Fostering Engagement or Fueling Disengagement? A Dual Model on (In)Effective Allyship Communication’s Impacts Among Racial and Ethnic Minority Employees

Despite widespread workplace challenges facing employees from socially disadvantaged groups, empirical research examining how peer communication shapes these employees’ experiences remains underexplored in internal communication research. Drawing on a survey of 439 U.S. racial and ethnic minority employees, this exploratory study conceptualizes and investigates allyship communication – communication initiated by employees from socially advantaged groups to support their colleagues from disadvantaged groups. We examined the associations between effective and ineffective allyship communication and minority employees’ engagement and disengagement, with authenticity at work and psychological safety as mediators. Results showed that effective allyship communication was positively associated with engagement both directly and through psychological safety, and negatively associated with disengagement through psychological safety. Conversely, ineffective allyship communication was positively associated with disengagement both directly and indirectly through authenticity at work. This study contributes to internal communication research on peer communication in diverse workplaces by introducing allyship communication as a distinct construct and revealing asymmetrical associations between its effective and ineffective forms and employee engagement and disengagement. We conclude with actionable insights for communication professionals seeking to foster inclusive workplaces.