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Equity as Strategy: Leveraging Dei, ...

Smith, Dalithia C.,

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Equity as Strategy: Leveraging Dei, Trust, and Leadership to Advance Organizational Outcomes /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Equity as Strategy: Leveraging Dei, Trust, and Leadership to Advance Organizational Outcomes // Dalithia C Smith.
Author:	Smith, Dalithia C.,
Description:	1 electronic resource (274 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 86-11, Section: A.
Contained By:	Dissertations Abstracts International86-11A.
Subject:	Gender studies. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=32111992
ISBN:	9798314891353

Equity as Strategy: Leveraging Dei, Trust, and Leadership to Advance Organizational Outcomes /
Smith, Dalithia C.,

Equity as Strategy: Leveraging Dei, Trust, and Leadership to Advance Organizational Outcomes /Dalithia C Smith. - 1 electronic resource (274 pages)

Source: Dissertations Abstracts International, Volume: 86-11, Section: A.

As organizations navigate polarized perspectives on diversity, equity, and inclusion (DEI), understanding the interplay between DEI climate, trust, leadership behaviors, and key organizational outcomes has never been more critical. Through a mixed-methods exploratory sequential design, this research examines how leadership behaviors, trust, and DEI climate impact career advancement satisfaction and turnover intentions, particularly for underrepresented groups. The findings provide actionable insights for CEOs and executives tasked with aligning these constructs with measurable business results.This research explored the dynamics of trust, DEI climate, and leadership behaviors in shaping career advancement satisfaction and turnover intentions through a mixed-methods approach comprising three studies: one qualitative and two quantitative. The first study involved semi-structured interviews with 30 African American and Caucasian executives from diverse industries across the United States. These interviews revealed that trust plays a pivotal role in accessing leadership opportunities and navigating systemic barriers. Analysis of participants? experiences highlighted trust as a key differentiator in career trajectories, particularly for African Americans, who emphasized its importance in overcoming challenges related to representation and systemic inequities.Building on these qualitative insights, the second study analyzed survey responses from 692 professionals currently working across the United States. This quantitative phase revealed that while DEI climate is often associated with positive organizational outcomes, its effect on reducing turnover intentions was inconsistent. These findings prompted a deeper examination in the third study, which also used the sample of 692 professionals. The third study found that race moderated the relationship between DEI climate and turnover intentions, with Black employees showing a significantly stronger connection between a positive DEI climate and reduced turnover intentions compared to their White counterparts. Furthermore, the third study explored the intersectional effects of race and gender on trust, DEI climate, career advancement satisfaction, and turnover intentions. Black male employees reported a significantly stronger relationship between trust and career advancement satisfaction compared to their White male counterparts, reflecting the compounded challenges faced by individuals navigating intersecting identities. Gender also moderated these relationships, with females showing stronger connections between DEI climate and turnover intentions, as well as between trust and career advancement satisfaction, compared to males.The findings from these three studies emphasize the critical need for leadership strategies that account for the unique experiences of diverse employee groups. By addressing the intersectional dynamics of race and gender, fostering trust, and integrating authentic DEI initiatives, organizations can enhance engagement, reduce turnover, and drive measurable business results. These insights offer actionable guidance for CEOs, executives, and HR leaders striving to create inclusive and equitable workplaces.

English

ISBN: 9798314891353Subjects--Topical Terms:

2122708
Gender studies.
Subjects--Index Terms:

Equity

Equity as Strategy: Leveraging Dei, Trust, and Leadership to Advance Organizational Outcomes /
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520 $a As organizations navigate polarized perspectives on diversity, equity, and inclusion (DEI), understanding the interplay between DEI climate, trust, leadership behaviors, and key organizational outcomes has never been more critical. Through a mixed-methods exploratory sequential design, this research examines how leadership behaviors, trust, and DEI climate impact career advancement satisfaction and turnover intentions, particularly for underrepresented groups. The findings provide actionable insights for CEOs and executives tasked with aligning these constructs with measurable business results.This research explored the dynamics of trust, DEI climate, and leadership behaviors in shaping career advancement satisfaction and turnover intentions through a mixed-methods approach comprising three studies: one qualitative and two quantitative. The first study involved semi-structured interviews with 30 African American and Caucasian executives from diverse industries across the United States. These interviews revealed that trust plays a pivotal role in accessing leadership opportunities and navigating systemic barriers. Analysis of participants? experiences highlighted trust as a key differentiator in career trajectories, particularly for African Americans, who emphasized its importance in overcoming challenges related to representation and systemic inequities.Building on these qualitative insights, the second study analyzed survey responses from 692 professionals currently working across the United States. This quantitative phase revealed that while DEI climate is often associated with positive organizational outcomes, its effect on reducing turnover intentions was inconsistent. These findings prompted a deeper examination in the third study, which also used the sample of 692 professionals. The third study found that race moderated the relationship between DEI climate and turnover intentions, with Black employees showing a significantly stronger connection between a positive DEI climate and reduced turnover intentions compared to their White counterparts. Furthermore, the third study explored the intersectional effects of race and gender on trust, DEI climate, career advancement satisfaction, and turnover intentions. Black male employees reported a significantly stronger relationship between trust and career advancement satisfaction compared to their White male counterparts, reflecting the compounded challenges faced by individuals navigating intersecting identities. Gender also moderated these relationships, with females showing stronger connections between DEI climate and turnover intentions, as well as between trust and career advancement satisfaction, compared to males.The findings from these three studies emphasize the critical need for leadership strategies that account for the unique experiences of diverse employee groups. By addressing the intersectional dynamics of race and gender, fostering trust, and integrating authentic DEI initiatives, organizations can enhance engagement, reduce turnover, and drive measurable business results. These insights offer actionable guidance for CEOs, executives, and HR leaders striving to create inclusive and equitable workplaces.
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