Potential sources of variance were examined to explain within-group differences in White managers’ abilities to manage non-White employees. Majority manager and minority employee survey responses were matched to form 142 superior-subordinate cross-race dyads. Ethnic identity development, ethnic group self-identification, education, and participation in diversity training were measured. Additionally, the relationship between ethnic identity and minority employee perceptions of managerial support were examined. Results show that almost 20% of the majority respondents defined their ethnicity as something other than White. Findings suggest that majority members who perceive themselves as a minority (e.g., German American) may have developed a higher ethnic identity as a result of exploring their own ethnic background. Although education and participation in diversity training were not related to ethnic identity development, a significant relationship was found between the interaction of manager and employee ethnic identity and managerial support. Implications for corporate diversity initiatives are discussed.
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