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But fit in, she did not. Her research would end up pushing her into the forefront of controversial territory. Because with every study she did on leadership, she ran into stark gender disparities鈥攁 phenomenon no one had yet explored or explained in the early 2000s. Back then, she says, the idea that diversity and inclusion was integral to business was still a fringe concept. 鈥淚 couldn鈥檛 pretend the gender effect wasn鈥檛 there鈥攊t was just so blatant. I obviously have not solved it, but I am trying to find ways to make it better,鈥� says Johnson, an associate professor of organizational leadership and information analytics at Leeds School of Business. She also holds the Andrea and Michael Leeds Research Fellowship.

And thus began a highly visible career as an authority on leadership and diversity鈥攕tudying how unconscious bias affects the evaluation of leaders and how leaders can mitigate bias.

She has won multiple leadership awards, grants and fellowships; is published in 70 publications; and is a sought-after speaker who is routinely quoted in the media, including the Economist, Newsweek, Time, the Wall Street Journal, and on CNN, ABC, NBC and CNBC. She is also an esteemed member of the MG 100 Coaches and the 2020 Thinkers50 Radar List.

What really goes on at work

Johnson continues to garner attention as her research uncovers significant obstacles for women at work. A recent study revealed that sexual harassment in the workplace had declined due to increased attention from the #MeToo movement, but gender harassment in sexist work cultures was on the rise.

Last year, her paper on the 鈥渇emme-fatale effect鈥� caused a stir when it revealed that attractive businesswomen are perceived by both men and women as being less honest and more fireable (not true for attractive men).

And Johnson鈥檚 work on bringing diversity into the workplace disrupted hiring practices at both the NFL and NASA鈥檚 Hubble Telescope鈥攙irtually eliminating interviewer bias and increasing the number of diverse hires in traditionally masculine fields.

鈥淚 couldn鈥檛 pretend the gender effect wasn鈥檛 there鈥攊t was just so blatant.鈥�

鈥擲tefanie K. Johnson Associate Professor Leeds School of Business

Where diversity and inclusion meet

This year, she released the Wall Street Journal and New York Times bestseller Inclusify: How to Maximize Uniqueness and Belonging to Build More Innovative Teams. In her book, Johnson explains that humans have two basic needs: to stand out and to fit in. Companies react to those needs by creating groups where everyone fits in and no one stands out, or where everyone stands out and no one fits in. In contrast, leaders who 鈥渋nclusify鈥� encourage people to be themselves while ensuring they also feel like part of the team. 鈥淚nclusion is a complicated dynamic,鈥� admits Johnson. 鈥淚n reality, most people have to choose between standing out or fitting in; if you鈥檙e different, you can embrace that difference or play it down and assimilate.鈥� It鈥檚 something Johnson herself struggled with her whole life. 鈥淚 was always changing who I was to fit in. I didn鈥檛 feel included because I wasn鈥檛 my true self.鈥�

When she researched inclusion years later, she discovered an essential truth. 鈥淧eople feel included when they feel valued for who they are. Truth is, I was never going to fit in as a man or be accepted as a man. I didn鈥檛 follow my own advice to 鈥榚mbrace your uniqueness.鈥欌��

She explains that her students have had a huge impact on her view of the world.

鈥淚 want to be an example for students who don鈥檛 always see role models who look like them. Women and women of color need to hear that their uniqueness makes them great and they should let their light shine.鈥�