Content uploaded by Victoria Modupe Philips
Author content
All content in this area was uploaded by Victoria Modupe Philips on Feb 23, 2021
Content may be subject to copyright.
Content uploaded by Victoria Modupe Philips
Author content
All content in this area was uploaded by Victoria Modupe Philips on Feb 23, 2021
Content may be subject to copyright.
Running head: RACIAL EQUITY LENS IN NONPROFITS
1
Racial Equity Lens in Nonprofits: Can mentorship help leadership development?
Victoria M Philips
University of San Diego
RACIAL EQUITY LENS IN NONPROFITS
2
Years of research on women of color suggests that mentorship is crucial to leadership
development and combating bias. If nonprofit leaders truly want their organization to include
women of color at the apex, they have to prepare for profound change. The question we need to
ask is how can leadership encourage women, especially women of color, bring about the changes
through mentoring and fill the inequality gap? The purpose of this paper is to share how
mentoring has helped me during the course of my study to develop behaviors that align with and
support my personal leadership brands and career direction. My experience has made me take a
closer look on why mentoring is very important to leadership development. I discovered the
ability, skill, and courage I needed to succeed during my mentorship moments with my mentor
(academic advisor). An academic advisor’s main responsibility is to guide students on academic
choices, and to help them navigate the school system by personally answering questions they
have or challenges. due to their educational investment. For me, my academic advisor was more
to me than the normal requirement of an academic advisor; by default, she chose to step further
to see that I succeeded, not only in my educational pursuits, but also how to navigate complex
relationships and implement my personal leadership strategy. Many challenges as made me think
twice of quitting due to unforeseen circumstances. All those times her mentoring and personal
coaching helped me navigate and brave to confront my situations. The economic ecosystem of
America does not usually encourage women of color to succeed or to desire any leadership
position.
Women face many obstacles. These are reported to be less support, negative stereotypes,
and unconscious bias (Andrade, 2018). This is not a big deal to those who have been paying
attention, but this new study does bring the persistence and complexity of such
RACIAL EQUITY LENS IN NONPROFITS
3
underrepresentation into more focus. My aim is to educate the reader to believe in the importance
of mentoring to leadership development for women of color, knowing fully well that a diverse
workforce enhances the quality of the professional experience for all staff.
Background
Many women of color have faced White domination either at work or school. They have
silently had to overcome becoming second-class citizens. During my study at the University of
San Diego and in many nonprofit organizations where I have worked, I have seen nonprofit
leaders rely on superficial judgments and stereotypes when interpreting certain behaviors of
people of color. Sometimes, people who identify themselves as majority are often perceive as
people who cannot make mistake and their fault are overlook, justified, rationalized, or in any
other case forgiven, whereas comparable overall performance from people of color human is
challenge to extreme scrutiny, attributed to average incompetence, and frequently consequences
in irreversible damage to professional reputation and standing. Women of color need mentors
who will challenge this behavior and help them support the evaluation of individual performance
reviews, taking note of any excessively personal or biased comments therein. If organizations
truly want to make changes and develop women of color, they need to incorporate mentoring
relationships for career development. Women of color need someone who can work with them
and lead them by the hand, someone who can show them how to blend with organization culture
that they are not used to, who can see their potential instead of barriers, champions who are
familiar with the obstacles they face at work, and who are willing to take the risks necessary to
overturn the obstacles. The scope of the study will be limited to my findings and based on my
experience as an international graduate student in the school of leadership and education science.
Definition of Terms, Racism and leadership development
RACIAL EQUITY LENS IN NONPROFITS
4
Racism
Webster’s dictionary 2019 describes racism as an act, therefore it can be an action or
inaction or any attitude of treating someone differently for any reason, especially based on the
color of their skin. Most of the time we know White America treats Black America based on the
color of their skin. For the purpose of my experience, I will define racism’s action as an attitude
of treating someone differently based on their native tongues, as there is usually a way of getting
Americanized in the United States that does not happen in other developed countries. It takes
speaking and interacting to guess your nationality in this diverse economy, and while speaking,
your listener notices and begins to judge you based on your tongue. Many times, I am often
confronted with curious people who are likely to notice my African accents. Four out of 10
people will likely judge and treat me based on that. This is a situation which makes me feel
isolated and marginalized.
My kids became “visible minorities” in their schools. It took less than 6 months to adjust
to life and quickly tune up their African accents; they are even picking up Spanish language
faster as a coping mechanism to distract from the unnecessary attention. Race is one social
construct that structures the educational experiences of people of color throughout the United
States, but because specific social climates vary from institution to institution, individual schools
must be studied, ‘‘to determine the nature of their racial climate for diversity’’ (Pewewardy &
Frey, 2004, p. 49). By examining the racial oppression of women of color at one predominantly
White university, that might contribute to our broad understanding of race, racism, and the
inadequacy of the Black-White binary paradigm of race in the United States.
At one of my applied projects, the CEO could not glare at me, he barely made any eye
contact with me. Contrary to the individualistic definition of racism that prevails in mainstream
RACIAL EQUITY LENS IN NONPROFITS
5
United States culture, one interpretation of racism is that of a stereotypical cultural-psychological
and socioeconomic phenomenon. This phenomenon consists of patterns of historically rooted
and collected ideas and their material instantiation in structures, activities, objects, and other
mind-in-context manifestations (Salter & Adam, 2013). This approach reinforces that racial
attitudes are not merely the inevitable outcome of any innate nature but rather appear as people
engage with cultural environments encouraging and fostering racially based interactions and
racist thinking behaviors. In the opposite way, people form meaning and sustain it by selected
attitudes, behaviors, and actions. The racial facts that people experience (and inherit from past
generations) emerge and continue through daily practice, as people selectively replicate some
attributes of the social environment and fail to replicate others.
The Role of Mentorship in Leadership Development
Organizations have started to see the value of mentoring for enhancing work life,
performance, commitment, and job satisfaction. When mentoring is implemented successfully,
there are measurable improvements in employee performance, retention, employee commitment
to the organization, knowledge sharing, leadership growth, and succession planning. A mentor is
a person who gives another person the benefit of his or her years of experience and education.
This experience is shared in such a way that the mentor helps to develop a mentee's skills and
abilities, benefiting the mentee and the organization. Mentoring is a powerful strategic that can
completely be use to attract and hold high-potential talents and accelerate management
improvement and readiness. Additionally, mentoring can also be used for shaping organizational
lifestyle and closing engagement and generational gaps. Employers are increasingly recognizing
the benefits of mentoring in leadership development. According to a Corporate Executive Board
survey, (Lahlou, 2018). 25 percent of United States companies now host peer-mentoring
RACIAL EQUITY LENS IN NONPROFITS
6
programs, a significant increase from before the 2007 recession, when only 4 to 5% of
companies reported sponsoring mentorship programs. Unfortunately, one of the leadership crises
the world is facing right now is lack of effective leaders who are experienced and knowledgeable
enough to take up mentorship roles for the women of color (Ibarra, 2020). That explains why we
see few women of color at the top managerial positions in organization. One of the hardest
situations in a professional setting is giving constructive criticism. I have watched my mentor
struggle at times with the difficulty of giving feedback in a way that is neither insulting nor
patronizing; I, as a mentee, exacerbate the problem by reacting to negative feedback I receive. It
is a challenge to do better and get my vision aligned with the necessary leadership skills I need to
learn. Mentoring relationship was like given someone a ticket and right to literally criticize me at
all time, it allows me to sometimes taking baby steps to difficult situations and huge steps to easy
tasks. I have observed my mentor evolve and get more skilled at giving criticism in a way that
comes across as helpful rather than abrasive. We both have plenty of time to practice making the
relationship work and be very beneficial.
Why Women of Color Struggle in a Nonprofit Environment
Before the start of my master’s degree, I had the privilege that other women of color like
me never had. I was raised among women and men of color who were well-educated, influential,
and valued in their societies. They showed me valuable life lessons, such as the importance of
self-identity, confidence, and the pursuit of excellence. I also learned to adapt and succeed in a
variety of environments. Accepting my situation as the only international student in my cohort
has put me more focus and challenged me to improve my career, leadership growth, and my
pursuit of positions that will enable me to make an impact. There is no clear answer to the
RACIAL EQUITY LENS IN NONPROFITS
7
question, “Why don’t more women, particularly women of color, aspire for or achieve leadership
positions?”
Despite the benefits of my education and experience, there have been many occasions
when I have felt unwanted, unseen, and insecure in my pursuit of career growth and
advancement. It’s difficult to aspire for anything when you doubt your “belonging” and wonder
if you are being handled unfairly or neglected. My experiences are not that far from the
experiences of many women of color. It is well-known that underrepresented women of color
face a “multiple disadvantage” of racism and prejudice. The first challenge is gender-based
discrimination: For example, in a 2017 study of 786 senior executives, male and female, about
half believed that persistent discrimination toward women as chief executives was the major
reason that more women did not make it to the top of their organizations, and one-third felt that
women in their organizations were not given adequate opportunities to become leaders (Chira,
2017). The second challenges is racial discrimination as well as gender discrimination. Women
of color face more challenges and a narrower road to leadership compared to White women,
from having less encouragement from supervisors to being promoted more slowly. For example,
the McKinsey and Company (2019) report suggested that progress is not just slow, it is stalled.
Only one in five senior leaders is a woman and just one in 25 is a woman of color ("Women in
the Workplace 2019).
As I continued to reflect more on my background and experiences, I realized that the
majority of the professional women of color that I know are very capable of leadership, whether
it be in their communities, churches, or their professions. However, they were not always given
the titles (e.g., CEO, president, director) that we typically associate with leadership. They had the
RACIAL EQUITY LENS IN NONPROFITS
8
skills but may have been overlooked, quietly doing the work of a leader without the recognition
of being the head.
Race, gender, gender identity, and sexual orientation have a cumulative effect. The Race
to Lead report (2017) shows that women of color are the second largest group in the nonprofit
sector, yet women of color described being passed over for promotions and new projects in favor
of other folks—white women, white men, and men of color—even those with less experience.
("Confronting the Nonprofit Racial Leadership Gap | Race to Lead", 2020). Many said they were
not seen as leaders nor mentored to move up. The over 4,000 women of color who participated in
the Race To Lead research shared their experiences. For so many, women of color have to work
twice as hard. despite more training and more education, those did not fix the problem they
encountered among those who had a master’s degree and ended up administrative staff roles and
less likely to be in among senior management. (Jones, 2019). This actually justified and
confirmed my job searching experience: I once had an experience with the writing center; after
looking at my resume, the consultant told me in confidence that employers will be less likely to
prefer me due to my 8 years work experiences in South Africa, Israel, Sweden, and Nigeria.
Even when they consider my experience they will more than likely consider a local White
counterpart with less experience. She told me it is better to remove my middle name from my
resume. She also shared with me how other people will use local organizations that are
nonexistent in their resume just for a chance to get the job for which they qualify. I have
submitted my resume for jobs that are even below my capacities and still did not get accepted. I
have seen people doubt my ability and decline my job request without giving me an opportunity
or even a probation period.
RACIAL EQUITY LENS IN NONPROFITS
9
The nonprofit environment does not often support women of color. Sometimes we get
ignored and overlooked; this might be in the form of less mentoring on the job and less feedback
and performance evaluations compared to others. In one of my current jobs, I got assigned to few
or low-level tasks. There is a lack of mentors for leadership positions in a bureaucratic system
which only believes in White supremacy and culture, no matter the woman’s level of education.
Mentorship Experiences
One example of the mentoring relationship that was beneficial to me, and also inspires
me to write about this topic, was the one I had with my career advisor. The relationship propelled
me to excel in my master’s degree program in spite of all the odds I encountered due to
environmental changes. This is one of the kinds of mentorship that should be encouraged for the
leadership development of women of color and aspiring leadership in any sector. My relationship
with my course advisor grows and develops from more than just a student to supervisor
relationship but of a mentor to mentee. First, the interpersonal relationship helped with the
mental clarity to cope with environmental factors that seemed impossible at first to control.
Being the only international student in my cohort was a burden; adapting to working with
classmates on applied projects and being responsible at home with kids were all my first issues
that I needed to cope with. My academic advisor’s first priority was helping me with coping
skills and strategies to avoid burnout. She took the initiative that might not be part of the
responsibilities of an academic advisor but helped me get stable psychologically.
Second, I got mentored instead of “advised.” The mentoring relationship, if well
implemented, leads to personal growth and development as a leader. Because it steers the mentee
towards the right direction, my mentoring opportunity was not an intentional attempt to develop
leadership success but a conscious effort to help me adapt and take up leadership positions
RACIAL EQUITY LENS IN NONPROFITS
10
available to me. Every meeting with my career advisor was like getting equipped with the
necessary support and “insider knowledge” to leadership and my career path.
Third, the mentoring experience made me more comfortable to ask questions that I was
not confident enough to ask during the class period. My first semester, I wrote the writing center
to ask if they would be able to proofread articles I was writing for a TED talk show. I got a reply
back that they will only work with me on my academic-related papers. The following day at the
writing center conference, that conversation was brought up as an example of how students
waste the time of the writing center with unnecessary email enquiries. Although the experience
hurt me and made to reluctant to ask questions, it also taught me to ask these details of my
academic advisor. I made it my ambition to send her emails first about any issues on which I
need clarification. It made me unashamed even when she explained the simplest process to me.
Another opportunity of mentoring to me was I was able to adjust quickly to live in
America, which also helped my children to adjust fast to school and their new environment. My
academic advisor become my mentor and role model; I think she saw the need and quickly filled
that role. The relationship changed my orientation about my ecosystem and helped me craft my
dream in the nonprofit leadership field. The mentorship relationship helped me in becoming an
ideal leader through her lens, as we shared and talk sometimes about each other’s struggles and
difficulties that motivated me to cultivate a leadership culture, brave work, tough conversations,
and a decision to help someone else who might be in my shoes. The mentoring relationship
should be encouraged at all levels.
One of my applied projects, program design and evaluation, was conducted for the
Elementary Institute of Science (EIS). During the program design, we discovered that there was
a low enrollment for their program despite the densely population of the southeast San Diego
RACIAL EQUITY LENS IN NONPROFITS
11
student. During the interview process, parents opened up about their struggles and how naïve
they were about helping their kids who were interested in STEM careers. Most of the parents did
not have relation to others in STEM jobs, and this put frustration on both the parent and the kids
who were already killing their ambition to further their career in STEM fields. Research and
findings led us to introduce mentoring as one of the solutions and effective impacts for EIS.
Even before the conclusion of our research I can only imagine how mentoring will have helped
those kids.
Having benefitted from a mentoring relationship created a ripple effect as I mentored
others and shared my knowledge. I am always on the lookout for opportunities to remotely
mentor women, especially women of color. I follow most conversations on LinkedIn and
Facebook on mentoring and career advancements for women of color, so I was happy to join
Gaby and the mentor collective team initiative to mentor SOLES first-year students. This was an
opportunity that I grabbed with both hands, as becoming a mentor to other graduate students
affords me the opportunity to exercise and practice what I have learned from my academic
advisor and improve my leadership potential.
Being both a mentee and mentor gave me opportunities to find out about my strengths
and weaknesses, it made me discover that my leadership ambition needs more personal effort
than the classroom can provide. I applied for an academic fellowship and got accepted into three
different fellowship programs:
1. Startingbloc Fellow: A lifelong community with 3,100+ fellows from 56 countries with
access to resources to empower leadership growth. It enables leaders to build systems that
enable them to thrive. (https://startingbloc.org/fellowship)
RACIAL EQUITY LENS IN NONPROFITS
12
2. Code Switch Fellow: A partnership grant formed to equip girls and young women of
color with the knowledge, skills, and resources to confront and disrupt inequities they
experience in school and community spaces. This program provides them with access to
restorative circles, mentoring relationships and experiences and opportunities to engage
youth-led community action. (http://www.codeswitch.org/)
3. The Morgridge Acceleration Program Fellowship: This fellowship matches emerging
leaders with nonprofits looking to create long-term and positive impact, while developing
professional skill sets and networks.
These are professional investment and self-sustainability programs that for me as a woman of
color are necessary to build and prepare me for the task ahead.
Impact of Mentorship on Leadership Development for Women of Color in Nonprofits
Women of color are a force within the United States economy. By 2060, it is projected
they will most likely become the majority of the workforce. They also generate as consumers $1
trillion and as entrepreneurs, $361 billion in revenue (Schlamp, 2019). Developing a diverse
leadership pipeline could benefit businesses across all sectors. Companies with the most racially
diverse executive teams were 33% more likely to surpass their peers on profitability, and those
with senior management gender diversity worldwide are more likely to surpass their sector rivals
by 21%. A recent study by VC companies found that more diverse teams launch companies more
often but till date, it has not been fantastic for companies to promote women of color to senior
positions (Pace, 2018). This is not because of any lack of ambition among them; Black women
are even more likely to aspire to hold a prestigious title or powerful position than white women.
The University of San Diego, especially SOLES, has few women of color represented in
leadership roles (i.e., academic and staff positions) despite huge numbers of graduate students
RACIAL EQUITY LENS IN NONPROFITS
13
admitted yearly. For example, in the M.A. nonprofit leadership class of 2018, about half of the
admitted students have minority status (mainly Latinx). What are the efforts put in place to make
sure that women of color voices are heard at the top? A system needs to be built that will
deconstruct the norm, because the norm is asking women of color to do more with less.
Mentoring women of color for leadership positions will make all the deference.
Mentoring women of color is an opportunity to develop their communities, because they are
crucial in formulating policies that impact their communities. The policy environment needs
people who can expand the debate, mitigate negative policy decisions, and increase the
possibility of a positive effect on the policy. Leaders of color will be able to recognize the
interests and assets of members and groups would be better positioned to guide policy efforts
effectively. In November 2019, I was nominated to my church board of directors. From the
experience I learned two things. First, including women of color brings a new awareness of
issues affecting their communities and finds factors to combat the problems together. Second, the
presence of women of color in leadership positions might not always guarantee progressive
social action, but their absence strongly decreases the probability that the full diversity of
considerations will be reviewed as part of policy development.
Benefits of Mentoring
Perhaps no movement has attracted as much attention in society than enhancing
leadership inclusion of minorities. The never-ending need of the inclusive and diversity for
effective leaders for our organization and communities has brought an urgent call on the
leadership, especially in the nonprofit sector. Mentorship programs provide an opportunity for
the mentee to experience the wisdom of those who have already learned the trials and
tribulations that come from serving others.
RACIAL EQUITY LENS IN NONPROFITS
14
Mentoring, although not specifically applied to leadership development, has long been a
guide to the young and inexperienced who can learn from the older and more experienced.
Mentoring creates an ongoing relationship; if well nurtured, it enables employees to adapt to
changes in the working environment and improve performance, which leads to improved
organizational performance (Aguinis & Kraiger, 2009). Mentoring programs can encourage
learning and are a critical method to transfer tacit knowledge. Importantly, both protégés and
mentors can learn from participation in formal mentoring programs. This makes mentoring an
effective method of workplace learning and an important human resource development.
Mentoring helps to quicken the method of recruiting of new hires and at the same time
accelerate the method of redeploying existing staff into new lines of jobs. Studies have shown
that the first month of a new hires or new job is essential to the success of that employee’s tenure
with the organization (Smith, 2009). Further studies prove that employees who are mentored stay
on the job longer than those that are left to sink or swim (Richmood ,2009). A high number of
turnovers is directly caused by employees not knowing how to do their job (Jones, L.T 2017).
Mentoring helps employees do their job correctly and effectively and they will stay longer and
give better results (Douglas 2017).
An employee participating in a mentoring relationship has an effective mechanism for
getting answers quickly, allowing them to move on quickly, unlike other employees who do not
have the opportunity to mentorship relationship and will have to rediscover or reinvent solutions
to common problems. This is not only a waste of time that could be better spent, but many also
introduce new and costly problems into the organization when they solve their problems
incorrectly. What makes this worse is when the “new solution” is left in place and then taught to
other employees.
RACIAL EQUITY LENS IN NONPROFITS
15
Women of color who allow mentorship relationships cultivate self-identification and have
their specific needs addressed, at the same time fostering a culture of equity in their respective
work environment (Eby & Lockwood, 2005; Jones, 2013). Mentoring relationships help create
and perpetuate a positive organization culture that combines the best qualities of the individuals,
regardless of their age, class, gender and skin color (Allen et al., 2012).
Conclusion
The number of women of color in the workforce is increasing, but they continue to hold
few leadership positions. Women generally are running into the glass ceiling, a ceiling that is
thicker for women of color. The underrepresentation of women of color in leadership positions
and the recognition of the business value of diversity in this global economy should drive
organizations to launch diversity programs and use mentoring as support and tools for women of
color. Reports have shown that women of color are frustrated due to bias they face at the
workplace. Women of color who become executive directors or CEOs have remained under 20
percent for the past 15 years (Jones, 2019, p. 17). The study “indicates that people of color have
comparable credentials to those of white participants and are more likely to aspire to positions of
non-profit leadership. Contrary to the common expectations, the results were that there are not
enough people of color willing and able to lead. Yet, due to subtle and blatant bias, women of
color report “being passed over for jobs or promotions in favor of white women, white men, and
men of color with comparable or even inferior credentials. Getting an advanced degree has little
effect and higher-educated women of color were much more likely to be in support positions and
receive less than their white peers with less training and education, The study aligns with my
experience as a graduate student, shows support for mentoring as an important tool for women of
RACIAL EQUITY LENS IN NONPROFITS
16
color to attain leadership positions, and encourages diversity and inclusion, especially in the
nonprofit sector.
Recommendations
To address the racism problem women of color face in the nonprofit sector it is important
to address the barriers that different studies point out. There needs to be a wakeup call for the
nonprofit sector to make changes at the system’s organizational and individual level. Leadership
needs to rally around organizations led by women of color for support, efforts need to be made to
elevate the leadership perspective and influence people across the sector, nonprofit organizations
need to look at ways in which they will advocate for the enforcement of antidiscrimination laws,
specifically how to address internal biases. These areas need a lot of serious work and collective
effort of staff at every level. I will also suggest equitable human resource policies and systems,
especially recruiting and onboarding, should be geared toward encouraging women of color.
Large nonprofit organizations like the University of San Diego should have peer support affinity
groups for women of color.
As a woman of color, I highly recommend academic advisors be trained specifically on
mentoring women of color at the graduate level to bridge the whopping gap between women of
color who are graduate students and the majority, there is a wide gap between graduate women
of color and leadership positions currently. Most nonprofit organizations need to refrain and
drastically change more than words they put on their websites and in grant reports. Real change
means reshaping the hierarchies and power structures in nonprofit sectors, the way the
organization behaves, and how they treat their staff, particularly women of color. It is not about
education for women of color to address this systemic and organizational barriers, it about
advocacy for women of color through internal mentoring. Since most of this bias is
RACIAL EQUITY LENS IN NONPROFITS
17
institutionally based, there should be a policy in place for funders to look at the diversity and
inclusion before funding an organization to avoid the impact of career advancement for people of
color.
Regardless of color, leaders aiming to be successful at improving the opportunities and
quality of life of its organization should have:
1. A set of principles based on equity, fairness and inclusiveness;
2. A sincere contribution and programs to enhance the mentoring of women of color;
3. Willingness to cross race, ethnicity, class and gender barriers;
4. An understanding of the importance and capability of professional development for
women of color.
RACIAL EQUITY LENS IN NONPROFITS
18
References
Allen, T. D., Smith, M. A., Mael, F. A., & Gavan, O. S. (2009). Organization-level mentoring and
organizational performance within substance abuse centers. Journal of Management, 35(5),
1113–1128
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and
teams, organizations, and society. Annual Review of Psychology, 60, 45
Athey, S., Avery, C., & Zemsky, P. (2000). Mentoring and diversity. American Economic
Review, 90(4), 765–786. doi:10.1257/aer.90.4.765
Building Movement Project. (2019). Women of color face gender, racial bias in nonprofit sector.
Nonprofit Business Advisor, 2019(355), 5–8. doi:10.1002/nba.30578
Chira, S. (2017, July 21). Why women aren’t C.E.O.s, according to women who almost were.
New York Times. Retrieved from https://www.nytimes.com/2017/07/21/sunday-
review/women-ceos-glass-ceiling.html
Confronting the Nonprofit Racial Leadership Gap | Race to Lead. Race to Lead. (2020).
Retrieved 21 June 2020, from https://racetolead.org/race-to-lead/.
Eby, L. T., & Lockwood, A. (2005). Protégés and mentors’ reactions to participating in formal
mentoring programs: A qualitative investigation. Journal of Vocational Behavior, 67(3),
441–458.
Ibarra, H. (2020). A Lack of Sponsorship Is Keeping Women from Advancing into Leadership.
Retrieved 21 June 2020, from https://hbr.org/2019/08/a-lack-of-sponsorship-is-keeping-
women-from-advancing-into-leadership
Schipper, T. (2019). The Mature Lean Culture. The Highly Effective Office, 177–188. doi:
10.4324/9780429438479-10
RACIAL EQUITY LENS IN NONPROFITS
19
Murrell, A. J., & Blake-Beard, S. (Eds.). (2017). Mentoring diverse leaders: Creating change for
people, processes, and paradigms. New York, NY: Taylor & Francis.
Pace, C. (2018, August 31). How women of color get to senior management. Harvard Business
Review. Retrieved from https://hbr.org/2018/08/how-women-of-color-get-to-senior-
management
Ragins, B. R., Ehrhardt, K., Lyness, K. S., Murphy, D. D., & Capman, J. F. (2017). Anchoring
relationships at work: High-quality mentors and other supportive work relationships as
buffers to ambient racial discrimination. Personnel Psychology,70(1), 211–256.
doi:10.1111/peps.12144
Schlamp, S., Gerpott, F. H., & Voelpel, S. C.(2019). The steep way to the top: Barriers to female
leadership in tall hierarchical organizations. In A.-S. Antoniou, C. Cooper, & C. Gatrell
(Eds.), Women, Business and Leadership (pp. 315–329).
doi:10.4337/9781786432711.00027
Vasquez, M. J., & Daniel, J. H. (2010). Women of color as mentors. In C. A. Rayburn, F. L.
Denmark, M. E. Reuder, & A. M. Austria (Eds.), A handbook for women mentors:
Transcending barriers of stereotype, race, and ethnicity (pp. 173-186). Santa Barbara,
CA: ABC-CLIO.
Women in the Workplace 2019. (2019). Retrieved 21 June 2020, from
https://www.mckinsey.com/featured-insights/gender-equality/women-in-the-workplace-
2019
Madsen, S. R., & Andrade, M. S. (2018). Unconscious Gender Bias: Implications for Womens
Leadership Development. Journal of Leadership Studies, 12(1), 62–67. doi:
10.1002/jls.21566
