Failure is not an option for Black women: Effects of organizational performance on leaders with single versus dual-subordinate identities

We contribute to a current debate that focuses on whether individuals with more than one subordinate identity (i.e., Black women) experience more negative leader perceptions than do leaders with single-subordinate identities (i.e., Black men and White women). Results confirmed that Black women leaders suffered double jeopardy, and were evaluated more negatively than Black men and White women, but only under conditions of organizational failure. Under conditions of organizational success, the three groups were evaluated comparably to each other, but each group was evaluated less favorably than White men. Further, leader typicality, the extent to which individuals possess characteristics usually associated with a leader role, mediated the indirect effect of leader race, leader gender, and organizational performance on leader effectiveness. Taken together, these results suggest that Black women leaders may carry a burden of being disproportionately sanctioned for making mistakes on the job.

► We examine whether Black women are disadvantaged when they occupy leader roles.
► Black women leaders suffered double jeopardy only when their organization's failed.
► The recognition of Black women leaders as ineffective was bolstered by failure.
► Our findings contribute to a more in depth understanding of subordinate identities.