Slights, snubs, and slurs

Leader Equity and Microaggressions

Bibliographic Data

ID6058749
AuthorsLynn R Offermann (0000-0001-8389-5791, George Washington University), Tessa E Basford (George Washington University), Raluca Graebner (George Washington University), Sumona Basu Degraaf (George Washington University), Salman Jaffer (George Washington University)
Year2013
Volume32
Issue4
Pages374-393
Publication date2013-04-26
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueEqual Opportunities International (JOURNAL)
Journal identifiersISSN: 1758-7093 • E-ISSN: 2040-7149
PublisherEmerald (PUBLISHER)
DOI10.1108/edi-05-2012-0046
OpenAlexW2001596635
LanguageEN
Citations received13
References cited57

Purpose The present study aims to apply the construct of microaggressions to organizational contexts by examining perceptions of discrimination in ambiguous interactions between White supervisors and Black subordinates and their impact on work outcomes under varying conditions of leader fairness. Design/methodology/approach US participants ( N =387) responded to scenarios describing supervisor‐subordinate interactions involving subtle to blatant discrimination, after being told either that the supervisor had a history of fair, equitable treatment of subordinates or that the supervisor had a history of unfairness and inequity. Findings Leader equity impacted discrimination perceptions, affording leaders greater benefit of the doubt in ambiguous interracial interactions. For all levels of microaggression severity, microaggressions were perceived less when the supervisor had a reputation for equity and fairness; expected work outcomes were also better when the supervisor had a reputation for equity and fairness at all levels of microaggression severity. Research limitations/implications As blatant discrimination grows more and more unacceptable, examining the subtle and sometimes unintended aspects of workplace discrimination is increasingly important. The authors’ results suggest that a leader's reputation for equity and fairness may mitigate the effects of racial slights. Originality/value To the authors’ knowledge, this is the first study to examine the impact of leader equity on microaggressions and the first to empirically explore the impact of microaggressions on work outcomes. Their results suggest the importance of establishing leader reputations of fairness and training staff to recognize even subtle forms of discrimination and exclusion

Originality · Perception · Political science · Reputation · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social and Intergroup Psychology · Social Psychology

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