Abstract
Despite the constant espousal of diversity statements from institutions of higher education, faculty and staff who are Black, Indigenous, and People of Color (BIPOC) continue to experience oppression in the ivory tower (Dodson et al., 2009; Laden & Hagedorn, 2000; Nevarez & Borunda, 2004; Padilla et al., 1997; Turner et al., 2008). From the lens of critical race, this mixed methods study integrated transformative leadership and diversity intelligence to develop and test racial diversity leadership (RDL) as an emerging theory. Survey data was collected from 1,196 employees from the California State University system. Interviews were conducted with 11 survey participants. Results from structural equation modeling revealed the racial diversity leadership index (RDLI) of leaders can be measured as a second order latent construct with four first order constructs: (a) understanding differences, (b) valuing differences, (c) providing opportunities, and (d) advancing equity. Findings also indicated RDLI explained 19% of the variance in employee retention. Interviews with participants illuminated the ways in which whiteness perpetuates the marginalization and invisible labor experienced by BIPOC employees. This research contributes to the scholarship on leadership and retention as well as provides considerations for leadership, policy, and practice. Specifically, the validated RDLI scale can serve as a professional development tool for leaders to gather actionable data from employees and foster a more equitable workplace culture. Additional recommendations include incorporating RDL into the performance appraisal and promotion processes, providing continuous RDL training, and holding leaders accountable for addressing both overt and covert acts of discrimination.