Operationalizing diversity, equity, and inclusion in organizational contexts requires a nuanced understanding of organizational culture, change management, and the mechanics of institutional and interpersonal racism. My doctoral research study sought to understand how DEI leaders’ reflexivity, social identity, commitment to social justice, ability to navigate organizational dynamics, and skill in applying change management strategies contribute to developing equity-focused cultures that are adaptable and responsive to change.

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The study focused on the integration of diversity leaders’ personal values, leadership competencies, and organizational dynamics in transforming workplace cultures focused on Science, Technology, Engineering, and Mathematics (STEM) careers that provide inclusivity and equity for employees from diverse, marginalized, and underrepresented backgrounds. By examining the lived experiences of DEI leaders, this study explored institutional barriers and opportunities related to the infusion of race consciousness in diversity management.

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The conceptual framework connects DEI leaders’ practice of reflexivity and commitment to racial equity to their ability to navigate organizational culture and apply change management strategies. The four domains underscore the role of the diversity officer in leading cultural transformation with a racial equity lens.

 

I seek collaborative partners to  replicate the study in different industries, in order to solidify understanding of how the four domains tie together and their potential impacts on developing and implementing racially-just practices and policies.