From assimilation to alienation: exploring the career trajectories of women of color leaders and the coping strategies used

PurposeThis qualitative study explores the career trajectories of women of color (WOC) leaders through the "From Assimilation to Alienation" framework, building upon Thomas et al.'s (2013) "Pet to Threat" work and incorporating intersectionality and the Stereotype Content Model. By examining 71 WOC leaders across various industries and racial groups (Black, East Asian, Latina and South Asian), this study aims to uncover the challenges, coping strategies they employ and the nuanced variations in their career experiences. The findings seek to inform organizational practices and DEI interventions in workplaces and leadership positions by considering the complex interplay of race, gender and stereotypes in corporate environments.Design/methodology/approachThis qualitative study employs an interpretivist paradigm, featuring semi-structured interviews with 71 WOC leaders (18 Black, 18 East Asian, 17 Latina and 18 South Asian) from various industries, including Fortune 10 to 500 companies. Participants were purposively sampled based on leadership roles and racial backgrounds. Virtual interviews lasted approximately 60 min each. Data were analyzed using thematic analysis, focusing on predefined themes from the "From Assimilation to Alienation" framework while allowing for new themes to emerge. This approach enabled the exploration of participants' experiences, challenges and coping strategies within their corporate environments.FindingsThe findings reveal that WOC leaders experience a trajectory "From Assimilation to Alienation," with nuanced variations across racial groups. Initially, they face tokenism, overlooked competencies and patronization. As they challenge the status quo, they encounter alienation, professional legitimacy challenges and insufficient recognition. Black women leaders face the most adverse experiences, followed by South Asian, Latina and East Asian leaders. Isolation emerges as a persistent theme across racial groups and career tenures. WOC leaders employ coping strategies such as demonstrating high work proficiency, relying on merit, utilizing diplomacy and setting boundaries when facing adversity.Research limitations/implicationsThis study's limitations include a focus on specific racial groups (Black, East Asian, Latina and South Asian), excluding white women and other diverse groups. It also does not explore intersectionalities such as religion, sexual orientation and age. However, the "From Assimilation to Alienation" framework developed in this study provides a foundation for future research to examine how multiple intersectionalities impact work and leadership experiences across a broader range of diverse groups.Practical implicationsThe findings of this study provide valuable insights into the unique challenges faced by WOC leaders, highlighting the need for organizations to develop targeted interventions that address the "From Assimilation to Alienation" trajectory. Leadership training programs should incorporate modules that raise awareness about the experiences of WOC leaders and provide tools to assess and mitigate the adverse effects of tokenism, isolation and professional legitimacy challenges. These modules should also emphasize the importance of recognizing and rewarding the contributions of WOC leaders. By fostering a deeper understanding of the experiences of this group and providing practical strategies for support and inclusion, organizations can create a more equitable and inclusive leadership landscape that harnesses the full potential of diverse talent. Originality/valueThis study extends the Pet to Threat theory (Thomas et al., 2013) by exploring the "From Assimilation to Alienation" experiences of women of color leaders in corporate environments, integrating intersectionality and the Stereotype Content Model. Examining leaders from four racial groups (Black, East Asian, Latina and South Asian) provides a nuanced understanding of their challenges and coping strategies. The findings offer insights for organizations promoting DEI in leadership, highlighting the need for targeted interventions. This research contributes to the limited literature on career trajectories of this underrepresented group and lays the foundation for future studies on intersectionality of race, gender and leadership in the workplace.