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Author ORCID Identifier

https://orcid.org/0009-0001-3507-7302

Date Available

6-14-2026

Year of Publication

2026

Document Type

Capstone

Degree Name

Doctor of Social Work (DSW)

College

Social Work

Department/School/Program

Social Work

Faculty

Laura Escobar-Ratliff

Abstract

Systemic barriers to leadership for African American women are deeply rooted in historical and structural inequities within the United States. Intersecting identities of race and gender have historically shaped access to leadership advancement opportunities for African American women. Despite efforts to prioritize gender and racial equity in leadership, African American women continue to experience exclusion or are highly scrutinized in decision-making spaces, contributing to their continued marginalization in leadership. Therefore, this capstone draws on a systematic literature review, conceptual framework, and practice application to examine the systemic barriers that limit access to leadership advancement opportunities for African American women and their implications for policy, practice, and future research.

Product one, the systematic literature review, was conducted to synthesize research on systemic barriers in leadership pipelines affecting African American women, with a focus on public-sector entities. The findings reveal persistent barriers embedded in organizational systems and leadership structures, including invisible barriers and intersectional challenges. Collectively, these factors contribute to the persistent underrepresentation of African American women in leadership roles. This gap underscores the need for a deeper understanding of how systemic barriers are yielded and sustained in leadership pipelines.

Product two, the conceptual paper, grounded in critical race theory, black feminist theory, and intersectionality, provides a holistic lens for understanding how systemic barriers are reproduced and sustained in organizational structures. Building on these findings, the REACT (Recognize, Engage, Accompliceship, Collaboration, and Transformational leadership) model is proposed to advance equitable opportunities and inclusion in leadership. The REACT model emphasizes the importance of recognizing inequities (Recognize), engaging marginalized groups (Engage), and implementing strategies that promote accountability, transparency, and systemic change (Accompliceship, Collaboration, and Transformational leadership).

Product three, the practice application, builds on the systematic literature review and conceptual paper and bridges research to practice by offering the REACT model. This approach includes actionable strategies for diverse practice settings to facilitate organizational change. The model includes leadership equity audits, transparent decision-making, and accountability and equity-based measures. Additionally, mentorship and sponsorship initiatives, as well as equity components in organizational policies, are needed to facilitate transformational change.

This capstone bridges research, theory, and practice to strengthen leadership pipelines and pathways. To streamline leadership processes and create equal opportunities for African American women, implications must be considered. This includes refining organizational contexts in light of new evidence, combating systemic and structural barriers to leadership, and advancing equitable leadership pipelines. This approach prioritizes accountability, transparency, and organizational structural changes.

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