ABSTRACT
The central assumption of this chapter is that a focus on the comparative degree of hardship among socially disadvantaged groups does little to advance our understanding of the persistence of disadvantage in general, or the ways in which organizations can create greater inclusion toward a variety of socially disadvantaged groups. A more productive approach to understanding inclusive leadership involves a nuanced investigation of the distinctions that exist among socially disadvantaged groups (e.g., White women, Black men, Black women), in addition to considering the mechanisms that regulate the dynamics between the dominant group (i.e., White men) and the various socially disadvantaged groups that must interact with it to access power and leadership.
