The diversity gap in leadership: What are we missing in current theorizing?

• Published in: The Leadership quarterly Vol. 31; no. 4; p. 101347
• Main Authors: Fitzsimmons, Terrance W., Callan, Victor J.
• Format: Journal Article
• Language: English
• Published: Oxford Elsevier Inc 01.08.2020; Elsevier Science Ltd
• Subjects: Corporate governance; Inequality; Leadership; Violence; Workplace diversity
• ISSN: 1048-9843; 1873-3409
• DOI: 10.1016/j.leaqua.2019.101347

Relational models of organizational inequalities offer numerous insights around the role of micro, meso and macro processes that drive differential progress of diverse individuals into senior leadership roles. We propose that the Bourdieusian relational framework of capital, habitus and field, and Bourdieu's conception of symbolic violence, provide a powerful explanatory lens for understanding the continuing lack of diversity among our corporate leaders. In applying this framework, we highlight critical shortcomings in current conceptions of leadership development and significant implications for leadership theory. We highlight the ways in which gendered and racialized structures are created and reinforced preventing access to opportunities for corporate leadership to diverse individuals. Future leadership theorizing needs to place greater attention upon the context in which development occurs, how valuable capital comes to be prescribed, as well as the forces at work in generating structures that perpetuate differential access to the capital necessary to progress as leaders.