In the evolving world of organisational leadership, the intersection of diversity, equity, inclusion, and accessibility (DEIA) is now more critical than ever. As businesses strive to become more inclusive, they must address both visible and invisible challenges.

One key obstacle: unconscious bias and its link to destructive leadership.

My recent research, “Unraveling DEIA Dynamics: Unconscious Biases and the Emergence of Destructive Leadership,” explores the hidden drivers behind leadership behaviours that impede organisational progress.

By understanding these dynamics, organisations can move from surface-level DEIA initiatives toward real systemic change.

The Hidden Role of Unconscious Bias in Leadership

Unconscious biases are ingrained attitudes or stereotypes that influence our understanding, actions, and decisions in an unconscious manner. In leadership, these biases can subtly affect decisions on hiring, promotions, and team dynamics. The Attraction-Selection-Attrition (ASA) model, which outlines how organisations tend to attract, select, and retain individuals who share similar values and traits, often amplifies these biases.

This process can inadvertently foster environments where destructive leadership traits thrive. A key takeaway from the research is that leaders may unconsciously select employees who reinforce their own biases, creating a homogenous work environment. While homogeneity can offer comfort, it stifles innovation, collaboration, and ultimately, the diverse perspectives that drive growth and success.

Additionally, leaders with unchecked biases may marginalise or exclude those who do not fit into their preconceived mould, perpetuating cycles of exclusion and inequality.

The fraudulent sales practices at Wells Fargo were rooted in a culture that favoured aggressive sales targets over ethical conduct.  Employees who didn’t conform to this high-pressure environment were marginalised, with unconscious biases around what “success” looked like contributing to a lack of diversity in decision-making roles.  This allowed unethical practices to become deeply embedded in the organisation’s operations.

By contrast, DEIA is integrated into the mission at Johnson & Johnson. For Chairman and CEO, Joaquin Duato, “We have long understood that a culture of inclusion opens the doors to new ideas while ensuring that our teams reflect the communities that we serve.”

The company’s 2023 Health for Humanity Report showcases their progress in fostering an inclusive culture, and Duato’s own mentorship efforts were recognised when he was named an Honourable Mentor by the Healthcare Businesswomen’s Association, which recognises an individual who exemplifies long-term advocacy for current and future women leaders.

The Emergence of Destructive Leadership

The study introduces the concept of destructive leadership, where behaviours such as manipulation, narcissism, and abusive supervision emerge. Destructive leaders thrive in environments where biases are unchecked, and where DEIA initiatives exist in name only, not practice.

Uber’s culture of unconscious bias was exposed during multiple scandals in 2017.  Reports of widespread gender discrimination, especially toward female employees in leadership positions, highlighted the role of bias in creating an exclusionary workplace.  These biases enabled toxic behaviours to thrive, damaging both employee morale and the company’s reputation.

Using the ASA model, the research shows how organisational cultures unintentionally select and elevate individuals whose leadership styles may be destructive.

Larry Small is Senior Advisor for Management and Budget in the United States Department of Energy’s National Nuclear Security Administration.

Presenting at the Academy of Management Chicago 2024, Larry drew on his research study to explore the manner in which unconscious biases influence the emergence of destructive leadership, thereby impacting critical dimensions of organisational diversity, equity, inclusion, and accessibility (DEIA). 

These leaders create environments where marginalised groups are further sidelined, and any DEIA efforts are stifled by an organisational culture that prioritises sameness over diversity. Destructive leadership is not simply an individual flaw but a systemic issue, deeply rooted in the mechanisms of selection and attrition within organisations.

When leaders possess these traits, they are often attracted to similar personalities, reinforcing a toxic culture and undermining efforts toward equity and inclusion.

How DEIA Intersects with Leadership

While unconscious bias can fuel destructive leadership, well-implemented DEIA initiatives can mitigate these tendencies. According to the research, organisations that integrate DEIA principles into leadership frameworks foster more inclusive environments, promoting innovation and improving employee morale. Effective DEIA initiatives not only challenge unconscious biases but also reshape the leadership pipeline.

For instance, when organisations prioritise diversity in hiring and retention, they are more likely to cultivate leaders who reflect varied perspectives, experiences, and values. This diversity in leadership can directly counteract destructive behaviours, as inclusive leaders tend to be more empathetic, collaborative, and open to different viewpoints.

A leader in global food services, Sodexo emphasises inclusive leadership by aiming for 100% gender-balanced management teams and narrowing the gender pay gap to 10% by 2025.  As of 2023, they have achieved 43% female representation in senior leadership and have initiatives supporting employees with disabilities.

However, the study warns that DEIA initiatives must be more than checkbox exercises. Surface-level training or diversity hires without deeper cultural change can backfire, leading to tokenism or further entrenchment of biases. To succeed, organisations must embed DEIA into their leadership development programs, ensuring that future leaders understand the value of diversity and the harm of exclusion.

Mitigating Destructive Leadership

The research suggests several strategies to mitigate destructive leadership, with a focus on disrupting the ASA model’s cycle. Here are some practical recommendations:

1. Bias Awareness Training: Regular, comprehensive training is crucial for all levels of leadership. This training should go beyond basic awareness and focus on how unconscious biases manifest in decision-making processes. Leaders must be equipped with tools to identify and address their own biases, ensuring more equitable and inclusive behaviours.

2. Inclusive Leadership Development: Organisations must cultivate leaders who value inclusivity. This can be achieved by incorporating DEIA principles into leadership development programs. Leaders should be evaluated not only on performance metrics but also on their ability to foster inclusive, diverse teams.

3. Diversified Recruitment and Selection: To counter the ASA model’s tendency toward homogeneity, organisations should actively seek diverse talent pools. This requires revisiting recruitment practices, job descriptions, and interview processes to ensure they are inclusive and free of bias.

4. Accountability Mechanisms: Organisations should establish clear accountability structures to monitor leadership behaviour. Destructive leadership tendencies often thrive in the absence of accountability. Regular feedback loops, 360-degree evaluations, and performance reviews that include DEIA metrics can help ensure leaders remain aligned with organisational values of equity and inclusion.

5. Support Systems for Marginalised Employees: DEIA initiatives should include robust support systems for employees from underrepresented groups. Employee resource groups (ERGs), mentorship programs, and inclusive policies can provide the necessary infrastructure to counteract exclusionary behaviours by leaders.

The Way Forward

The intersection of unconscious bias, destructive leadership, and DEIA is a complex but critical area for modern organisations. The research highlights the importance of understanding these dynamics not just to prevent harm but to foster a more inclusive, innovative, and resilient organisation.

Organisations that fail to address unconscious bias and its role in destructive leadership risk perpetuating cycles of exclusion and inequality. Conversely, those that successfully integrate DEIA principles into their leadership frameworks will likely see greater employee engagement, creativity, and long-term success.

As businesses continue to grapple with these challenges, the path forward is clear: leadership must evolve. By embracing diverse perspectives, actively countering biases, and holding leaders accountable, organisations can create environments where every employee has the opportunity to succeed.

This is not just a matter of corporate responsibility but a strategic imperative for thriving in the modern, globalised economy.

About the author: Larry Small, PhD Candidate at Virginia Tech – Pamplin College of Business and Senior Advisor for Management & Budget at the U.S. Department of Energy’s National Nuclear Security Administration

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