Bias In The Workplace: A Case Study

“Because we often think of bias as a function of overt acts of bigotry, we can sometimes remain blind to the invisible structures, systems, and behaviors that bestow and reinforce that power and privilege on a daily basis” (Ross, 2014, pg. 92, para. 2). When I first began my graduate work at GSSW, I would have defended my belief that I was un-biased. I would have proudly provided reasons why I was not biased, and I would relish in examples of how my lack of bias and ability to set aside my values had positively benefited my previous work experience. Yet as the quote by Ross (2014) states, I was unaware of the way in ways my own behaviors were reinforcing power and privilege by supporting structures of bias. “I will never work with women” (personal communication, n.d.). Years prior to deciding to apply to a Master’s of Social Work program,
It is important to note that recognizing my bias and laying down my internalized paternal structures would end up being different mechanisms. Before going into the internship, I wanted to begin the process of dismantling the biases which were filtering my lens of working with women. Interestingly, it would not be a clinical theory which would help me the most. During the summer between my foundation and concentration year, I elected to do some independent reading about situational leadership. The situational leadership model seeks to provide a framework for leaders to engage with others around them. The situation model describes four types of leadership styles which include: a directing style based upon high direction and low support; a coaching approach based upon high direction and high support; a supporting style which is driven by high support and low direction; and delegating which approaches leadership through low support and low