To gain a better understanding of the new leadership challenges that diversity is bringing to organizations, the American Psychological Association provided an Interdivisional Grant to conduct a 1-day Leadership Diversity Summit (LDS). In January 2013, 15 leaders who were diverse across dimensions of race, ethnicity, gender, and sexual orientation came together to discuss the following questions: (a) How do you view leadership? (b) How is your exercise of leadership influenced by the context in which you lead, the multiple dimensions of your identity, and your lived experiences associated with culture and minority status? (c) How do you project the kind of leadership needed for the future, given the rapid change, growing diversity, and increased globalization in society? Each question was covered in a roundtable session, and discussions were recorded, transcribed, and content-analyzed. As a result, the LDS identified 4 competencies (with 16 dimensions) that are likely to be crucial to leadership in the coming years as organizations become increasingly diverse: leveraging personal and social identities, utilizing a global and diverse mindset, leveraging community and organizational contexts, and promoting a diversity-supportive and inclusive climate. In this article we describe how the LDS was conducted; discuss the framework of competencies that was identified, drawing on the insights provided by participants and on our own experiences as consulting psychologists; and then consider the implications of this framework for current practice in executive coaching and organizational consulting and for future research on diversity leadership.
This article serves as a summary for the special section of Consulting Psychology Journal focusing on the state of Black leadership and what can be done to create sustainable change. This section is part of a series of ongoing articles describing and evaluating diversity and inclusion initiatives within consulting psychology. Implications for addressing consulting process issues, research gaps, and ongoing training needs are discussed. What's It Mean? Implications for Consulting Psychology Evidence suggests that culturally congruent models of coaching are needed to improve coaching efficacy with African Americans (Kea-Edwards, 2023) and that coaches and organizations must be more willing to directly address issues of racism and systemic bias (Bendel & Passmore's, 2023; Carter et al., 2023; Kafka, 2023; Kea-Edwards, 2023). Qualitative and quantitative research has identified tools and interventions that can enable coaching efficacy and ultimately individual readiness for promotion. There has been greater attention and effort to improve leader diversity in senior executive ranks and boards with organizations. Organizations have added Lyne Desormeaux https://orcid.org/0000-0002-3039-2127 LAWRENCE JAMES received his PhD from Southern Illinois University at Carbondale. He is a licensed clinical psychologist with over 30 years of experience in various settings including clinical and corporate consulting. He is an executive coach; trusted advisor; diversity, equity, and inclusion expert; and the author of the whitepaper "Journey to the Top: Developing African American Executives." LYNE DESORMEAUX received her PsyD from the California Institute of Integral Studies and her MA in International Politics from Harvard University. She is a consulting psychologist, a supervisor of coaches, and an executive coach, and she designs and delivers diversity-focused programs for career and leadership development. She is a coauthor of the article "Making Way for Paradigms of Diversity Leadership."Lawrence James is founder and managing partner at L. James Jr. Consulting-a consulting psychology firm.
This article serves as a summary for a special section of Consulting Psychology Journal: Research and Practice. The section focuses on the state of progress for initiatives supporting women in leadership across industries and contexts. It is part of a series of ongoing articles describing and evaluating diversity and inclusion initiatives within consulting psychology. Implications for addressing consulting-process issues, research gaps, and ongoing training needs are discussed.
This case study describes my experience consulting with an international company on a leadership-development and career-advancement program for women. It aims to highlight the decision-making process that I applied while designing and conducting the coaching element of the program and to share best practice implications for coaching in such programs. I begin by describing the program’s goal and the coaching request. Next, I consider the critical aspects of the coaching element; in doing this, I will highlight the challenges I faced and the choices I made. Then I report on the program’s outcomes, offer recommendations for organizations conducting similar diversity efforts, and make suggestions about what consultants who provide coaching in such programs should pay particular attention to. Finally, I conclude with a discussion of limitations and a summary of lessons learned.
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