The increasing diversity of the workplace in Kenya has continued to put pressure on leaders in all sectors and levels to become more sensitive as they create an all-inclusive workplace. A traditional managerial approach to this diversity has been the struggle for compliance with the implementation of diversity management policies, procedures, and regulations. Although limited empirical research has considered links between organizational related factors thatplay in diversity management activity, very little research has examined the individual psychological related factors that influence the implementation of diversity management practices. This study begins with the premise that organizations develop diversity management programs as a means of responding to the requirements of the external environments, yet the stereotypes that insiders have determine whether or not such programs will fully be implemented. Among the key external environmental factors is the political environment in which diversity management is found.