February 23, 2026
Analysis of barriers to the professional advancement of Afro-Brazilians in organizations
Maria Simão João; Rosalice Marilia Hansch
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.
This research demonstrates the main barriers faced by Afro-Brazilian professionals in ascending to leadership positions, aiming to subsidize improvements in the inclusion of black and brown individuals in the corporate scene. The investigation starts from the premise that, despite discursive advances on Diversity and Inclusion (D&I), a persistent gap separates the demographic representation of the black population in Brazil and their presence in senior management positions. The study maps and analyzes the obstacles perceived by these professionals, offering a diagnosis to guide strategic actions by Human Resources departments and leadership. The relevance of the analysis lies in the need to transcend theoretical debate and provide concrete data on the multifaceted nature of the barriers, which range from veiled prejudices to the absence of institutional support structures.
The research problem is the severe racial inequality in the leadership echelons of the Brazilian labor market. Data from the Brazilian Institute of Geography and Statistics (IBGE, 2022) reveal that, while 55.5% of the Brazilian population self-declares as Black (preta or parda), only 4.7% of these individuals occupy leadership positions in the country’s 500 largest companies. This disparity is a symptom of the structural racism that permeates social and corporate institutions. In addition to historical socioeconomic inequalities, Afro-Brazilian professionals face concrete and invisible barriers that limit their access to development and career progression opportunities, perpetuating a cycle of exclusion in organizational hierarchies.
In this context, the concepts of diversity and inclusion are central. Akamine (2021) defines diversity as the set of characteristics that make each individual unique, while inclusion is the active process of integrating and valuing these differences. As Costa et al. (2018) highlight, inclusion is a deliberate practice that seeks to repair historical exclusions. For organizations, racial inclusion policies not only promote a fair environment but also enrich corporate culture, strengthen the company’s image, attract diverse talent, and foster innovation (Martarello et al., 2024). Heterogeneity of perspectives is a strategic asset that expands creative potential and problem-solving capacity.
However, hiring Black professionals is insufficient without a genuine commitment to their development and advancement. Even when integrated into organizations, these professionals face the challenge of adapting to a dominant Eurocentric standard, which reduces their chances of being seen as potential leaders. The research by Rodrigues et al. (2023), with 52 Black participants, corroborates this reality by showing that 38 of them have never held a leadership position. Underrepresentation in prominent positions highlights structural racism as a significant obstacle. Without robust and enforced institutional policies, the possibilities for advancement for Afro-Brazilian professionals remain drastically reduced.
The question guiding this research is: what are the main barriers faced by Afro-Brazilian professionals in ascending to leadership positions within organizations? Understanding these obstacles is fundamental for organizations, through their Human Resources and senior management, to develop transformative racial inclusion programs. The study seeks to generate applicable knowledge that contributes to the promotion of greater equal opportunities and to the construction of work environments where talent and competence prevail over racial biases and prejudices.
The methodology is an exploratory field research, which seeks to deepen the understanding of a phenomenon in its reality (Gil, 2007). The investigation covered professionals from companies in various sectors (food, cosmetics, services) with some D&I initiative. The eligibility criteria were: being a self-declared Black or Brown professional, 18 years of age or older, with a minimum of five years of professional experience and a permanent contract. These criteria aimed to ensure a sample with a consolidated professional trajectory.
The data collection instrument was a structured online questionnaire, ensuring anonymity. The first section presented the Free and Informed Consent Term (TCLE). The questionnaire consisted of statements based on five central barriers, identified in the literature: Race Prejudice, Glass Ceiling, Lack of Training, Lack of Representation, and Absence of Corporate Inclusion Policies. Each barrier was broken down into three statements, totaling fifteen closed questions evaluated by a five-point Likert scale. An optional open-ended question was included for reporting other barriers.
The five barriers were defined based on consolidated studies. “Race Prejudice” is the unequal treatment that denies opportunities based on ethnicity (Silva et al., 2023). “Glass Ceiling” represents the invisible barriers, sustained by subjective practices and criteria, that prevent the advancement of qualified minority groups (Pinheiro, 2023; Sebrae SC, 2025). “Lack of Training” was analyzed as a reflection of historical inequalities in access to education, which the Quota Law (Law No. 12.711/2012) sought to mitigate (Germano et al., 2024). “Lack of Representativeness” is the obstacle generated by the underrepresentation of minority groups in positions of power, limiting inspiration and the perception of possibility (Barbetto et al., 2023). “Absence of Inclusion Policies” is the lack of effective and monitored organizational strategies, often limited to superficial discourse (Amato, 2022).
The questionnaire was disseminated on social networks (LinkedIn, WhatsApp, Facebook, Instagram). Data collection occurred over 25 days, between July and August 2025, resulting in 130 responses. After applying the criteria, 23 responses were disregarded, consolidating a final sample of 107 valid participants for the analysis.
The analysis of the demographic data of the sample of 107 respondents reveals that 57.4% identified as Black and 42.6% as Brown. The majority (94%) reside in São Paulo. The generational profile is predominantly Generation Y (26 to 35 years old), with 43.9%, followed by Generation X (36 to 45 years old), with 34.6%. The female gender was the majority (61.7%). Regarding the work environment, 48.6% work in organizations with up to 100 employees and 30% in corporations with more than 1,000. The majority (82.2%) are in companies with national capital. Notably, 42% of participants stated that their companies do not conduct internal surveys on race/ethnicity. Professional experience is balanced between the 5 to 20 year ranges. The majority (78.5%) hold subordinate positions, while 21.5% are in management roles. A strong desire for advancement is evident, with 73.8% expressing interest in leadership positions.
The initial statistical analysis of the statements shows that the one with the highest average agreement (3.47 out of 5) was number 18: “… the lack of training and development for entry into higher positions in the organizational structure”. Next, with an average of 3.42, statement 23: “… the scarcity of opportunities, even possessing the necessary qualifications”. The third highest average (3.34) was for statement 22: “… the lack of institutional support for professional training that compromises my development in the role”. The results indicate that the most felt barriers are linked to the lack of structure and opportunities offered by companies. The analysis of the coefficient of variation (CV) reinforces this. The lowest CV (40.37%) was in the statement about scarcity of opportunities, indicating high consensus. The highest CV (50.15%) occurred in the statement about lack of manager recognition, suggesting greater variability in this perception.
Deepening the analysis by barrier, “Racial Prejudice” manifests structurally. The data show that 56.1% of respondents perceive the lack of opportunities for Black and Brown people, and the same percentage (56.1%) points to the lack of institutional support for training as an obstacle. Furthermore, 46.7% agree that the predominance of White people in the workplace is a barrier. According to Rodrigues et al. (2023), discrimination is not limited to skin color, but extends to other identity markers, limiting career progression.
The “Glass Ceiling” barrier also proved relevant, with 47.7% of participants reporting a lack of recognition from their managers and 45.8% identifying unequal treatment compared to white colleagues. These findings indicate that interpersonal relationships and subjective evaluations function as invisible obstacles. This corroborates the analysis by Pinheiro (2023), who describes the glass ceiling as a phenomenon sustained by practices that, even without explicit discriminatory intent, restrict the progression of racially minoritized groups.
“Lack of Qualification” was perceived in a complex way, pointing to systemic failures: 53.3% of respondents consider that the ineffectiveness of equality policies in the company is the real barrier. Additionally, 44.9% point to the lack of preference for Black candidates in promotions and the absence of hiring Black professionals. This suggests that the issue is not the lack of qualification of professionals, but that of an organizational ecosystem that promotes inclusion. This perception aligns with Oliveira et al. (2021), who demonstrate how structural inequalities in access to education compromise future opportunities.
“Lack of Representativeness” emerged as one of the most significant barriers, with 60.7% of respondents pointing to the scarcity of opportunities even with the necessary qualifications, the highest agreement rate among all statements. Added to this are the 56.1% who highlight the small number of model companies in the fight against discrimination and the 50.5% who perceive the absence of Black and Brown people in senior management. The lack of Black leaders limits visibility and inspiration, creating a psychological and practical obstacle. The importance of representativeness is discussed by Andrade (2020), who highlights its role in amplifying voices and occupying spaces of power.
The “Absence of Corporate Inclusion Policies” was another central barrier. The most significant data was that 59.8% of participants reported a lack of specific training and development for entering higher positions. Furthermore, 48.6% consider that the discourse on racial equality is not effective, and 46.7% perceive a lack of action from senior leadership to curb discriminatory attitudes. These results are in line with Souza’s (2021) analysis, which argues that many companies adopt D&I policies superficially, without real commitment to transforming organizational culture.
The responses to the open qualitative question brought important nuances. Among the 23 respondents in leadership positions, barriers emerged such as “cold racism” – subtly differentiated treatment – and the perception of the strength of the “whiteness pact,” which covertly protects discriminatory practices. Another point was that the obstacles are rooted in the social system, which normalizes the absence of Black people in positions of power. The analysis by gender and age revealed that women presented higher average agreement on all barriers, while the 26 to 35-year-old group showed greater sensitivity to the obstacles.
The analysis of the results identifies a cohesive set of barriers. The three most central ones, with the highest agreement rates, were the lack of representativeness, evidenced by the scarcity of opportunities for qualified professionals (60.7%); the absence of corporate inclusion policies, materialized in the lack of training programs for leadership (59.8%); and racial prejudice, manifested by the lack of institutional support for training (56.1%). These findings reinforce that the limitations faced by black and brown professionals stem from structural failures of organizations, not individual factors.
Based on this diagnosis, it is recommended that organizations adopt a proactive approach to combat racial inequality. It is imperative to invest in structured career development and inclusive leadership programs, with clear goals for the promotion of Black talent. The implementation of affirmative actions, such as selective processes and exclusive mentoring programs, can accelerate the reduction of inequality. It is crucial to prepare management to break paradigms and overcome unconscious biases. Such measures promote a more equitable environment and strengthen the competitiveness and sustainability of organizations. It is concluded that the objective was achieved: it has been demonstrated that the lack of representation, the absence of inclusive corporate policies, and racial prejudice constitute the central barriers to the advancement of Afro-Brazilian professionals in organizations.
References:
Akamine, S. C. R. (2021). Diversity and Social Inclusion: An approach in the Organizational Scenario. Revista Gênero e Interdisciplinaridade, 2(03).
Amato, L. (2022). Diversity and inclusion: and their dimensions. São Paulo: Literare Books International.
Andrade, M. D.; Pinto, E. R. G. C. (2020). Public policies for the articulation of gender and race: means to guarantee the political and legal representation of black women in Brazil. Revista Brasileira de Políticas Públicas, Brasília, v. 10, n. 2, p. 1-21.
Araújo, M. D. L.; Santos, M. A.; Ifadireó, M. M.; Machado, T. S.; Alencar, Y. M. M. A.; Brandão, W. A.; Ferreira, F. R. S. (2022). Challenges of diversity in intercultural contexts. A quantitative study on black women and men in the management of the Sertão Central of Pernambuco. Pesquisa, Sociedade e Desenvolvimento, [S. l.], v. 7, e28611729931.
Barbetto, I.; Santana, R. P. V. F.; Alexandre, W. N. (2023). The importance of representation from an equitable ethnic perspective. In: Proceedings of the VIII Human Diversity Week, Centro Universitário São Lucas, Porto Velho, October 09 to 11, 2023.
Costa, M. I. S.; Ianni, A. M. Z. (2018). The dialectic of the concept of social exclusion/inclusion. In: Individualization, citizenship and inclusion in contemporary society: a theoretical analysis [online]. São Bernardo do Campo, SP: Editora UFABC, pp. 75-101.
Germano, M. S. F.; Silva, P. O.; Coelho, M. E.; Galdino, I. S.; Silva, Y. R.; Castro, J. A. P. (2024). Public policies for valuing ethnic-racial relations in Brazil: effectiveness and challenges in Brazil. Revista Conexão Acadêmica, v. 15, pp. 56-66, Dec.
Gil, A. C. (2007). Social research methods and techniques. 5th ed. São Paulo: Atlas.
Martarello, R. A.; Conceição, I. J. S. (2024). Ethnic-Racial Diversity as a Moderator for Organizational Competitive Advantage: a Bibliographic Review of Brazilian Literature. Revista de Psicologia, v. 18, n. 70, 2024.
Oliveira, C. D. R. de; Marques, S. C. S.; Alves, R. de C. (2021). Impacts of structural racism on the continuous education of the black population: an analysis of Northern Minas Gerais. Revista Ciranda, v. 5, n. 3, pp. 198-216, Sep 01.
Pinheiro, L. (2023). Ethnic-racial and gender inequalities in the Brazilian labor market: advances and challenges. Brasília: Institute of Applied Economic Research – IPEA.
Rodrigues, S. S.; Silva, D. O.; Rodrigues, L. S. (2023). Black Leadership in Organizations: a survey on the challenges and advantages of racial diversity in organizations. Revista Interface Tecnológica, Taquaritinga, SP, v. 20, n. 2, pp. 421–433.
Sebrae SC. (2025). What is the glass ceiling and how can women break this barrier to advance in technology? Sebrae SC, May 08.
Silva, G. R.; Barros, F. J. (2023). Racial prejudice. Revista Ibero-Americana de Humanidades, Ciências e Educação, 9(8), 2442–2458.
Souza, A. C. S.; Martins, K. S.; Silveira, R. C.; Barbosa, M. V.; Moura, R. G. (2021). The value of diversity in organizations: a mere discourse or an effective experience. Revista Valore, 5, 371–383.
Souza, D. D. (2021). Organizations in the fight against systemic racism: a critical reflection with suggestions for guidelines for the implementation of racial inclusion policies and actions in companies in the fight against structural racism. Porto Alegre: Universidade Federal do Rio Grande do Sul.
Executive summary from the Final Project of the Specialization in People Management from the MBA USP/Esalq
Learn more about the course; click here:
