Help (Un)wanted: Why the most powerful allies are the most likely to stumble — and when they fulfill their potential

Abstract

Members of dominant groups can play a critical role as allies to members of marginalized groups in creating more diverse, equitable, and inclusive workplaces. However, a growing body of evidence suggests that aspiring allies often fail to advance equity and may sometimes even amplify inequity. To shed light on the causes of—and cures for—ineffective allyship, we apply a relational lens, integrating theories of power, trust, and humility. We propose that power creates a paradox, offering opportunities for allies to help but also creating obstacles to their trustworthiness in the eyes of marginalized group members. We examine how allies can overcome the power paradox and establish trustworthiness through behavioral humility, elevating others’ personal power to most effectively share their positional power. This relational approach sheds light on when and why attempted allyship may elicit backlash, and how allies can translate good intentions into supportive actions.