Stephanie Creary

• Stephanie Creary (2024), Taking a “LEAP”: How workplace allyship initiatives shape leader anxiety, allyship, and power dynamics that contribute to workplace inequality, . Abstract

  A rise in racism, racial violence, and hate crimes has catalyzed the implementation of workplace allyship initiatives as a mechanism for creating equity and inclusion in organizations. Yet, these allyship initiatives can evoke leader anxiety because they make power dynamics salient. Extant allyship literature has not considered the implications of leader anxiety for allyship and power dynamics that contribute to inequality in the workplace. Thus, in this paper, I reveal how allyship initiatives may trigger different types of leader anxiety (i.e., preventive, promotive, and mixed preventive–promotive) and motivate different leader allyship actions, which I refer to as “LEAP” behavior. As a conceptual framework, LEAP categorizes four broad allyship actions theorized in prior research: Locating oneself, Engaging in discussions, Asking probing questions, and Providing support. LEAP also acknowledges nuances in leader anxiety that can lead to different types of LEAP behavior (i.e., restricted, responsive, or radical). Lastly, I posit that leaders’ LEAP behavior can reinforce power imbalances, challenge power imbalances, or change power structures in the workplace. Ultimately, this paper contributes a more nuanced conceptualization of leader allyship behavior to the allyship literature, and provides a foundation for identifying strategies for increasing equity and inclusion in the workplace.

• Stephanie Creary and Karen Locke (2021), Breaking the cycle of overwork and recuperation: Altering somatic engagement across boundaries, .
• Sandra Cha, Stephanie Creary, Laura Morgan Roberts (2021), Fumbling in relationships across difference: The potential spiraling effects of a single racial identity reference at work, .
• Stephanie Creary, Nancy Rothbard, 27 co-authors (2021), COVID-19 and the workplace: Implications, Issues, and Insights for Future Research and Action, .
• Stephanie Creary, Mary-Hunter McDonnell, Sakshi Ghai, Jared Scruggs, When and why diversity improves your board’s performance in ,.
• Brianna B. Caza, Lakshmi Ramarajan, Erin Reid, Stephanie Creary, How to make room in your work life for the rest of your self in ,.
• Stephanie Creary and Laura M. Roberts, “G.I.V.E.-based mentoring in diverse organizations: Cultivating positive identities in diverse leaders”. In Mentoring diverse leaders: Creating change for people, processes, and paradigms, Taylor & Francis. edited by S. Blake-Beard and A. Murrell, (:, 2017)
• Brianna B. Caza and Stephanie Creary, “The construction of professional identity”. In Perspectives on contemporary professional work, Elgar, edited by A. Wilkinson, D. Hislop and C. Coupland, (:, 2016)
• Stephanie Creary, “Resourcefulness in action: The case for global diversity management”. In Positive organizing in a global society: Understanding and engaging differences for capacity-building and inclusion, Routledge, edited by L.M. Roberts, L. Wooten, & M. Davidson, (:, 2015)
• Stephanie Creary and Judith R. Gordon, “Role conflict, role overload, and role strain”. In Encyclopedia of family studies, Wiley, edited by C. Shehan, (:, 2015)
• All Research from Stephanie Creary »

Leading Diversity@Wharton Speaker Series

Current Courses

• MGMT2240 - Leading Diversity In Organizations

  People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.

  MGMT2240002 ( Syllabus )

• MGMT6240 - Leading Diversity In Organizations

  People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.

  MGMT6240002 ( Syllabus )

Past Courses

• ASLD5999 - Ind study for Special Purposes

  This independent study is designed for students pursuing a practical inquiry into ASL/Deaf Studies. Prior consultation with and permission from the department is required.

• MGMT2240 - Leading Diversity in Org

  People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.

• MGMT6240 - Leading Diversity in Org

  People in the workplace are constantly interacting with peers, managers, and customers with very different backgrounds and experiences. When harnessed effectively, these differences can be the catalyst for creative breakthroughs and the pathway to team and organizational learning and effectiveness; but when misunderstood, these differences can challenge employees' values, performance, workplace relationships, and team effectiveness. This course is designed to help students navigate diverse organizational settings more effectively and improve their ability to work within and lead diverse teams and organizations. It also offers students the opportunity to develop their critical thinking on topics such as identity, relationships across difference, discrimination and bias, equality, and equity in organizations and society and how they relate to organizational issues of power, privilege, opportunity, inclusion,creativity and innovation and organizational effectiveness. Class sessions will be experiential and discussion-based. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. By the end of this course, you should be able to: 1)Evaluate the aspects of yo ur identity and personal experiences that shape how you interact and engage with others and how they interact and engage with you in organizations 2)Explain how issues of power, privilege, discrimination, bias, equality, and equity influence opportunity and effectiveness in organizations 3)Propose ways to make relationships across difference in organizations more effective 4)Describe current perspectives on the relationships among diversity, inclusion, creativity, and innovation in organizations 5)Analyze a company's current approach to leading diversity and use content from this course to propose ways to enhance learning and effectiveness in that company.

• MGMT8920 - Adv Study-Organ Effect

  Business success is increasingly driven by a firm's ability to create and capture value through innovation. Thus, the processes used by firms to develop innovations, the choices they make regarding how to commercialize their innovations, the changes they make to their business models to adapt to the dynamic environment, and the strategies they use to position and build a dominate competitive position are important issues facing firms. In MGMT. 892, you will learn to address these issues through an action learning approach. MGMT. 892 is a 1.0-credit course conducted in the spirit of an independent study. By working on consulting projects for leading global companies, you will develop and then apply your knowledge about innovation management and help these firms better understand the challenges and opportunities posed by emerging technologies and markets.

• Winner, Dorothy Harlow/McGraw Hill Best Paper Award, Academy of Management, 2023
• Academy of Management Review Outstanding Reviewer Award, 2023
• Thinkers50 Radar Class of 2023, 2023
• Wharton Teaching Excellence Award, MBA Program, 2022
• Winner, Phillips and Nadkarni Award for Best Paper on Diversity and Cognition, Academy of Management, 2022
• Finalist x 2, Phillips and Nadkarni Award for Best Paper on Diversity and Cognition, Academy of Management, 2022
• Fellowship from the Center for Advanced Study in the Behavioral Sciences (CASBS) at Stanford University Institute on Diversity, 2022
• Visiting Faculty Fellowship, Harvard Business School Institute for Business in Global Society (BiGS), 2022
• OBHDP Best Reviewer Award, 2021
• Academy of Management Journal Best Reviewer Award, 2021
• Wharton Teaching Excellence Award, Undergraduate and MBA Programs, 2021
• Wharton Teaching Excellence Award, 2020
• #thinklist30, 2020 Description

  The #thinklist30 is a list of influential female scholars on social media around issues of responsible business.

• Wharton Center for Leadership and Change Management Research Grant, 2019
• Elected Representative-at-Large, Managerial and Organizational Cognition (MOC) Division, Academy of Management, 2017
• Faculty Fellow Research Grant, Engaged Cornell, 2017
• Faculty Fellow Research Grant, Engaged Cornell, 2016
• Academy of Management Organizational Behavior (OB) Division Showcase Symposium, Symposium Chair, 2016
• Cornell University Family Fellows Program Honored Guest, 2016
• Cornell University Center for Engaged Learning and Teaching Research Grant, 2016
• Cornell University Center for Teaching Excellence Research Grants, 2016
• Cornell University Center for Teaching Excellence Research Grants, 2015
• Cornell University Small Group Mentoring Program Grant, 2015
• Academy of Management Managerial and Organizational Cognition (MOC) Division Showcase Symposium, Symposium Organizer, 2015
• Academy of Management Managerial and Organizational Cognition (MOC) Division Outstanding Reviewer Award, 2015., 2015
• Academy of Management Gender and Diversity in Organizations (GDO) Division Best Reviewer Award, 2014
• Academy of Management Gender and Diversity in Organizations (GDO) Division Best Reviewer Award, 2013
• Academy of Management Gender and Diversity in Organizations (GDO) Division Best Student Paper Award, 2013
• Boston College Donald J. White Award for Teaching Excellence, 2012
• AHANA Leadership Council and GLBTQ Leadership Council Faculty Recognition Award, Boston College, 2012
• Academy of Management Emerald Award for Best International Symposium, Nominee, 2010
• Simmons College Susan Bulkeley Butler Academic Prize, 2007
• Simmons College Presidential Inauguration Ceremony Graduate Student Speaker, 2007
• Simmons College Graduate Student Award for Civic Engagement, 2007
• Boston University Outstanding Graduating Dance Student, 1998
• Boston University Student Advisor of the Year, 1998
• Boston University Scarlet Key Student Leadership Award, 1998
• Boston University Sargent College of Health and Rehabilitation Sciences Community Service Award, 1997
• Finalist, Thinkers50 2023 Radar Award, 1970

• Wharton's New MBA DEI Major and Undergraduate DEI Concentration, Fortune - 10/25/2022
• Speaking Out on Racism as a Company Leader, Wharton Magazine - 06/10/2020
• Is "belonging" the new "D&I"?, Human Resource Executive - 04/29/2020
• Why every US company has a stake in Bed Bath & Beyond's heated boardroom war, CNBC - 05/09/2019
• Keeping the Diversity Conversation Emotional: Why We Need to Keep Talking About Belonging at Work, LinkedIn - 03/13/2019
• Wharton scholar talks workplace diversity, Penn Today - 02/15/2019
• How Business Leaders Build Inclusive Workplaces in an Era of Discord, The Wharton School - 12/17/2018
• Will an Employee Walkout Lead to Changes at Google?, Knowledge@Wharton - 11/13/2018
• Google bows to worker pressure on sexual misconduct policy, The Associated Press - 11/08/2018
• Google employees leave work to protest treatment of women, The Associated Press - 11/01/2018
• Racial slurs and fat-shaming insults keep popping up on receipts. Is Trump worsening the trend?, Vox - 10/29/2018
• Could a celebrity boycott of the Super Bowl really help Colin Kaepernick?, Vox - 10/23/2018
• Why diversity is about much more than numbers, Knowledge@Wharton - 08/31/2018
• Some Amazon employees are upset at company's response to defaced LGBT office posters, CNBC - 08/29/2018
• How Warby Parker Builds an Inclusive Workforce: Takeaways from Wharton MBA Pre-Term, The Wharton School - 08/27/2018
• Learning to Be Color Brave, Knowledge@Wharton High School - 06/05/2018
• Thousands of Starbucks Closing for Anti-Bias Training, CNN At This Hour with Kate Bolduan - 05/29/2018
• Could Starbucks’s Bias Training Affect How Businesses Handle Racism?, Racked - 05/29/2018
• Here’s what to expect from today’s Starbucks racial bias training, The Washington Post - 05/29/2018
• What does unconscious bias training look like? I took 3 courses to find out, CNN Money - 05/29/2018
• Starbucks’s bias training finally happened. Here’s what it looked like., The Washington Post - 05/29/2018
• ‘Not who we aspire to be’: Starbucks previews next week’s racial bias training for 8,000 employees, The Washington Post - 05/23/2018
• How Companies Can Develop Anti-Bias Strategies That Work, Knowledge@Wharton - 05/11/2018
• RLJ's new CEO joins a very exclusive club, Washington Business Journal - 04/11/2018
• How Prof. Stephanie Creary Works Towards Inclusion in Research, Teaching, and Wharton Culture, The Wharton School - 03/13/2018
• Why job referrals can hurt a company’s diversity, NBC News - 02/06/2018
• New Year, New Gig: How to Master the Modern Job Search, Knowledge@Wharton - 12/29/2017
• How Identity Informs Workplace Relationships, Knowledge@Wharton - 11/21/2017
• Equity Investment: Improving Opportunities For Women and Minorities in Business, Wharton Magazine - 10/24/2017
• Diversity Metrics & Measurement: Where Should Senior Executives Begin, The Society for Diversity - 12/05/2016
• Trust Me, Trust Me Not, Strategy + Business - 09/22/2014
• Multicultural Women: Our Stories Our Strengths, Working Mother - 05/08/2013
• Managing ‘Survivor Syndrome’, PR Newswire - 06/15/2009
• Portfolio Careerists Revel in Change, The Boston Globe - 01/27/2008

Knowledge @ Wharton

• Overwhelmed by Too Many Choices When Shopping? Wharton Retail Expert Weighs In, Knowledge @ Wharton - 12/19/2024
• Michael Lee, Oatly North America’s EVP & Executive Creative Director, Knowledge @ Wharton - 12/19/2024
• Why Anchor Institutions Are Vital to Local Economies, Knowledge @ Wharton - 12/17/2024
• Is the American Dream of Homeownership Still Within Reach?, Knowledge @ Wharton - 12/17/2024
• Even Under Trump, AI Governance Is Here to Stay, Knowledge @ Wharton - 12/17/2024
• 2024 Ripple Rewind (Part 2), Knowledge @ Wharton - 12/17/2024
• What Are the Best Countries of 2024?, Knowledge @ Wharton - 12/16/2024
• Your Pride Could Affect Your Workplace Reputation, Knowledge @ Wharton - 12/12/2024
• Samantha Baker, VP of Commerce at theSkimm, Knowledge @ Wharton - 12/12/2024
• NFL Stats & Analysis with Ben Solak, Knowledge @ Wharton - 12/11/2024