Leadership advancement is not determined by talent alone. In corporate North America, power determines who is seen, heard, and promoted—and power is unevenly distributed. Despite making up the majority of the labor force, women, people of color, and emerging leaders from non-dominant groups remain significantly underrepresented in positions of authority. For example, women hold just 10.4% of Fortune 500 CEO roles, and only two are Black women. Even at the managerial level, Black women hold just 4.3% of positions compared to 32.6% for white women.
At the core of this disparity is a mechanism of systemic exclusion: dominant power structures reward similarity and familiarity (e.g., "he looks like a leader") and penalize difference (e.g., "she's too aggressive"). This system operates through four interacting forces:
Homosocial Reproduction – Leaders promote people like themselves.
Stereotype Bias – Leadership traits are associated with dominant group norms.
Structural Barriers – Non-dominant groups are tracked into low-power roles.
Relational Exclusion – Informal networks circulate influence unevenly.
To level the field, we must equip emerging and underrepresented leaders with tools to navigate this terrain—and challenge the terrain itself. The following insights outline what research reveals and how to translate it into action.
The 10 Insights
1. Positional Power Is Not Enough: Relational and Personal Power Are Critical for Marginalized Leaders
Why this matters: For many underrepresented professionals, formal authority is out of reach—at least initially. But influence doesn’t require a title. Personal credibility and strategic relationships can create real leverage.
Research Insight: Building on French & Raven’s typology of power, the report distinguishes between positional power (authority through role), personal power (expertise and referent credibility), and relational power (networks and trust). Women and minorities, often excluded from formal channels, can develop personal and relational power as alternate—but effective—routes to influence.
Action Strategy: Build Multi-Source Influence
Relational Strategy – Grow a Trusted Web
Schedule recurring 1:1s with cross-functional peers.
Tip: Ask, “What’s something you’re working on that I could support?”
Expertise Framing – Make Your Value Visible
Lead lunch-and-learns or post short write-ups on internal platforms.
Script: “I thought I’d share this quick insight—it helped our team solve X.”
Credibility Anchoring – Use Testimonials
Request colleagues or clients to summarize your impact for end-of-project emails.
Script: “Would you mind putting that in writing? It helps others understand the value of what we’re doing.”
Why this works: Influence flows from familiarity and trust. If your name is associated with value, your power grows—even without a title.
2. Homosocial Reproduction Reinforces Inequity—and It’s Often Unconscious
Why this matters: The informal dynamics of power mean that advancement often depends more on who trusts you than what you’ve done. When trust networks mirror the dominant group, exclusion becomes baked in.
Research Insight: A 2023 field experiment found that men were significantly more likely to nominate themselves and other men as influential. Women were under-nominated—even by other women. This supports the concept of “homosocial reproduction,” where individuals in power support others who resemble them, perpetuating exclusion of underrepresented groups from influential circles.
Action Strategy: Disrupt Patterned Sponsorship
Visibility Tactic – Be in the Right Rooms
Volunteer for committees, panels, or recurring cross-department initiatives.
Tip: If you're unsure where decisions happen, ask a trusted peer, “Where do leadership opportunities tend to get discussed informally?”
Bias Interruptions – Make the Invisible Visible
Raise questions in hiring or succession discussions: “Who else should we be considering that brings a different perspective?”
Shared Data – Ask for Equity Audits
Advocate for your company to publish or review sponsorship patterns.
Why this works: People tend to trust those they know. If you increase exposure and interrupt auto-pilot decision-making, new talent surfaces.
3. Influence Gaps Persist Even When Contributions Are Equal
Why this matters: In many settings, visibility doesn’t equal credit. Underrepresented individuals may speak up—but without perceived authority, their contributions go unacknowledged.
Research Insight: A series of field experiments found that in male-majority teams, women who participated at equal levels were rated as less influential than men. This suggests an influence gap not due to ability but perception—reinforcing that visibility must be accompanied by explicit validation and structural support.
Action Strategy: Cement Credibility Through Social Proof
Team Amplification – Echo and Attribute
Coordinate with peers to repeat and credit your ideas: “I want to build on [Name]’s point about...”
Meeting Strategy – Claim and Close
Open: “Here’s what I propose…”
Close: “To summarize, I suggest we move forward by doing X.”
Digital Backup – Follow Up in Writing
Script: “Great discussion earlier. As a recap, my recommendation was X for Y reason. Happy to refine further.”
Why this works: Authority is reinforced when others echo your voice, and repetition increases retention. Written summaries solidify ownership.
4. Formal Authority Counters Bias—And Benefits Others Too
Why this matters: Structural changes do more than elevate one person—they change perceptions of what leadership looks like and normalize diverse authority.
Research Insight: In field experiments, assigning a woman as a formal team leader in a male-dominated group erased the influence gap between men and women. Moreover, other women on the team became more likely to be heard, showing positive spillover effects.
Action Strategy: Leverage Structural Interventions
Position Strategy – Pursue Leadership Titles
Even temporary or interim roles can shift perception.
Script: “I’d like to formally lead this initiative to build cross-functional alignment.”
Normalization Tactic – Share Success Stories
Highlight outcomes from diverse leaders in team meetings.
Advocacy Move – Recommend Others for Authority Roles
“Have you considered [Name] as team lead? Their background fits this perfectly.”
Why this works: Titles grant credibility, shift expectations, and open the door for others. Role designation rewires bias faster than persuasion alone.
5. Performance Does Not Guarantee Promotion
Why this matters: Advancement relies on visibility and perception—not just results. Without the ability to shape how their performance is interpreted, underrepresented employees may be overlooked.
Research Insight: A meta-analysis revealed women often receive higher performance scores than men—but lower ratings on promotability. This reflects second-generation bias: systemic patterns that reward dominant group traits over outcomes.
Action Strategy: Make Potential Visible
Narrative Building – Frame Future Impact
“Here’s how I’d use that role to grow the business by X.”
Promotion Scripts – Ask with Evidence
“Given my recent success in [project], what would it take to be considered for [next role]?”
Rubric Challenge – Request Clarity
“Can we align on the skills and experiences required for promotion so I can plan accordingly?”
Why this works: Framing performance as preparation for what’s next helps overcome static perceptions. Clear rubrics reduce ambiguity that enables bias.
6. Psychological Safety Is Unevenly Distributed
Why this matters: If individuals don’t feel safe speaking up, they’ll self-censor. For underrepresented leaders, psychological safety is often undermined by heightened scrutiny and fear of being labeled as difficult.
Research Insight: Studies show Black and Asian women in senior roles often feel less secure voicing dissent than their peers. Instead of enjoying the freedom of earned authority, they face ongoing doubt and pressure to prove legitimacy.
Action Strategy: Foster and Protect Voice
Manager Practices – Invite Dissent Publicly
“I may be missing something—can someone challenge this view?”
Peer Safety – Debrief Privately
“I appreciated your point in the meeting—next time, want to co-present?”
Self-Protection – Choose the Right Forum
If public disagreement risks backlash, opt for follow-up: “Can we discuss a different perspective I had on that decision?”
Why this works: Voice thrives in a culture of safety. Normalizing disagreement and offering multiple channels for input creates a more inclusive climate.
7. Sponsorship, Not Just Mentorship, Accelerates Careers
Why this matters: Mentorship helps build skill. Sponsorship gets you in the room. Without advocates who put their reputational capital on the line, high-performing individuals remain invisible.
Research Insight: Studies show underrepresented employees are often over-mentored but under-sponsored. Sponsorship programs are associated with faster promotions, higher engagement, and better retention.
Action Strategy: Cultivate Strategic Advocacy
Sponsor Ask – Be Direct and Prepared
“Would you feel comfortable recommending me for an upcoming opportunity?”
Performance Leverage – Show Results Early
Provide regular updates: “Since we last spoke, I completed X with Y outcome.”
Reciprocity – Offer Value
“I’d be happy to take the lead on that—would that free you up to focus on Z?”
Why this works: Sponsors need confidence to vouch for you. If you provide results and show initiative, they’re more likely to act.
8. Network Composition Is a Career Catalyst—Especially for Women
Why this matters: It's not just how many people you know—but who. Women benefit most when their networks include other women with insider knowledge and shared experiences.
Research Insight: A longitudinal study found women with a female-dominated inner circle and centrality in the network were 2.5x more likely to secure high-status roles than those with male-dominated networks.
Action Strategy: Strengthen Strategic Circles
Inner Circle Check – Quality Over Quantity
“Who are 2–3 women I trust to give honest advice?”
Cross-Level Connections – Mix Peers and Sponsors
Join ERGs or mastermind groups across functions.
Resource Sharing – Build Reciprocity
“Saw this opportunity—thought of you.”
Why this works: Information flows differently in trusted networks. Those who share both support and strategy help each other rise.
9. Communication Framing Alters Perceptions of Power
Why this matters: Underrepresented individuals must navigate stereotypes around tone and authority. The same words can be perceived as assertive or aggressive depending on who speaks them.
Research Insight: Studies show women who frame requests around communal benefit experience less backlash. Assertive humility—confidently making a point while acknowledging others—improves outcomes.
Action Strategy: Influence Through Framing
Benefit-Linked Framing – Tie to Team Goals
“This approach would reduce handoffs and increase team clarity.”
Assertive Humility – Confidence + Connection
“Here’s my take—and I’d welcome your input.”
Bias Response – Calmly Redirect
“Let me finish my thought—then I’d love to hear yours.”
Why this works: Framing diffuses defensiveness. Communal language aligns self-interest with team interest, increasing receptivity.
10. Political Skill Is a Survival Tool—Not a Dirty Word
Why this matters: Avoiding politics doesn’t remove you from the game—it just removes your influence. Political skill is how strategy, values, and navigation converge.
Research Insight: Research from the Center for Creative Leadership shows political skill predicts career success—especially for women. Those who succeed don’t manipulate; they map power and align purpose.
Action Strategy: Navigate with Integrity
Stakeholder Mapping – Know the Decision Web
“Who influences this outcome—even informally?”
Coalition Building – Connect Goals to Others’ Needs
“This helps your initiative too—want to co-sponsor?”
Strategic Visibility – Advocate for Impact, Not Ego
“Here’s the outcome we drove—I wanted to flag it for broader awareness.”
Why this works: Politics is the currency of influence. If approached with clarity and alignment, it becomes a tool—not a trap.
Changing the Power Game—Not Just Playing It Better
The persistent underrepresentation of women, racial minorities, and emerging leaders in corporate leadership is not a pipeline problem—it’s a power problem. And power, as the research makes clear, is not distributed on merit alone. It is shaped by informal networks, embedded bias, and outdated assumptions about what leadership looks like.
But change is possible. As the data shows, when underrepresented leaders are equipped with the right strategies—and when organizations commit to structural change—the landscape shifts. Influence grows. Doors open. And new norms begin to take root.
To create a future where leadership truly reflects talent, performance, and potential, we must act on both fronts:
Empower individuals with tools to navigate and challenge the system: from cultivating relational power to mastering political skill, from reframing contributions to claiming authority with clarity and confidence.
Hold organizations accountable for dismantling the invisible barriers: by redesigning promotion criteria, enabling sponsorship, normalizing diverse authority, and ensuring safety for every voice at the table.
Because when power becomes more equitable, leadership becomes more effective. And when emerging leaders from all backgrounds rise—not in spite of the system, but because it finally sees and supports them—we all rise with them.