How Much Inequity Do You See? Structural Power and Support for Diversity Initiatives

The success of diversity initiatives depends on the support of those in positions of structural power, that is, managers. However, managers often resist such initiatives. Existing academic and practitioner conversations point to managers’ self-interests, arising from demographics or ideology, as the source of resistance to diversity initiatives. We propose that such resistance may originate in the managerial position itself. We argue that positions of structural power induce organizational identification, which motivates a view of one’s workplace as equitable, blinding one to inequities in one’s organization. We posit that lower perceptions of inequity by those in positions of structural power explain their lower support for diversity initiatives. Seven archival surveys of government employees (Studies 1a-1g) and three surveys of working adults (Studies 2a-2c) suggest those higher in structural power perceive less inequity in their workplace due to higher organizational identification, resulting in lower support for diversity initiatives. Two interventions, enhancing the salience of inequities, allow those with structural power to overcome the identification barrier (Studies 3a-3b). We discuss conceptual and practical implications for support for diversity initiatives and structural power.