Date of Conferral

1-7-2026

Date of Award

January 2026

Degree

Ph.D.

School

Management

Advisor

Jose Perez

Abstract

Workplace diversity continues to face criticism due to the limited representation of minority groups, with little progress made in the corporate sector. Despite corporations’ efforts to increase diversity and inclusion in the workplace, a notable lack of minority leadership persists in upper management roles. The purpose of this explanatory sequential mixed-method study was to explore the factors that affect the selection of minority leaders and how corporate executives utilize diversity, equity, and inclusion (DEI) initiatives to foster significant organizational change, even in the face of ongoing underrepresentation in upper management. Social dominance theory, anti-egalitarianism, and social construction theory grounded this study. Qualitative data from 10 in-depth interviews, collected via the National Faculty Survey, revealed persistent obstacles such as inequitable promotion practices, insufficient mentorship, exclusion from informal networks, pipeline challenges, institutional data gaps, and perceptions of tokenism. These findings informed the quantitative phase, which analyzed survey data collected from 33 participants using the Workforce Diversity Questionnaire II. Descriptive statistics, reliability testing (α = .760), and Friedman’s analysis of variance (p < .001) indicated significant differences in perceptions of program effectiveness. Results from both phases confirmed that DEI initiatives often fail due to a lack of leadership follow-through, entrenched structural inequities, and the absence of systematic evaluation. The implications for positive social change include the potential for leaders to implement transparent promotion systems, expanded mentorship and sponsorship opportunities, and data-driven accountability to ensure equitable access to leadership roles for minorities.

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