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.

主导群体的成员可以作为边缘化群体成员的盟友，在创造更加多样化、公平和包容的工作场所方面发挥关键作用。然而，越来越多的证据表明，有抱负的盟友往往无法促进平等，有时甚至可能加剧不平等。为了阐明盟友关系无效的原因和解决方法，我们应用关系镜头，整合权力、信任和谦逊的理论。我们认为权力造成了一个悖论，为盟友提供了帮助的机会，但也为他们在边缘化群体成员眼中的可信度制造了障碍。我们研究盟友如何克服权力悖论并通过行为谦逊建立信任度，提升他人的个人权力以最有效地分享他们的职位权力。