The Chief Diversity Officer: An examination of CDO models and strategies.

Abstract

The Chief Diversity Officer (CDO) position has emerged as an executive-level role that provides strategic guidance for diversity planning and implementation efforts. The growing number of CDO appointments has raised the expectations regarding the contributions of this officer. Williams and Wade-Golden (2007) identified three CDO models or archetypes of vertical authority (i.e., collaborative officer, unit-based, and portfolio divisional) that serve as templates for colleges and universities to design the CDO role. In higher education, these models range from simple one-person office configurations to more developed multiunit reporting structures. Drawing upon this structural framework, the researcher conducted a qualitative examination of three CDOs representing each of the three organizational models. Using a multisite case study methodology, the researcher interviewed three CDOs and 25 administrators working in three large public research institutions in the Midwest region of the United States. This study explored two central questions: (a) What strategies are used by each CDO to develop, manage, and maximize diversity resources? and (b) Can the CDO configuration facilitate or constrain the work of the CDO? This study's findings reveal that all CDOs included in this study were engaged with a number of tasks to fulfill their role. However, their configuration does impact how these diversity leaders carry out their work. This article highlights the collaborative nature of the CDO position and key considerations when comparing and contrasting CDO models at large institutions.

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