Perceptions of supervisor support: Resolving paradoxical patterns across gender and race

This work reconciles previous discrepancies regarding when and how the demographic composition of supervisor–subordinate dyads relates to perceived supervisor support. We draw from social identity theory to argue that building relationships with higher-status group members, while distancing oneself from the lower-status group, is a contextually induced way female and racial minority employees may cope with identity threat in the workplace. Our results supported the hypotheses, indicating that this self-distancing effect via reduced perceived supervisor support only emerges in settings where gender or racial identities may be considered threatened (in organizations with climates of higher perceived gender inequity, Study 1; or climates of higher perceived diversity inequity, Study 2). Such results are particularly important and timely given the recent ample attention in popular media and academic outlets regarding the ‘queen bee’ effect, the ‘crabs in the barrel’ mentality, and diversity-valuing behaviour of leaders. The current research suggests that such behaviours are not generalizable to all female or minority employees; rather, this effect seems to be context-driven. Practitioner points Organizational climates that are higher in gender and/or diversity inequity may bring about negative in-group behaviours between supervisors and subordinates. To increase perceptions of supervisor support, especially among traditionally low-status employees, organizations should improve their diversity climates to be more inclusive for all employees. Building active mentoring programmes for under-represented groups and increasing the number of women and non-White employees in senior positions, while emphasizing equal opportunity for all employees, are some ways organizations can reduce perceptions of gender and diversity inequity. A career-lattice approach to employee career development would allow employees to engage in more lateral transfers – enabling them to gain diverse skills, be exposed to multiple mentors, and to remove themselves from a potentially harmful supervisor–subordinate relationship.