ABSTRACT
This chapter focuses on the person who performs the role of leader. Because leadership is a dyadic relationship, social identity bias could impede the leader–follower relationship. As a matter of diversity in the workforce, marginalized leaders are generally perceived as referring to women, people of color, and other socially constructed images that presume a status of difference. Generally speaking, marginalized leaders lead with an ethics of care. As the social identity of the leader becomes more pronounced within the scope of leadership in organizations, more attention to their dilemmas and experiences is needed to counter and challenge existing models of leadership that do not define their reality. Social cognition is recalling a stereotype, bias, or unfavorable opinion about a social group and activating that perception during social or work-related encounters. Power is a necessary tool for leaders to communicate authority.
