Leadership roles are critical in fostering an organization’s growth and development. Leaders should be chosen solely on the basis of their talent, abilities, and experience in leading an organization. However, research shows that ethnic minority and female executives encounter prejudice in leadership roles, regardless of their expertise, abilities, or experience (Ali & Siddiqi, 2019). Discrimination against these two groups only hinders their capacity to reach their full potential and adds to a lack of diversity in leadership positions (Warner & Moonesar, 2019). This literature review investigates the many types of discrimination that ethnic minority leaders and female leaders confront in positions of leadership, as well as the impact that this discrimination may have on their performance.
Discrimination Against Leaders of Ethnic Minorities
Qualified persons have been refused leadership roles in organizations because of their ethnicity or color. Bias, racial discrimination, and stereotyping are the many kinds of discrimination that may exist in an organization. According to Awad, Hashem, and Nguyen (2021), ethnic minority leaders often encounter barriers to accessing informal organizational relationships, restricting their access to chances and resources for progress. Furthermore, minority leaders face more severe standards than their non-ethnic counterparts, and their errors are always viewed as more serious. According to Awad, Hashem, and Nguyen (2021), Arab leaders encounter prejudice in positions of leadership. The authors go on to say that in the United States, Arab leaders are seen as less successful than non-Arab counterparts because to cultural differences (Awad, Hashem, & Nguyen, 2021). There are also preconceptions that Arab leaders are autocratic, confrontational, and aggressive, which might restrict their opportunities to lead in companies.
Female Leaders Are Discriminated Against
Gender discrepancies and preconceptions have played a significant role in female executives suffering discrimination in positions of leadership. Women’s capacity to lead successfully has been hampered by societal preconceptions that portray and perceive them as soft and sensitive. According to Koburtay, Abuhussein, and Sidani (2023), women are viewed as less capable and appropriate for leadership roles than their male counterparts, resulting in their being passed over for promotions and leadership chances. Another research, done by Koburtay, Abuhussein, and Sidani, (2023), discovered that female leaders are often exposed to a “double-bind” in which they are expected to be forceful and confident yet are punished for doing so since it violates gender standards. Furthermore, female leaders are more vulnerable to sexual harassment in the workplace, creating a toxic climate that restricts their capacity to function successfully.
Discrimination’s Influence on Leader Performance
Discrimination against minority leaders may have a substantial influence on their success in the workplace. They may encounter difficult work settings and poor morale when they are exposed to any sort of prejudice and discrimination, which may make them feel demotivated to work (Ali & Siddiqi, 2019). As a result, their capacity to successfully operate the business may suffer. Furthermore, prejudice might deprive individuals resources that are critical to their job development, limiting their prospects for growth and development.
Every firm should strive to create a diverse workplace that encourages inclusion and eliminates prejudice. Diversity training programs are particularly helpful in eradicating workplace prejudice because they teach workers about the value of diversity (Mousa, Massouda, & Ayoubi, 2020). Mentorship and networking opportunities for minority and female leaders may assist to break down barriers in informal networks. Furthermore, firms should implement policies that foster a culture of inclusiveness and respect for leaders of all genders and ethnicities.
References
Ali, A., & Siddiqi, R. (2019). Sexual Harassment At Work Place: A Study Of Women Political Workers In Pakistan. Pakistan Journal of Applied Social Sciences, 10(1), 1-20.
Awad, G. H., Hashem, H., & Nguyen, H. (2021). Identity and ethnic/racial self-labeling among Americans of Arab or Middle Eastern and North African descent. Identity, 21(2), 115-130.
Koburtay, T., Abuhussein, T., & Sidani, Y. M. (2023). Women leadership, culture, and islam: female voices from Jordan. Journal of Business Ethics, 183(2), 347-363.
Mousa, M., Massoud, H. K., & Ayoubi, R. M. (2020). Gender, diversity management perceptions, workplace happiness and organisational citizenship behaviour. Employee Relations: The International Journal, 42(6), 1249-1269.
Warner, R., & Moonesar, I. A. (2019). Diversity management: the case of the United Arab Emirates. In Diversity within diversity management (Vol. 21, pp. 41-63). Emerald Publishing Limited.
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