Executive Presence and the Challenge for Multicultural Professionals

Executive presence is a combination of attributes that project confidence, enable individuals to engage and influence others, and exude an aura of leadership. This definition was gleaned from the responses of nearly 400 chief executive officers, other C-level executives, corporate communication executives, and professional development managers (Williamson, 2011).

The concept of executive presence is widely believed to encompass three dimensions: gravitas, communication, and appearance (Hewlett et al., 2012). However, this prevailing definition presents a conundrum for multicultural professionals. To align with what is perceived as the "norm" within mainstream white culture, they often need to suppress or sacrifice parts of their cultural identity. This dilemma is a manifestation of what is referred to as "situational ethnicity" (Banerjee et al., 2022; Wilkinson, 2002).

For instance, Hispanic leaders might use situational ethnicity to resonate with their community or advocate for Hispanic issues. They might emphasize or downplay their ethnicity based on the situation, such as speaking Spanish in a Hispanic group but focusing on qualifications in diverse settings. The social context, organizational needs, and personal beliefs all have an impact on the use of situational ethnicity.

Despite the Civil Rights Act being passed 58 years ago and subsequent corporate diversity and inclusion efforts, the progress of minorities toward top management roles remains frustratingly slow. In Fortune 500 companies, minorities hold just 18% of board seats, a figure that, at the current growth rate, is predicted to reach 40% only by 2074 (Alliance for Board Diversity and Deloitte, 2021). This slow rate of progress is concerning, given the projected shift in demographic trends (Vespa et al., 2020).

It's worth considering that the very definition of executive presence emerges from a homogeneous group of individuals that lead top organizations. Standards of whiteness frequently determine norms, acceptable behaviors, cultural practices, status, reputation, and achievements (Davis, 2018).

Williamson (2011) expands on the concept of executive presence, detailing a hierarchy of four levels of attributes. Functional attributes (learned skills and personality traits) make up the second level after physical attributes (appearance and refinement), which make up the first level. The third level, rational attributes, includes the ability to listen, persuade, and influence, while the fourth level, emotional attributes, comprises empathy, authenticity, and relationship-building capabilities.

According to Hewlett (2014), multicultural professionals often find themselves at an immediate disadvantage when it comes to adhering to the norms of leadership in white-dominated professions. The standards of professionalism demand that these professionals suppress or sacrifice aspects of their cultural identity to succeed in corporate America.

Roberts (2005) defines professional image as the aggregate of key constituents' perceptions of one's competence and character. This construction of a professional image has significant implications for social approval, well-being, and career success. Professionals from various social identity groups need to understand how their characteristics and social identities influence others' perceptions of their professionalism. They might try to maintain their cultural authenticity while adhering to professional standards, but they often need to negotiate the tension between them. This struggle might lead to professional gains, but it could also negatively impact their workplace engagement and personal well-being.

In conclusion, the current definition of executive presence can present challenges for multicultural professionals. As the demographic landscape continues to evolve, it's crucial that organizations and leaders reconsider these definitions and standards to foster a more inclusive and equitable environment.

References:

• Alliance of Board Diversity & Deloitte. (2021). Missing pieces report: The board diversity census of women and minorities on Fortune 500 boards, 6th edition.
• https://www2.deloitte.com/content/dam/Deloitte/us/Documents/center-for-board-effectiveness/missing-pieces-fortune-500-board-diversity-study-6th-edition-report.pdf
• Banerjee, M., Shukla, P., & Ashill, N.J. (2022). Situational ethnicity and identity negotiation: "Indifference" as an identity negotiation mechanism. International Marketing Review, 39(1), 55-79. https://doi.org/10.1108/IMR-08-2020-0188
• Wilkinson, K. T. (2002). Collective situational ethnicity and Latino subgroups' struggle for influence in U.S. Spanish-language television. Journalism & Mass Communication Quarterly, 79(1), 72-91. https://doi-org.access.library.miami.edu/10.1080/01463370209385676 
• Williamson, S. (2011). The hidden factor: Executive presence. Sally Williamson and Associates, Inc.
• Hewlett, S. (2014). Cracking the code that stalls people of color. Harvard Business Review. https://www.thepartnershipinc.org/wp-content/uploads/2019/04/Cracking-the-code-that-stalls-people-of-color-Executive-Presence.pdf
• Roberts, L.M. (2005). Changing faces: Professional image construction in diverse organizational settings. Academy of Management Review, 30(4), 685-711.
• Vespa, J., Medina, L., & Armstrong, D.M. (2020). Demographic turning points for the
• United States: Population projections for 2020 to 2060. U.S. Census. https://www.census.gov/content/dam/Census/library/publications/2020/demo/p25-1144.pdf
• Davis, J. (2018). Redefining black students' success and high achievement in mathematics education: Toward a liberatory paradigm. Journal of Urban Mathematics Education, 11(1-2), 69-77.