The expansion of workplace demographics in response to globalization and intersectionality has resulted in the workplace becoming increasingly diverse. Research indicates that there are both positive and negative consequences for having diverse workplaces, and the positively inclined studies emphasize how workplace diversity can provide a strategic advantage to organizations when managed effectively. Thus, scholars and organizational decision-makers have diverted their efforts towards understanding leadership and the ways that leaders manage diversity and inclusion to facilitate a climate for inclusion in the workplace. The present study aimed to identify the differences in expectations and perceptions of workplace fairness, effective leadership, and the management of diversity and inclusion between different sociocultural groups to see if they led to the applicability of various leadership behaviors in diversity-related situations. Using a multi-method design, this research assessed the perceptions and expectations of leadership and the management of diversity and inclusion in the workplace. Study One utilized an online survey design to measure the extent to which a leader was expected to be culturally responsive, a manager of diversity and inclusion, and effective. Study Two utilized a quasi-experimental design that exposed participants to DEI-related leadership scenarios where they assessed the leader’s behavior. Both studies collected the sociodemographic information of the participants. Results for Study One (N = 290) suggested that sociodemographic differences play a role in expectations of effectiveness and social justice and equity for managers, leadership effectiveness expectations for managers increase as social justice and equity expectations for managers increase, and culturally responsive leadership expectations for managers play a role in the extent that employees expect leaders to manage diversity and inclusion. Study Two (N = 448) results determined that cultural humility positively influences the relationship between leadership styles (i.e., transformational leadership, Daoist leadership, transactional leadership, and Machiavellian leadership) and the perception of leadership effectiveness. Machiavellian leadership was perceived as less socially just, culturally humble, and effective than the other leadership styles (i.e., transactional leadership, transformational leadership, and Daoist leadership); sociodemographic information was found to be mostly related to perceived leadership effectiveness; and perceived cultural humility and social justice are positively associated with leadership effectiveness. Ultimately, this study revealed the empirical significance of culturally responsive leadership behaviors in the workplace, provided evidence to show the distinct contributions of positive leadership in DEI-related situations, and emphasized the importance of considering the expectations and the demographic distribution of employees when leading to ensure organizational compliance among followers.

Take an informative walk through the history of race in the United States that ends with a ray of hope. Find out what Equity and Inclusion really mean at ETSU in a conversation with Doctors Johnson and Cooper. Dive in to our cover story. Listen to a beautiful tale of trans life, lyrics, and love from an ETSU Old Time Country Music Program graduate. / https://dc.etsu.edu/community-voices/1000/thumbnail.jpg

Talk a walk through hatred in the United States with a historian who still hopes for positive change. Next, dig deeply into Feminism from the Point of View of an Africana Womanist who tells us all how to be a better ally. / https://dc.etsu.edu/community-voices/1001/thumbnail.jpg

Walk back in time with Title IX and its pioneering days at ETSU, and then take a look at women in sports here today. Learn the complete story of Thanksgiving Day; Take a walk through history with a member of the Eastern Band of the Cherokee Indians to be a better ally. / https://dc.etsu.edu/community-voices/1002/thumbnail.jpg

MMIWG...Step up and correct this long term epidemic-protect indigenous women and girls! This Means War...read about our local LGBTQ+ neighbors who are staring down the barrels of erasure and genocide. Control is the Goal...Learn about the troubling and racialized history of the police in the United States. / https://dc.etsu.edu/community-voices/1003/thumbnail.jpg

Walk through what freedom means with a local political historian. Learn how to respectfully attend a Powwow this summer or fall. Look at locals working tireless to end gender based violence. / https://dc.etsu.edu/community-voices/1004/thumbnail.jpg

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This phenomenological research study explores how districts in Massachusetts support and hinder the work of professionals in the inaugural role of Director of Diversity, Equity and Inclusion (DE&I). Through a qualitative approach, the study engaged six Directors of Diversity, Equity and Inclusion from suburban and urban school settings in semi-structured interviews and focus groups. The data analysis revealed several key themes including the challenges of managing ambiguity and uncertainty of the role, the urgency for supporting BIPOC stakeholders, the emotional toll that comes from a focus on racial issues, and the difficulties of navigating resistance from within and outside of the school district. Overall, the findings suggest that districts should consider creating and utilizing standards for practice to clarify the work and function of Directors of Diversity, Equity, and Inclusion. Further, investing in developing coaching skills in these directors will allow for transformational work to take place within the organization. Instituting self-care supports similar to clinical supervision models may combat the racialized stress experienced by these practitioners. Lastly, the researcher recommends that senior district leaders such as the superintendent become the lead voice organizing and communicating equity goals and initiatives within the district.