTIVE DESTRUCTIVE
| ACTIVE | Perspective Taking Creating SolutionsExpression EmotionsReaching Out | Winning at All CostsDisplaying AngerDemeaning Others Retaliating |
| PASSIVE | Reflective ThinkingDelay RespondingAdapting | AvoidingYieldingHiding EmotionsSelf Criticizing |
If Women of Color explore and understand their personal conflict style, they may be better prepared to handle stereotypical, biases and microaggressions in the workplace. This new knowledge of conflict styles can help Authentic Leaders strategize on ways to resolve issues. Below are seven key points for an Authentic Leader to remember:
- You are as authentic as your fingerprints.
- Expect conflict because it is inevitable.
- Learn your conflict style.
- Create trusted professional network of colleagues.
- Set professional boundaries on how you choose to be treated.
- Stay focused on professional goal(s).
- Be intentional about self-care and personal wellness.
SUMMARY
I believe most Women of Color strive to achieve executive leadership positions knowing there will be obstacles to overcome. However, they should not have to negotiate who they are in order to make professional achievements. The statistics for Women of Color lagging behind in executive leadership positions and pay equity at colleges and universities represents the need for organizational and systematic changes. Rather than continue the cycle of white male appointments to executive leadership positions, women must find the courage to assert their Voices in a non-confrontational manner when they are confronted with stereotypes, biases or microaggressions. It is an absolute must for all women, particularly Women of Color, to sharpen their conflict resolution skills in order to enhance their authentic leadership style and maintain professional integrity. This way, Women of Color will win the confidence of those who choose to follow them. Personal health and wellness should always take the forefront in life even if it means seeking employment in a more inclusive work environment or starting their own business.
REFERENCES
Goodman, D. J. (2011). Promoting diversity and social justice: Educating people from privileged groups. Routledge.
Runde, C. E., & Flanagan, T. A. (2012). Becoming a conflict competent leader: How you and your organization can manage conflict effectively. John Wiley & Sons.
Whitford, Emma (2020). Pay and seniority gaps persist for women
and minority administrator in higher education.INSIDE HIGHER ED.
