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

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.

My Fair Lady? Inferring Organizational Trust From the Mere Presence of Women in Leadership Roles

The history of male dominance in organizational hierarchy can leave a residue of mistrust in which women in particular do not expect fair treatment. The mere presence of a female leader relative to a male leader led perceivers to anticipate fairer treatment in that organization (Study 1) and greater projected salary and status (Study 2). This mere presence effect occurred uniquely through communal and not agentic affordances; these patterns emerged especially or only for women. Female leaders cued organizational trust in both male- and female-dominated industries (Study 3) and when they occupied different levels of the organizational hierarchy (Study 4). When information about organizational communal affordances is directly communicated, both female and male leaders signal trust (Study 5). The processes and practices of male-dominated organizational culture can leave a residue of mistrust, but viewing women in leadership is one beacon illuminating paths forward and upward.

A Blueprint for Developing Black Male Leader Identity, Capacity, and Efficacy Through Leadership Learning

Developing future leaders has always been an important part of postsecondary education, as seen currently in many institutional mission statements. This chapter explores the development of leader identity, capacity, and efficacy of Black men through an academic course at Florida State University. Building on the foundations of the leadership learning framework and the culturally relevant leadership learning model, the Black Male Leadership course was intentionally developed and is taught each semester. The authors provide an overview of the course, report course participants' perceptions of the course, and lessons learned in the course development and implementation process. This chapter hopefully provides a blueprint for institutions to develop and implement such a course.

ANALYSIS OF MODERN TRENDS OF OVERCOMING MANAGERIAL STEREOTYPES

The preferences of employees of organizations in male and female leadership qualities, as well as in the choice between a male leader and a female leader have been studied. More specifically, three factors have been considered, which can influence on these preferences: gender of the employee, gender of the manager, and the ratio of men to women in the organization. In the process of research, the theory of congruency has been studied, which claims that there is a mismatch between the female gender role and the role of manager. The concept of tokenism has been analysed. Empirical studies show mixed support for the concept of tokenism. Indeed, there are studies confirming that numerical representation negatively correlates with discrimination. Using the theory of social roles, it has been concluded that women leaders suffer from shortcomings based on prejudices related to gender and managerial stereotypes. As a result of the study, the author comes to the conclusion that increasing the proportion of women leaders is an effective way to overcome managerial stereotypes.

Destruction

This chapter introduces the concept of organisational violence to examine the consequences of gendered racism. It illuminates the ways organisations become inhospitable spaces for diversity. Specifically, the chapter demonstrates how diversity management has gradually supplanted social justice agendas through a capitalist logic. Despite the modest gains of diversity initiatives, recent backlashes against diversity highlight the significant hostility towards change in white patriarchal organisations and societies. Considering that much of what is written about diversity centres on the figure of a white male leader who extends inclusion to the Other, the chapter interrogates how dominant assumptions and practices of diversity can ultimately harm those who diversity initiatives are said to benefit.

Analysis of Female Headmasters in West Sumatra

This study aims to analyze the leadership of women as principals. The Leadership was observed in the terms of nature, behavior, situation, strengths, weaknesses, opportunities, and challenges of women's leadership. The study used a qualitative approach with case studies. Furthermore, purposive sampling was used to determine the participants of the research. Data were collected through observation, interview and documentation. Validation of the data was done through data reduction, data presentation and data verification. The results of the research, in terms of the leadership of the principal, show that the principals have the ability and readiness of knowledge. From the behavioral aspect, the principals can establish good relationship which is familial and democratic. Therefore, the leadership situation of female principals creates a humane and democratic atmosphere. The advantages of female principals are seen in terms of emotional stability, awareness, communicative, detail and confidence, however, there are still weaknesses in terms of assertiveness, with strong patriarchal values. Nevertheless, female principals still can work in the public sphere by attending training and becoming organizational officials. Female principals face more challenges not only to advance the school but to provide good leadership proof in order to reduce the paradigm of ideal male leader. It can be concluded that the female principals’ leadership is able to provide a new, democratic, and humanist ambience. Keywords: democratic, humanistic, female leadership ABSTRAK Penelitian ini bertujuan menganalisis kepemimpinan perempuan sebagai kepala sekolah. Ditinjau dari segi sifat, perilaku, situasi, kekuatan, kelemahan, kesempatan, dan tantangan kepemimpinan perempuan. Penelitian menggunakan pendekatan kualitatif dengan studi kasus. Selanjutnya purposive sampling untuk menentukan informan penelitian. Data dikumpulkan melalui observasi, wawancara dan dokumentasi. Keabsahan data melalui reduksi data, penyajian data dan verifikasi data. Hasil penelitian dari sifat kepemimpinan kepala sekolah menunjukkan kesanggupan dan kesiapan pengetahuan melalui pelatihan. Seterusnya segi perilaku mampu menjalin hubungan bersifat kekeluargaan, demokratis. Dengan demikian situasi kepemimpinan perempuan menciptakan suasana humanis dan demokratis. Terlihat kelebihan kepemimpinan perempuan dari sisi kestabilan emosi, kepedulian, komunikatif, detail dan percaya diri, namun masih terdapat kelemahan segi ketegasan terutama disekolah kejuruan dengan nilai-nilai patriarkhis. Meskipun demikian kepemimpinan perempuan memiliki peluang bekerja diruang public. Perempuan menghadapi banyak tantangan memberikan pembuktian kepemimpinan ideal. Dapat disimpulkan kepemimpinan kepala sekolah perempuan mampu memberikan nuansa baru demokratis dan humanis dalam kepemimpinannya. Kata kunci: demokratis, humanis, kepemimpinan perempuan

A Blueprint for Developing Black Male Leader Identity, Capacity, and Efficacy Through Leadership Learning

Developing future leaders has always been an important part of postsecondary education, as seen currently in many institutional mission statements. This chapter explores the development of leader identity, capacity, and efficacy of Black men through an academic course at Florida State University. Building on the foundations of the leadership learning framework and the culturally relevant leadership learning model, the Black Male Leadership course was intentionally developed and is taught each semester. The authors provide an overview of the course, report course participants' perceptions of the course, and lessons learned in the course development and implementation process. This chapter hopefully provides a blueprint for institutions to develop and implement such a course.

A potential generation gap: perspectives on female leadership

Purpose – The purpose of this study is to examine the potential relationship between generational membership and perspectives on female leadership. Design/methodology/approach – Participants from Generation X (birth years from 1961 to 1980) and Generation Y (birth years from 1981 to 2000) rated 10 descriptor words, which came from Kouzes and Posner’s ten most admired leadership characteristics. Participants were put into three gender conditions: rating a male leader, female leader or gender-neutral leader. Findings – Differences did not emerge for the gender conditions, probably due to the methodology implemented. However, findings indicated that Generation X members admired competency and honesty more than Generation Y members, while Generation Y members admired ambitiousness and determination more than Generation X members. Social implications – By examining the perceptions of different generations, we can begin to track potential changes in this country’s perspective on female leadership. Originality/value – This study addresses how generation may be specifically linked to attitudes toward leadership; however, few empirical research projects have been done on the subject. Because this area of research has not been explored thoroughly, the present study has the potential to yield new and illuminating results. The present study may be one of the first steps in determining if our views on female leadership are changing.