Ashley Smart When Shirley Malcom decided in 1963 to forego the University of Alabama, the still fitfully integrating school just 50 miles from her native Birmingham, and instead enroll at the University of Washington in Seattle, she says she ended up being the only Black person among 800 zoology majors. Eventually, Malcom says, another Black […]
It’s just past 10 a.m. and my partner, on his third virtual meeting today, is working non-stop in our home office. My son has taken over the family room to attend a virtual science camp and video-editing classes and to play video games. I now realize that this will be his work space to attend distance learning classes in the fall.
This trap — the pursuit of likeability at the expense of authenticity — is arguably the biggest and the most all-encompassing pitfall for women who aspire to lead. To be a leader we must be authentic, but others either see our authentic selves as not-leaderly, or they see our authentic selves as leaderly but unlikeable.
Researchers tracked disagreeable people from college or graduate school to where they landed in their careers about 14 years later. Across the board, the researchers found those with selfish, deceitful, and aggressive personality traits were not more likely to have attained power than those who were generous, trustworthy, and generally nice.
More diversity makes students see ethnic groups as being basically the same when it comes to warmth and competence – two major dimensions of group stereotypes. That is, the more diverse a campus is, the more likely students perceive Asians, Latinos, Blacks and whites as similarly trustworthy and similarly intelligent, rather than as stereotypically different.