How (and Why) to Leverage Leaders to Change Social Bias

Abstract

To reduce bias and promote equality, we cannot rely simply on changing individual minds (micro-level interventions), nor on waiting for governments to pass legislation (macro-level interventions). Instead, research suggests a critical but often-overlooked role can be played by leaders positioned at the “meso-level” between the populace and elites in power (e.g., middle managers, influencers, community mobilizers). Especially in contexts of political polarization and anti-elite backlash, these meso-level leaders occupy a uniquely trusted, connected, and persuasive position in change initiatives. After summarizing insights from micro- and macro-level interventions, I review empirical evidence and case studies demonstrating that meso-level leaders are uniquely helpful in: tailoring and adapting initiatives to suit local contexts, including by facilitating feedback loops between senior leaders and everyday people; and spreading adoption of new diversity and inclusion practices by acting as brokers between networks, and by making practices visible and concrete. To best leverage meso-level leaders’ potential, organizations and policy should ensure job security, promote risk-taking, formalize feedback, and empower leaders to be brokers and first movers towards practices of equality and inclusion.