Posted on June 1, 2025

Workplaces have undergone profound transformations in the past few years. From the upheaval of the global pandemic to the mobilizing impact of social movements like Black Lives Matter and #MeToo, the landscape of work has been redefined—and leadership along with it. Expectations are rising: talent, investors, customers—all are seeking more inclusive, empathetic, and equitable organizations. Amid this shift, men—especially those who occupy traditional power structures—are uniquely positioned to drive meaningful change.

This article explores recent research from the W.K. Kellogg Foundation and PrismWork, which engaged nearly 2,400 men across industries like technology, finance, marketing, advertising, and consulting. We’ll examine how men perceive leadership today, what barriers they face, and how businesses and individuals can step confidently into inclusive leadership.

A New Environment: The Evolving Role of Men at Work

The current business environment bears little resemblance to that of a decade ago. With remote and hybrid work becoming the norm, employee expectations growing, and social justice conversations at the forefront, today’s organizations must navigate complexity with nuance. As Antonio Lucio, former Global CMO of Meta, HP, Visa, and PepsiCo, emphasizes:

“The 21st century workplace requires leaders who can manage and inspire today’s increasingly diverse workforce. This research shows that those men who are committed and engaged in DE&I are the very leaders companies need to succeed in today’s complex environment.”

This shift places renewed emphasis on diversity, equity, and inclusion (DE&I) as fundamental leadership components—not optional extras.

Why Focus on Men?

Despite progress made by women, LGBTQ+ individuals, and people of color, men—particularly white men—retain a disproportionately high share of leadership roles. That positional power also brings responsibility. By actively engaging with DE&I, men can serve as powerful agents of change, helping their organizations to build cultures that are inclusive and forward-thinking.

In early 2022, PrismWork partnered with the W.K. Kellogg Foundation to survey and interview nearly 2,400 college‑educated male knowledge workers across the U.S. The goal: to gain insight into how men are navigating this complex landscape.

What the Data Reveals

Shifting Perspectives on Leadership

Men acknowledge the changing terrain:

“Challenges facing men too often remain in the shadows. But tackling them is essential for achieving workplace equality. … Men overwhelmingly want to help build a level playing field in the workplace but face huge pressures fueled by Mad Men‑era thinking about gender roles, leadership, and opportunity for all.” — Josh Levs (Modern Leadership 4 Men)

These are real concerns, not abstractions:

57% say burnout and overwork significantly affect their ability to lead.
56% identify retaining diverse talent as a critical leadership challenge.
49% are torn between professional commitment and family roles.

An Uneven Recognition of Privilege

Men are increasingly aware of systemic advantages, though perceptions vary by race:

62% believe men hold more advantages in the workplace.
64% of white men recognize this, compared to 54% of men of color.

One research participant reflects:

“As a white, CIS, man, I feel it is important to hold myself to higher expectations in terms of putting in work to ensure I am educated on DE&I initiatives and am working to correct and improve the workplace for all minorities.” (Modern Leadership 4 Men)

Belief in the Value of Diversity

The data highlights a clear positive correlation between diversity and leadership effectiveness:

78% say managing diverse teams makes them better leaders.
74% believe diverse teams drive stronger business outcomes.
66% view DE&I as foundational to organizational success.

Participants shared sentiments like:

“The more involved I’ve become with DE&I, the better prepared I feel as a leader.”
“I feel lucky I work for a company that values diversity and is not afraid to have women and people of color in leadership positions.”

Inclusive, but Not Fully Active

Men rate themselves highly on social behaviors:

79% feel confident addressing diversity issues appropriately.
77% feel comfortable calling out disrespectful comments/actions.
66% actively communicate the importance of DE&I to their teams.

Yet this self-perception doesn’t always translate into action. Of the men who engage with DE&I, relatively few:

41% actively seek information on DE&I issues.
33% have mentored women; 29% have mentored people of color.
30% have had intentional discussions about gender or racial equity.
26% have participated in Employee Resource Group (ERG) events.

Barriers Between Intention and Impact

Why the gap? The research identified several common obstacles:

Work–Life Tensions
Many men feel uncertain about balancing leadership roles with parenting and partnership responsibilities.
Burnout and Overwhelm
Daily stress leaves little energy for DE&I engagement.
Lack of DE&I Guidance
Men often don’t know how to participate respectfully or effectively—especially if they see themselves as observers rather than active allies.
Fear of Mistakes
Concern about missteps or being perceived as insensitive may cause withdrawal.
Zero-Sum Thinking
Some view others’ progress—particularly underrepresented groups—as undermining their own opportunities.
#MeToo-Related Anxiety
In the wake of increased scrutiny around gender conduct, men may hesitate to engage fully with women colleagues.
Missing Accountability Structures
Without clear DE&I ownership or targets, engagement is inconsistently embedded into leadership.

Why It’s Time for a Reset

Despite these challenges, the time for action is now. The RESET model calls organizations and individuals alike to close the action gap:

“Until we have true accountability that requires leaders to be inclusive, DE&I is a choice for those who are part of the majority. … By choosing to not engage, you lose the opportunity to attract and retain the top talent which hurts your company and you.” — Lybra Clemons, Chief Diversity Officer, Twilio (Modern Leadership 4 Men)

“We cannot ignore the dramatically shifting roles of men in organizations and relationships. … It’s a corporate and societal imperative that we focus resources and capital on initiatives that help men prepare for, adapt to, and learn to succeed.” — Jack Myers (Modern Leadership 4 Men)

“Most men believe in diversity, equity, and inclusion and want to be part of the solution, but feel like they need to be invited into the conversation with a clear expectation of their role.” — Dr. Brad Johnson (Modern Leadership 4 Men)

Men want to engage—but they need clarity, permission, and tools.

What Companies Can Do

PrismWork outlines five critical organizational strategies to elevate men’s inclusive leadership:

Transparently Tie DE&I to Business Outcomes

Make DE&I a baked-in priority across hiring, promotion, performance review, and compensation processes.

Treat DE&I as Strategic, Not Just Cultural

Set public DE&I goals, report transparently on progress, and show how strategies evolve over time.

Institutionalize Inclusive Leadership

Include DE&I competencies in leadership evaluations and incentives. Offer allyship training beyond senior executives.

Embrace Power Skills

Prioritize humility, empathy, transparency, and inclusion in leadership development and performance metrics.

Invest in Clear, Ethical Training

Offer specific, approachable training that helps men show up and speak out—without fear or confusion.

What Men Can Do Themselves

PrismWork recommends five personal strategies:

Understand Your Impact

Use self-assessments like the HEARTI
Quotient to identify behaviors and blind spots.

Commit to Lifelong Learning

Approach DE&I with humility and curiosity. Leverage resources like the Modern Leader Toolkit.

Enter Discomfort

Engage in conversations across difference even when they feel uncomfortable.

Close the Gap Between Ideal and Action

Move from aspirational allyship to real, measurable behaviors.

Model Accountability

Focus on progress over perfection and be transparent about challenges and growth.

Supporting Each Other: A Pathway to Collective Growth

Men are not alone in this journey. Here are five ways male colleagues can support one another:

Hold Each Other AccountableEncourage peers to participate in DE&I efforts continuously.
Engage in Peer DialogueUse shared understanding of DE&I’s importance to fuel collective momentum.
Collaborate on SolutionsInvite each other to suggest training, policy updates, or ERG involvement.
Ask for HelpSeek shared learning and mentorship informally and together.
Demand Leadership ConsistencyInsist that senior leaders demonstrate authentic accountability.

Quotes from thought leaders underscore this:

“The burden of promoting equity in the workplace should not fall on the shoulders of men of color. White men also need to do their part to promote inclusivity both racially and by gender.” — Walter Geer (Modern Leadership 4 Men)

“Bro culture and codes of silence often prevent meaningful conversations between and with men from occurring.” — Jeffery Tobias Halter (Modern Leadership 4 Men)

Digital Tools + Thought Leadership: The Modern Leader Toolkit

PrismWork offers a free Modern Leader Toolkit, which includes:

Key DE&I definitions and concepts
Quotient)Self‑assessment tools (like the HEARTI
Curated development resources (books, podcasts, articles)
Guides to inclusive conversations and allyship
Practical tips for implementing change

This resource empowers men with actionable insights—and can serve as a conversation-starter at individual, team, or organizational levels.

Overcoming Challenges: A Realistic Perspective

It’s easy to feel overwhelmed. Men must often juggle leadership expectations while tending to personal and family responsibilities. Burnout further limits bandwidth for DE&I engagement. And without proper training or clear role-modeling, many men fear they’ll say the wrong thing.

Yet none of these barriers are insurmountable. With intention and support, individual actions—especially when multiplied across networks—can lead to significant progress.

The RESET model underscores that maintaining the commitment to reset systemic norms, structures, behaviors, and expectations is not only ethical—it’s strategically smart. Inclusive leadership is a strength, not a liability.

The Business Case: Why It Matters

Why go to all this effort?

Talent retention and attraction: A majority of employees—especially top performers—prioritize workplaces that value equality and inclusion.
Performance benefits: Diverse teams consistently outperform homogenous ones in innovation, agility, and problem-solving.
Reputation and growth: Stakeholders—from investors to customers—expect companies to lead responsibly and inclusive cultures enhance brand trust.
Resilience: Organizations with healthy, inclusive cultures weather crises better and adapt more effectively.

The Leadership Reset: A Collective Movement

The research clearly shows that most men want to contribute. They understand the business imperative. What they’re missing are the permission, structure, and skills to act. That’s where a RESET comes in:

Restructure leadership competencies
Enable new behaviors through tools and training
Support each other in accountability
Embed inclusion into systems
Track progress toward measurable goals

By bringing together organizational policy and individual commitment, men can define what it means to lead in a world where diversity, equity, and inclusion are non-negotiable.

Conclusion: Leadership Redefined

The era of command-and-control leadership is over. In its place stands an evolved model: one that elevates humility, empathy, transparency, and inclusion. Men have both the opportunity and the obligation to lead this transition.

Companies must embed DE&I into their structures, incentives, and cultures. Men must leverage their positional privilege to mentor, speak out, upskill themselves, and hold peers and leaders accountable.

The final call is to action: download the Modern Leader Toolkit, participate in PrismWork’s ongoing research, and begin—with purpose—the journey toward inclusive leadership.

It’s not just about being a better leader—it’s about shaping a better future.

To access the full white paper and toolkit, or share your own experience, please visit Modern Leadership 4 Men’s website.

Source: Modern Leadership 4 Men’s

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