My Research Study
Exploring the Dynamics of Self-Rated Racial Identity, Personality, and Perceived Relationship Quality of Black Female Leaders as Followers With Their Leadership
My research delves into the dynamics of self-rated racial identity, personality, and perceived relationship quality among Black female leaders as followers with their leadership.
Research Focus: The Leadership Gap Black Women Face
Reflecting the Intersection of Race, Gender, and Leadership Relationships
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The quality of leader–follower relationships is significantly shaped by racial identity and personality, often creating unseen barriers for Black women.
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Black women navigate compounded bias rooted in both race and gender. Microaggressions, stereotyping, and exclusionary practices disrupt trust and connection in the workplace.
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Without mentorship, sponsorship, or authentic allyship, many Black women encounter a “concrete wall”—an immovable barrier that hinders leadership advancement.
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These systemic barriers not only limit opportunities, but also distort perceptions of leadership potential, undermining growth, visibility, and advancement.
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There is a notable lack of research focused specifically on the relational dynamics affecting Black women in leadership, particularly the roles of racial identity and personality.
In all of the research there is a general pattern:
“Women are having a worse experience than men. Women of color are having a worse experience than white women. And Black women in particular are having the worst experience of all” (LeanIn.Org)
Racial identity and personality both shape the quality of leader–follower relationships, but in distinct ways.
Personality traits such as neuroticism and conscientiousness were strong predictors of formal aspects of leadership relationships (e.g., professional respect and contribution).
Racial identity dimensions (including self-perception, anti-white attitudes, and Afrocentricity) significantly influenced affective aspects of the relationship (e.g., loyalty and emotional connection).
Industry context also played a role, with sector affiliation impacting perceptions of loyalty and overall relationship quality.
These findings highlight the need for leadership models and DEI strategies that consider intersectional identities and relational dynamics—not just structural roles.
While Leader–Member Exchange (LMX) theory has been widely studied, there is limited research examining how both racial identity and personality traits influence relationship quality—especially for Black women in leadership. This study fills that critical gap.