Building Pathways to Leadership

Takeaways: Pathways To Help More Latinx Professionals Move Into Leadership

• Latinx workers are a major part of the U.S. workforce and economy but remain underrepresented in executive roles.
• Mentorship, sponsorship and peer networks help first-generation professionals navigate workplace dynamics and build confidence.
• Culturally grounded leadership development invites professionals' lived experiences, communication styles and perspectives.
• Organizations can examine promotion patterns, leadership demographics and definitions of professionalism to expand opportunity.

Latinx people make up about one-fifth of the U.S. labor force, account for much of the country's growth in working-age people and contribute more than $4.4 trillion to the U.S. economy in 2024.

Yet that economic influence isn't reflected in U.S. executive leadership. Latinx people represent roughly 20% of the workforce, but hold only about 5% of executive positions, according to an HR Dive article citing BLS data and University of Massachusetts Amherst research.

Even organizations that employ large numbers of Latinx workers or serve predominantly Latinx communities might have little Latinx representation at the executive level, noted Barbara Mojica, executive director of the National Association of Latino Credit Unions and Professionals.

She suggested leaders take the time to consider why that might be and why it matters: "Is your C-suite really reflective of the communities you're serving?" she said, noting that a leader's professional, personal and cultural experiences can inform everything from hiring practices to product design and community engagement strategies.

The Organization's Role

Latinx professionals and members are underrepresented in the credit union movement, according to NLCUP, which was founded to increase Latinx representation in leadership roles across the credit union industry.

Some credit unions founded by and for the Latinx community sought to address that lack of representation, sometimes in response to discrimination. These credit unions also sought to reduce barriers that might include language differences, lack of traditional credit histories and unfamiliarity with and mistrust of financial institutions, according to NLCUP's October 2025 magazine (PDF).

BECU philanthropy program manager Rafael Saucedo said many Latinx professionals across industries share a common challenge: "A lot of professionals of color, including Latinos, are often told they need more qualifications before they are ready to advance, while their counterparts who resemble current leadership might advance because of potential," Saucedo said.

But more qualifications and an advanced degree don't guarantee success.

"Latina women are becoming one of the most educated demographics," Mojica said. "But even though someone might have an MBA, they still get passed over in comparison to their counterparts."

Sacheen Winston, BECU senior organizational equity, inclusion and belonging manager, sees a related challenge. Historically, many workplace norms reflected dominant cultural expectations, which can influence perceptions about executive presence, communication styles and leadership readiness.

The question, she said, is whether organizations recognize the value in different leadership approaches, experiences and perspectives.

"Organizations need to ask themselves, ‘What does “professional” actually mean to us,'" Winston said.

The Role of Mentorship

Beyond organizational challenges, many first-generation professionals navigate workplaces without the benefit of family members who have held executive or corporate leadership roles before them. It's difficult to ask questions when you think you're expected to already know the answers.

"When a Latino becomes an executive, their parents often weren't CEOs," Mojica said. "What happens to a lot of marginalized people is they get the role and don't want to look like they don't know what they're doing."

As a younger executive director, Mojica questioned herself when encountering unfamiliar business concepts and executive leadership.

Since then, she's heard from many leadership development program participants seeking guidance, sponsorship and professional networks. Roughly 500 participants were involved in NCULP's mentorship program in recent years.

"Latinos in the industry are craving mentorship," Mojica said. "As soon as we open applications, the spots are full."

Many participants arrive with years of experience and a strong record of performance, but they're still seeking insights about navigating workplace dynamics, building executive presence and identifying less-visible pathways. Meanwhile, NLCUP struggles to recruit enough mentors.

Bringing Culture Into Leadership Development

For Saucedo, NLCUP's Latinx Public Speaking Lab exemplifies culturally grounded leadership development.

Program participants can practice difficult workplace scenarios, speak in front of their peers and build confidence in an environment where mistakes are treated as part of the everyday learning process.

Public speaking can be very different for professionals navigating accents, language differences or cultural expectations around communication.

"There is no manual for being a public speaker when you have an accent," Saucedo said.

Organizations need leaders who look, sound and communicate in different, diverse ways, Mojica believes. "We encourage people to be authentic," she said. "It's good for business because you're bringing the perspective of your community."

BECU is taking a similar approach through new leadership development initiatives. The programs are designed to help employees build leadership skills, strengthen cross-divisional connections and apply what they learn in real workplace situations. Part of the curriculum is intended to help employees navigate the dominant culture and help leaders develop more inclusive leadership behaviors.

“The programs create space for leaders to challenge what leadership has traditionally looked like and think more intentionally about how they create inclusive environments,” Winston said.

Mojica talked about how, in turn, that perspective helps organizations better understand the people they serve. She encourages organizations to pay close attention to promotion patterns, leadership demographics and employee experiences to ensure equitable advancement for employees.

Winston agreed: "If we don't have folks who share identities with our members or understand the cultural nuances our members have, how could we possibly be meeting their needs?”

Organizations should be willing to challenge long-held leadership assumptions, Saucedo noted.

"People need to look around the room," he said. "If they're making decisions on behalf of the community and the community is not in the room, that's a problem."

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