Emotional Intelligence, Organizational Social Architecture, and Black Male Leadership

2021 ◽  
pp. 152342232110377
Author(s):  
Enin M. Rudel ◽  
Brandi Derr ◽  
Miranda Ralston ◽  
Terrence B. Williams ◽  
Aprille Young
Keyword(s):  
Emotional Intelligence ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Support ◽  
Black Male ◽  
Resource Development ◽  
Organizational Setting ◽  
Social And Emotional ◽  
Social Architecture ◽  
Development Literature

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.

Exploring the Relationship Between Diversity Intelligence, Emotional Intelligence, and Executive Coaching to Enhance Leader Development Practices

2018 ◽  
Vol 20 (3) ◽  
pp. 285-298
Author(s):  
Jenell L. S. Wittmer ◽  
Margaret M. Hopkins
Keyword(s):  
Emotional Intelligence ◽  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Interpersonal Relationships ◽  
Executive Coaching ◽  
Resource Development ◽  
Practical Applications ◽  
Practical Support ◽  
Human Resource Development Professionals

The Problem Leadership development is one of the most pressing issues for human resource practitioners within organizations. Recently, coaching to enhance emotional intelligence (EQ) has become a major focal area for human resource and leadership development. The concept of EQ has received overwhelming research and practical support, suggesting that it, more so than technical skills or cognitive ability, is the key determinant of success in leaders. However, EQ alone may not help leaders in creating an inclusive work environment and proactively recruiting and developing diverse employees. The Solution Diversity intelligence (DQ), recently introduced by Hughes, is another important skill that has significant impact on the interpersonal relationships at work. The current article seeks to integrate the concepts of EQ and DQ with a practical and strategic approach for human resource development professionals. A theoretical review, qualitative examination, and practical application of the main models of EQ with a focus on how specific components of these models can be utilized in coaching for increased DQ is presented. Using concepts of executive coaching and general principles of leadership development, the current study examines which facets, or dimensions, of EQ should be highlighted and developed to increase DQ. The Stakeholders In addition to identifying which facets of each EQ model are essential for DQ, practical applications for human resource development practitioners and leaders are presented.

The Trenches and Valleys of Corporate America: A Black Male Human Resource Leader’s Autoethnographic Account

2021 ◽  
pp. 152342232110377
Author(s):  
Cory J. Wicker
Keyword(s):  
Leadership Development ◽  
Critical Race Theory ◽  
Human Resources ◽  
Predominantly White ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Support ◽  
Black Males ◽  
Black Male ◽  
Male Leader

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.

Emotional intelligence research within human resource development scholarship

2016 ◽  
Vol 40 (2) ◽  
pp. 90-110 ◽  
Author(s):  
Forouzan Farnia ◽  
Fredrick Muyia Nafukho
Keyword(s):  
Emotional Intelligence ◽  
Content Analysis ◽  
Leadership Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Group Process ◽  
Resource Development ◽  
The Body ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this study is to review and synthesize pertinent emotional intelligence (EI) research within the human resource development (HRD) scholarship. Design/methodology/approach – An integrative review of literature was conducted and multiple electronic databases were searched to find the relevant resources. Using the content analysis technique, the literature was reviewed and thematically organized. Findings – Seven major themes emerged through the process of content analysis on the body of the reviewed literature. The themes which described the presence of EI-related research within the field of HRD, included: Conceptual connections between EI and HRD; various aspects of EI training and development; the strengths and weaknesses of different EI measurement tools; EI profiles of individuals across various careers; the influence of context in the interpretation of EI; the role of EI in productive interpersonal interactions; and, finally, the impact of EI in leadership development and performance. Research limitations/implications – The search for this review was limited to peer-reviewed published EI-related articles which contained the keywords “human resource development” or “HRD”. While the field of HRD encompasses a wide variety of areas, this study has the limitation of excluding other relevant articles that did not contain the key terms. Originality/value – The originality of this study lies in its focus on EI and developing human resources. It argues that EI is a legitimate organization development intervention that can be effectively utilized to improve performance at individual, group, process and organizational levels.

scholarly journals Jere R. Behrman. Human Resource Development? Review of Issues and Evidence. New Delhi: ILO-ARTEP, 1990. lOSpp.

1990 ◽  
Vol 29 (3-4) ◽  
pp. 345-349
Author(s):  
Tayyeb Shabbir
Keyword(s):  
Economic Growth ◽  
United Nations ◽  
Human Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Industrialized Countries ◽  
Newly Industrialized Countries ◽  
The United Nations ◽  
Development Literature

In the recent literature on development economics, the adjective 'human' is encountered with increasing frequency. On the one hand, the 'human resource-led development (HRLD) strategies' of the kind that were presumably adopted by the Newly Industrialized Countries of Asia are being increasingly cast as the leading means of achieving rapid economic growth. And on the other hand, in a manner that is reminiscent of the 'growth versus distribution' debate of the early 1970s, we are being urged to set our goals more in terms of broad 'human development' of the society rather than merely its 'economic growth'. These new trends in the economic development literature are evident from the contents ofthe recent academic journals as well as from the activities of the various international organizations. The World Bank's choice of 'Poverty' as the theme for its 1990 World Development Report, the United Nations Economic and Social Commission's April 1988 pronouncement of the 'Jakarta Plan of Action' regarding human resource development in the ESCAP region, the United Nations Development Programme's recent Human Development Report, and the Asian Development Bank's analysis of the role of human resources in economic growth in its 1990 Asian Economic Outlook are cases in point.

Human Resource Development Obstacles Measure

2019 ◽  
Author(s):  
Negin Fallah Haghighi ◽  
Masoud Bijani ◽  
Morteza Parhizkar
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development
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