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defyfear
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Posted: Thursday March 9th, 2006 01:44 |
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Whites less at ease than blacks with different-race boss
Wednesday, March 08, 2006
SHERRI C. GOODMAN
News staff writer
White employees with black supervisors experience greater racially based discomfort than blacks with white supervisors, according to a recent study.
The study, by Bryan Schaffer of the University of North Carolina at Asheville and Christine Riordan of Texas Christian University in Fort Worth, was based on surveys of about 1,000 employees at an unidentified large Southeastern insurance company. The survey focused on whether employee-supervisor dissimilarities in gender, race and age affect employee perceptions of discrimination, supervisor support and relationship quality between workers and their bosses.
Supervisor support included encouragement, assistance, feedback and advice. Employees who have better supervisor relationships generally receive more information, access to resources, influence and confidence from their leaders.
"Our most significant findings are that while African-Americans and Caucasians both felt discrimination with racially different supervisors, Caucasians perceived less support from African-American supervisors than did African-Americans with white supervisors, and being racially different from a supervisor resulted in perceived discrimination that was both subtle and overt," Riordan said.
The study found no significant effects of gender and age differences.
The study included 125 white employees with black supervisors, 179 black employees with white supervisors, 620 white employees with white supervisors and 76 blacks with black supervisors. Seventy-one percent of participants are white, while 25 percent are black.
According to the study, white employees may feel more uncomfortable with black supervisors because the employees are unfamiliar with the situation, whereas blacks are more accustomed to having white supervisors.
"Supervisors form ingroups and outgroups among their workers, and that can be based on race rather than work performance," said Riordan. "Race remains a main trigger in U.S. society. It's still an issue."
Riordan, a professor of management at TCU, recommends workers and supervisors look for common ground to improve relationships.
"The more similar you are to someone, the more prone you are to like that person. The more you like someone, the more favorable your relationship is, and people tend to be biased toward those with whom they have stronger relationships," she said.
CEOs leave in lower numbers:
Chief executive officer departures declined 19 percent to 112 in February after reaching a record high of 139 in January, according to the monthly CEO turnover report released by Challenger, Gray & Christmas Inc.
The 112 CEO changes in February were 8.7 percent higher than February 2005, when 103 departures were announced. Since February last year, there have been only three months in which fewer than 100 CEO changes occurred.
While there were a handful of notable departures involving ethics and accounting issues, a growing trend in departures that could have a deeper impact on companies nationwide is the apparent growth in CEOs leaving for other companies. "We are seeing more top executives being lured away by other firms. For the companies losing the executive, it can be quite a blow. Generally, such moves do not give the company much time to find a replacement, which means it is more prone to make rash decisions," said Challenger.
In Birmingham, one CEO of a publicly traded company was replaced in February. Norman Gayle, chief executive of Vesta Insurance Group Inc., was replaced by David Lacefield on Feb. 10.
E-mail: sgoodman@bhamnews.com
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