Pub Date : 2021-12-20DOI: 10.1177/15234223211057611
H. Sharma, Richa Goyal
The Problem The high rate of disengagement among the workforce affects the overall functioning of the organizations as disengaged employees are not only dissatisfied but can also spread negativity among their fellows. Therefore, there is an emerging need to ascertain how organizations can contribute in reducing such disengagement. The Solution Findings from this study suggests that an organizational environment of respect, trust, forgiveness, and care and concern can solve the problem of disengagement. Such an environment requires management support in creating a culture that recognizes the role of empathy in boosting positive emotions and reducing employees’ negativity. The Stakeholders Human resource development practitioners, researchers, scholars, managers, and others who are interested in pursuing research in this area.
{"title":"Engaging Employees Through a Virtuous Environment! Does Positive Affect Mediate in the Relationship?","authors":"H. Sharma, Richa Goyal","doi":"10.1177/15234223211057611","DOIUrl":"https://doi.org/10.1177/15234223211057611","url":null,"abstract":"The Problem The high rate of disengagement among the workforce affects the overall functioning of the organizations as disengaged employees are not only dissatisfied but can also spread negativity among their fellows. Therefore, there is an emerging need to ascertain how organizations can contribute in reducing such disengagement. The Solution Findings from this study suggests that an organizational environment of respect, trust, forgiveness, and care and concern can solve the problem of disengagement. Such an environment requires management support in creating a culture that recognizes the role of empathy in boosting positive emotions and reducing employees’ negativity. The Stakeholders Human resource development practitioners, researchers, scholars, managers, and others who are interested in pursuing research in this area.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"49 - 68"},"PeriodicalIF":3.1,"publicationDate":"2021-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41432830","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-12-19DOI: 10.1177/15234223211054457
Greg G. Wang, D. Doty, Shengbin Yang
Problem The NHRD conception claimed to be based on multiple country-cases through a constructive/interpretive process. However, four of cases focusing on HRD policy in China presented incomplete history of China’s HRD policies, which may have misled the NHRD conception. Solution We re-examine China’s history of HRD policy as indigenous phenomena in comparison to the four China-cases. Adopting a similar historical method, we fail to identify the policy pattern reported by the previous cases, thus challenge the NHRD’s constructivist embeddedness. We question the credibility and trustworthiness of the country-based studies as well as the sense-making constructive base of the NHRD ideation. From China’s local phenomenon, we derived a set of HRD assumptions contrary to the existing western-centric assumptions to enrich the global HRD knowledge. Stakeholders Theory-minded HRD scholars intended for rigorous and relevant theory development inquiries; practice-oriented HRD practitioners, especially those from western context and working in a non-western HRD context.
{"title":"Re-examining the History of Human Resource Development Policy in China: From Local Indigenous Phenomena to Global Human Resource Development Knowledge","authors":"Greg G. Wang, D. Doty, Shengbin Yang","doi":"10.1177/15234223211054457","DOIUrl":"https://doi.org/10.1177/15234223211054457","url":null,"abstract":"Problem The NHRD conception claimed to be based on multiple country-cases through a constructive/interpretive process. However, four of cases focusing on HRD policy in China presented incomplete history of China’s HRD policies, which may have misled the NHRD conception. Solution We re-examine China’s history of HRD policy as indigenous phenomena in comparison to the four China-cases. Adopting a similar historical method, we fail to identify the policy pattern reported by the previous cases, thus challenge the NHRD’s constructivist embeddedness. We question the credibility and trustworthiness of the country-based studies as well as the sense-making constructive base of the NHRD ideation. From China’s local phenomenon, we derived a set of HRD assumptions contrary to the existing western-centric assumptions to enrich the global HRD knowledge. Stakeholders Theory-minded HRD scholars intended for rigorous and relevant theory development inquiries; practice-oriented HRD practitioners, especially those from western context and working in a non-western HRD context.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"24 1","pages":"26 - 48"},"PeriodicalIF":3.1,"publicationDate":"2021-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41336078","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-01DOI: 10.1177/15234223211037753
C. Sims, A. Carter, Torrence E. Sparkman, Lonnie R. Morris, A. Durojaiye
The Problem Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one’s leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others, they may be servant leaders. While engaged, the role of microaggression on engagement has not been studied. Thus, research is needed on Black male leadership. The Solution This study examined whether Black men possess the antecedent of leadership efficacy, demonstrate servant leadership, experience the outcome of engagement, and microaggressions, whether microaggressions mediated and decreased their engagement, and did socio-identities function as a moderator. Using cross-sectional survey methodology, a confirmatory factor analysis and a causal model was conducted along with a post hoc ANOVA. Black men leaders were about a third of the sample (n = 364). The structural equation modeling revealed the significant findings that leadership efficacy predicted servant leadership, servant leadership predicted engagement, and, microaggressions partially mediated engagement. Socio-identities did moderate leadership efficacy, engagement, and microaggressions but not servant leadership and the overall measurement model. The Stakeholders This study benefits HRD and other scholars and practitioners who study leadership including those with intersecting identities—African American men.
{"title":"On Black Male Leadership: A Study of Leadership Efficacy, Servant Leadership, and Engagement Mediated by Microaggressions","authors":"C. Sims, A. Carter, Torrence E. Sparkman, Lonnie R. Morris, A. Durojaiye","doi":"10.1177/15234223211037753","DOIUrl":"https://doi.org/10.1177/15234223211037753","url":null,"abstract":"The Problem Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one’s leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others, they may be servant leaders. While engaged, the role of microaggression on engagement has not been studied. Thus, research is needed on Black male leadership. The Solution This study examined whether Black men possess the antecedent of leadership efficacy, demonstrate servant leadership, experience the outcome of engagement, and microaggressions, whether microaggressions mediated and decreased their engagement, and did socio-identities function as a moderator. Using cross-sectional survey methodology, a confirmatory factor analysis and a causal model was conducted along with a post hoc ANOVA. Black men leaders were about a third of the sample (n = 364). The structural equation modeling revealed the significant findings that leadership efficacy predicted servant leadership, servant leadership predicted engagement, and, microaggressions partially mediated engagement. Socio-identities did moderate leadership efficacy, engagement, and microaggressions but not servant leadership and the overall measurement model. The Stakeholders This study benefits HRD and other scholars and practitioners who study leadership including those with intersecting identities—African American men.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"354 - 383"},"PeriodicalIF":3.1,"publicationDate":"2021-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42960404","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-08DOI: 10.1177/15234223211037752
Torrence E. Sparkman
The Problem The current pipeline supplying qualified and competent leaders to the upper ranks of higher education appears to prelimit the number of Black males who reach executive status. Even though many universities and colleges remain resolute in increasing diversity, social, and structural barriers block access and restrict executive development. This study focuses on the leadership and career advancement of Black male executive leaders in predominantly White institutions (PWI’s) of higher education. The Solution This qualitative, phenomenological examination of the lived experiences of 10 Black male, executive leaders in predominantly White institutions of higher education describes what it is like for them to persist in their leadership roles despite negative experiences that are related to their social identity. The findings reveal how their existence in racialized environments has impacted their leadership approach and the trajectory of their careers. The Stakeholders The stakeholders are Black academics seeking or holding executive leadership roles in higher education; HRD scholars and practitioners.
{"title":"Black Male Executives in Higher Education: The Experience of Ascending the Academic Leadership Ladder","authors":"Torrence E. Sparkman","doi":"10.1177/15234223211037752","DOIUrl":"https://doi.org/10.1177/15234223211037752","url":null,"abstract":"The Problem The current pipeline supplying qualified and competent leaders to the upper ranks of higher education appears to prelimit the number of Black males who reach executive status. Even though many universities and colleges remain resolute in increasing diversity, social, and structural barriers block access and restrict executive development. This study focuses on the leadership and career advancement of Black male executive leaders in predominantly White institutions (PWI’s) of higher education. The Solution This qualitative, phenomenological examination of the lived experiences of 10 Black male, executive leaders in predominantly White institutions of higher education describes what it is like for them to persist in their leadership roles despite negative experiences that are related to their social identity. The findings reveal how their existence in racialized environments has impacted their leadership approach and the trajectory of their careers. The Stakeholders The stakeholders are Black academics seeking or holding executive leadership roles in higher education; HRD scholars and practitioners.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"277 - 299"},"PeriodicalIF":3.1,"publicationDate":"2021-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42411642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-24DOI: 10.1177/15234223211037749
Enin M. Rudel, Brandi Derr, Miranda Ralston, Terrence B. Williams, April Young
The Problem The leadership of Black male leaders is an under-studied topic in the leadership literature and more so in the field of human resource development. Moreover, traditional and contemporary leadership theories are universalized and have not adequately captured social and emotional issues encountered by leaders within their social identity location. A closer examination of this phenomenon is needed to close the gap in the human resource development literature as well as contemporary leadership theory. The Solution A qualitative study was used to examine the experiences of Black male leaders in an organizational setting using the frameworks of emotional intelligence and social architecture. Findings suggest that emotional intelligence explains why Black male leaders desire mentorship, need increased organizational support for psychological safety, use specialized strategies to deal with social and emotional distress, face barriers to acculturation into the workplace culture, draw on authentic leadership skills to face obstructions to leadership, and use code switching to navigate multiple identities. Recommendations are made for more inclusive mentoring programs that consider the needs of this underrepresented group. The Stakeholders HRD researchers, scholars, educators, practitioners, organizational leaders and others involved in diversity, equity, and inclusion work.
{"title":"Emotional Intelligence, Organizational Social Architecture, and Black Male Leadership","authors":"Enin M. Rudel, Brandi Derr, Miranda Ralston, Terrence B. Williams, April Young","doi":"10.1177/15234223211037749","DOIUrl":"https://doi.org/10.1177/15234223211037749","url":null,"abstract":"The Problem The leadership of Black male leaders is an under-studied topic in the leadership literature and more so in the field of human resource development. Moreover, traditional and contemporary leadership theories are universalized and have not adequately captured social and emotional issues encountered by leaders within their social identity location. A closer examination of this phenomenon is needed to close the gap in the human resource development literature as well as contemporary leadership theory. The Solution A qualitative study was used to examine the experiences of Black male leaders in an organizational setting using the frameworks of emotional intelligence and social architecture. Findings suggest that emotional intelligence explains why Black male leaders desire mentorship, need increased organizational support for psychological safety, use specialized strategies to deal with social and emotional distress, face barriers to acculturation into the workplace culture, draw on authentic leadership skills to face obstructions to leadership, and use code switching to navigate multiple identities. Recommendations are made for more inclusive mentoring programs that consider the needs of this underrepresented group. The Stakeholders HRD researchers, scholars, educators, practitioners, organizational leaders and others involved in diversity, equity, and inclusion work.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"319 - 334"},"PeriodicalIF":3.1,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46770487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-20DOI: 10.1177/15234223211037762
Cory J. Wicker
The Problem In predominantly White organizational contexts and professions, such as human resources, that are significantly occupied by non-Blacks, Black male leaders struggle with achieving career success due to a lack of organizational support. Although existing research in human resource development (HRD) and career development provides a holistic representation of minoritized groups, there is a dearth of research that addresses the professional development of Black males. The Solution This article is an autoethnographic exploration of my experiences as a Black male leader in a predominantly White organization and profession (human resources). This article leverages autoethnography and critical race theory (CRT) as appropriate lenses to view my experiences as a Black male leader in this organizational/professional context. I utilize a layered account approach to position and deconstruct my experiences to provide an insider perspective of power structures that impede the leadership development of Black males. The Stakeholders HRD scholars, practitioners, organizational leaders, and Black males who are embarking upon and/or establishing their professional careers in predominantly White organizations.
{"title":"The Trenches and Valleys of Corporate America: A Black Male Human Resource Leader’s Autoethnographic Account","authors":"Cory J. Wicker","doi":"10.1177/15234223211037762","DOIUrl":"https://doi.org/10.1177/15234223211037762","url":null,"abstract":"The Problem In predominantly White organizational contexts and professions, such as human resources, that are significantly occupied by non-Blacks, Black male leaders struggle with achieving career success due to a lack of organizational support. Although existing research in human resource development (HRD) and career development provides a holistic representation of minoritized groups, there is a dearth of research that addresses the professional development of Black males. The Solution This article is an autoethnographic exploration of my experiences as a Black male leader in a predominantly White organization and profession (human resources). This article leverages autoethnography and critical race theory (CRT) as appropriate lenses to view my experiences as a Black male leader in this organizational/professional context. I utilize a layered account approach to position and deconstruct my experiences to provide an insider perspective of power structures that impede the leadership development of Black males. The Stakeholders HRD scholars, practitioners, organizational leaders, and Black males who are embarking upon and/or establishing their professional careers in predominantly White organizations.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"335 - 353"},"PeriodicalIF":3.1,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42550060","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-20DOI: 10.1177/15234223211037751
Marilyn Y. Byrd
{"title":"Editorial Postscript: Developing Black Males: The Way Forward","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223211037751","DOIUrl":"https://doi.org/10.1177/15234223211037751","url":null,"abstract":"","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"384 - 385"},"PeriodicalIF":3.1,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45824790","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-20DOI: 10.1177/15234223211037750
Sherman Henry
The Problem Limited discussions of the Black male as a leader has taken place in the human resource development literature. Hence, racialization, the process of constructing and attaching meaning to racial identity, is an under-studied topic. Further problematic, traditional leadership theories advance a race-neutral, universalized mainstream view of leaders, and do not consider the multiple ways that race changes the master narrative. A direct result of this shortcoming is the lack of research and theories that inform the experiences of Black males in Historical White Institutions (HWIs). The Solution In this article, an autoethnography approach is used to counter the master narrative that has concealed the everyday, lived experience of Black males in higher education faculty and leadership roles. Critical race theory is applied as a framework for viewing lived experience as a legitimate and appropriate source of analysis. Socio-cultural theory is used to explain how cultural competence is needed to appropriately identify racism as an enduring problem that is a product of its culture and environment. The Stakeholders HRD faculty, HWIs administrators, hiring committees, diversity, equity and inclusion practitioners, search committees, and Black males in faculty roles in HWIs.
{"title":"Critical Engagement: Lessons Learned and Implications for HRD About Black Male Faculty Leadership in Higher Education","authors":"Sherman Henry","doi":"10.1177/15234223211037750","DOIUrl":"https://doi.org/10.1177/15234223211037750","url":null,"abstract":"The Problem Limited discussions of the Black male as a leader has taken place in the human resource development literature. Hence, racialization, the process of constructing and attaching meaning to racial identity, is an under-studied topic. Further problematic, traditional leadership theories advance a race-neutral, universalized mainstream view of leaders, and do not consider the multiple ways that race changes the master narrative. A direct result of this shortcoming is the lack of research and theories that inform the experiences of Black males in Historical White Institutions (HWIs). The Solution In this article, an autoethnography approach is used to counter the master narrative that has concealed the everyday, lived experience of Black males in higher education faculty and leadership roles. Critical race theory is applied as a framework for viewing lived experience as a legitimate and appropriate source of analysis. Socio-cultural theory is used to explain how cultural competence is needed to appropriately identify racism as an enduring problem that is a product of its culture and environment. The Stakeholders HRD faculty, HWIs administrators, hiring committees, diversity, equity and inclusion practitioners, search committees, and Black males in faculty roles in HWIs.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"300 - 318"},"PeriodicalIF":3.1,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43115467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-15DOI: 10.1177/15234223211037763
Marilyn Y. Byrd
This Special Issue was proposed and organized by Dr. Torrence E. Sparkman, who serves as guest editor. Dr. Sparkman assembled a group of scholars who recognized the underrepresentation of Black males holding administrative and executive leadership positions in predominantly White organizational and institutional contexts. Except for diversity-related roles (e.g., Chief Diversity Officers) the few occasions that Black males have been placed in roles or positions of leadership, they are often left without sufficient guidance and support by others who have experienced the trenches and the valleys of being a minoritized leader. In this Special Issue, Dr. Sparkman and the contributing authors address the problem of Black male career advancement and leadership development by presenting the perspectives of those who lead or aspire to lead in contexts where they are the visible minority. Another concern that this Special Issue will explore in depth, is the lack of visibility and voice of Black males in the academic literature. The exploration of experiences encountered by Black males in various contexts and the techniques they use to mitigate the impact of racial bias and structural barriers adds experiential knowledge to the body of traditional career and leadership development literature. The absence of topics related to the development of Black males, specifically in human resource development (HRD) could be attributed to one of two factors. First, it could be that Black males do not submit their scholarship to academic journals that would gain them recognition for their intellectual contribution. Second, and more realistically, it could be that epistemic exclusion has created a boundary that devalues topics, methodologies, and/or knowledge production by minoritized scholars (Settles et al., 2019). Epistemic exclusion is a thinly veiled form of gatekeeping that has excluded the voices of minoritized scholars from academic discourse (Dotson, 2012; Settles et al., 2019). Byrd and Stanley (2009) caution:
本期特刊由Torrence E.Sparkman博士提出并组织，他担任客座编辑。斯帕克曼博士召集了一群学者，他们认识到在以白人为主的组织和机构背景下，担任行政和行政领导职位的黑人男性代表性不足。除了与多样性相关的角色（例如，首席多样性官）——少数情况下，黑人男性被安排担任领导角色或职位——他们往往得不到其他经历过少数族裔领导人困境和低谷的人的充分指导和支持。在本期特刊中，Sparkman博士和撰稿人通过介绍那些在明显的少数群体中领导或渴望领导的人的观点，解决了黑人男性职业发展和领导力发展的问题。本期特刊将深入探讨的另一个问题是，黑人男性在学术文献中缺乏知名度和发言权。探索黑人男性在各种背景下遇到的经历，以及他们用来减轻种族偏见和结构性障碍影响的技术，为传统的职业和领导力发展文献增添了经验知识。缺乏与黑人男性发展相关的主题，特别是在人力资源开发方面，这可能归因于两个因素之一。首先，可能是黑人男性没有向学术期刊提交他们的奖学金，而学术期刊会因为他们的智力贡献而获得认可。其次，更现实的是，可能是认识排斥创造了一个边界，贬低了少数民族学者的主题、方法和/或知识生产（Settles et al.，2019）。认知排斥是一种几乎不加掩饰的把关形式，它将少数族裔学者的声音排除在学术话语之外（Dotson，2012；Settles等人，2019）。Byrd和Stanley（2009）警告：
{"title":"Editorial: Developing Human Resources: Where Are the Black Males?","authors":"Marilyn Y. Byrd","doi":"10.1177/15234223211037763","DOIUrl":"https://doi.org/10.1177/15234223211037763","url":null,"abstract":"This Special Issue was proposed and organized by Dr. Torrence E. Sparkman, who serves as guest editor. Dr. Sparkman assembled a group of scholars who recognized the underrepresentation of Black males holding administrative and executive leadership positions in predominantly White organizational and institutional contexts. Except for diversity-related roles (e.g., Chief Diversity Officers) the few occasions that Black males have been placed in roles or positions of leadership, they are often left without sufficient guidance and support by others who have experienced the trenches and the valleys of being a minoritized leader. In this Special Issue, Dr. Sparkman and the contributing authors address the problem of Black male career advancement and leadership development by presenting the perspectives of those who lead or aspire to lead in contexts where they are the visible minority. Another concern that this Special Issue will explore in depth, is the lack of visibility and voice of Black males in the academic literature. The exploration of experiences encountered by Black males in various contexts and the techniques they use to mitigate the impact of racial bias and structural barriers adds experiential knowledge to the body of traditional career and leadership development literature. The absence of topics related to the development of Black males, specifically in human resource development (HRD) could be attributed to one of two factors. First, it could be that Black males do not submit their scholarship to academic journals that would gain them recognition for their intellectual contribution. Second, and more realistically, it could be that epistemic exclusion has created a boundary that devalues topics, methodologies, and/or knowledge production by minoritized scholars (Settles et al., 2019). Epistemic exclusion is a thinly veiled form of gatekeeping that has excluded the voices of minoritized scholars from academic discourse (Dotson, 2012; Settles et al., 2019). Byrd and Stanley (2009) caution:","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"275 - 276"},"PeriodicalIF":3.1,"publicationDate":"2021-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41694299","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-16DOI: 10.1177/15234223211017852
Claretha Hughes, Yuanlu Niu
The Problem The COVID-19 pandemic has forced employees and organizational leaders to consider the reality of its impact on career goals. Individuals have been forced to reconsider or readjust their career goals as being achievable, deferred, or even eliminated. Organizational leaders or those in strategic positions have been forced to consider how individual career goals could impact the organization’s capacity to survive. The Solution Career development theories are useful for examining the role of human resource development professionals in helping employees achieve career goals as they attempt to adjust to the COVID-19 pandemic. Re-emphasizing career development as a core component of HRD highlights the significance of career development theories in adjusting to pandemics and crises that impact individual career goals and organizational strategic goals and opportunities. The Stakeholders HRD researchers, scholar/practitioners, professionals, and others who research and practice career development and use career development theory.
{"title":"Responding to Career Development Uncertainties and Successfully Navigating Career Journeys","authors":"Claretha Hughes, Yuanlu Niu","doi":"10.1177/15234223211017852","DOIUrl":"https://doi.org/10.1177/15234223211017852","url":null,"abstract":"The Problem The COVID-19 pandemic has forced employees and organizational leaders to consider the reality of its impact on career goals. Individuals have been forced to reconsider or readjust their career goals as being achievable, deferred, or even eliminated. Organizational leaders or those in strategic positions have been forced to consider how individual career goals could impact the organization’s capacity to survive. The Solution Career development theories are useful for examining the role of human resource development professionals in helping employees achieve career goals as they attempt to adjust to the COVID-19 pandemic. Re-emphasizing career development as a core component of HRD highlights the significance of career development theories in adjusting to pandemics and crises that impact individual career goals and organizational strategic goals and opportunities. The Stakeholders HRD researchers, scholar/practitioners, professionals, and others who research and practice career development and use career development theory.","PeriodicalId":51549,"journal":{"name":"Advances in Developing Human Resources","volume":"23 1","pages":"267 - 272"},"PeriodicalIF":3.1,"publicationDate":"2021-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/15234223211017852","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44845356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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