Race, gender, and rules: How intersectionality and congruence shape leadership perceptions

Abstract

Are Black women perceived differently as managers, beyond the separate influences of their race and gender? And are such judgments moderated by rule formalization? Using a survey experiment of US adults, we examine the role of race, gender, intersectionality, and congruence on rule following, trust in supervisors, and leadership perceptions. Drawing upon role incongruity theory, we expect to find bias toward those who do not match the archetypal leader (white, male), but that this bias may be mitigated by putting rules in writing based on green tape theory. However, we find little evidence that mere identity matters for both race and gender, except for when we look at intersectionality. Black women leaders face lower levels of trust and lower character assessments compared to Black men, while white women leaders are evaluated more positively than their white male counterparts. Rule formalization, we find, does little to shape behavior or attitudes. We also show that racial congruence plays a role with white individuals being less supportive of white leaders and individuals of color being more supportive of Black leaders. Scholars and practitioners alike should examine and address organizational cultures to ensure just and inclusive workplaces.