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are not found in management in higher numbers, despite their relatively larger presentation in technical and professional fields. Knight et al. (2003), state aversive racism, a modern form of racism that avoids complete white supremacy while more insidiously rationalizing white dominance. They argue that it is 'perhaps the most difficult barrier for black managers to conquer 'While Rosette and her colleagues (2008) recognize the presence of negative racial bias and stereotypes, they believe another mechanism may also be at play: that 'being white' (that is, race itself rather than stereotypes about race) is part of the business leader sample and then whites are more likely to be seen as leaders.

Others have identified extra factors that could influence how race influences subordinates' assessments of superiors. In one early study, more liberal white subordinates rated their black managers more favorably than less liberal subordinates. Ellis, Ilgen, and Hollenbeck (2006) investigated another possible contingent influence on ratings of black vs. white leaders:

They found no direct outcome of race on performance ratings. Instead, team performance and whether assistants attribute performance to internal or external factors, influenced the performance ratings of black and white leaders. Rather, influenced by social identity and social categorization theory (e.g.,Brewer& Gardner, 1996), they dispute that most work on leadership overlook the fact that 'leaders not only lead groups of people, but are also themselves members of these groups' (Van Knippenberg and Hogg, 2003). They suggest that groups authorize those most ideal of the group to be their leaders, particularly when group members have strong group identification.

3.6 Racial and Ethnic Diversity management and organizational-level outcomes
The correlation between racial and ethnic diversity and group and organization-level outcomes is complex, with appropriate variables exhibiting a strong prevailing influence on diversity's impact.

In 2000 year, Hartenian and Gudmundson studied of small business presented conclusions that linked helpful change in financial performance from the prior fiscal year with workforce diversity, defined in terms of the percentage of people of color employed by the firm.

In addition, Richard (2000) in a firm-level study of the banking industry using a sample drawn from California, Kentucky, and North Carolina found no generally support for the theories that racial diversity will be positively associated with firm financial performance.

A lately published survey explore study (Hopkins, Hopkins, &Mallette, 2001) shows that organizational diversity initiatives may well recover the commitment and agreement of all employees, irrespective of race and ethnicity. They found that, for both white male managers and managers of color, organizational commitment to diversity is absolutely associated with the managers' perception that their organization has satisfied its commitment to them and with the managers' self-reported commitment to the job. Organizational obligation to diversity was considered by a scale that consisted of seven diversity practices, which were rated by the respondents on a seven-point scale for the extent to which the item describes their organization.

Diversity management and its relationship to racial and ethnic disparities in acce