Twenty-fourth International Conference on Diversity in Organizations, Communities & Nations

Abstract

DEI professionals are often part of a leadership team and serve as vice presidents or special assistants to presidents, vice presidents, and in university settings, provosts and members of the cabinet. In larger organizations they may be part of the leadership team in smaller units, such as deans’ offices or area managers’ offices. This paper describes the current study, which is a qualitative exploration into the work of DEI leadership using convenience and snowball sampling. The researcher used a researcher-constructed interview questionnaire exploring several areas of DEI work including skills received and needed to be effective. This questionnaire asked specific questions that get to the skills, strengths, challenges, and limitations that, both, enable and prevent DEI workers to be effective. The researcher chose to use the six steps of reflexive thematic analysis established by Braun & Clarke to discover aspects of DEI leadership that will inform social work practitioners. Initial themes included the following with subsequent subthemes: 1. Relationship Building Is Essential 2. DEI Leaders Must Be Intentional 3. Available Resources advance Continued Learning 4. Self-Care Discourages Burn Out 5. Best Practices Move the Work Forward 6. Sources of Authority Impact Practice. We consider what practicing DEI leaders suggest as best practice in the field. Implications include a need for intentional equipping of current and future DEI leaders and practitioners.