This paper examines the intersectional influences of gender and race on leadership emergence and effectiveness within self-managing teams. We explore how these factors shape leadership perceptions and emergence in autonomous organizational structures. Utilizing Leadership Categorization Theory and Social Dominance Theory, the study investigates biases and stereotypes affecting marginalized individuals in leadership roles, revealing that Black women may emerge as leaders more frequently than Black men. The research highlights the importance of recognizing intersectionality in leadership dynamics and suggests the need for tailored strategies to mitigate social dominance biases. The findings challenge traditional paradigms of leadership, urging a reevaluation of leadership development and selection practices in modern organizations.
