No abstract

The purpose of this qualitative study is to bring the interlocking system of race, gender, and social class (intersectionality) to the conversation of leadership by examining the leadership experiences of 10 African American women in predominantly White organizations. According to the women in this study, disempowering encounters, being excluded from the good ole boy social network, being the only one, needing validation, and demythicizing (disrupting myth) stereotypical images were the most salient encounters that they experienced. Another finding from this study was the need for sociocultural theories such as Black feminist theory and critical race theory to explain and give voice to the everyday lived experiences of African American women leaders.

The linking pin among the articles in this Issue is the existence of sociocultural realities of race, gender, and social class in the everyday, lived experiences of African American women leaders. Sociocultural realities make an argument for recognizing intersectionality (the juncture of these sociocultural realities) and the experiences that can emerge (disempowering, exclusion, etc.). Therefore, sociocultural theories are needed to explain these experiences. The overarching theme of this Issue has been to give voice to African American women on encounters with intersectionality in their leadership experience. Until the silent voices are allowed to speak, the dominant perspectives will continue to ignore and challenge the need for these conversations to take place. It is in making the space for and the hearing of these voices that the value to HRD lies. For doing so informs the development and refinement of informing HRD theories, the expansion of the theoretical foundations of HRD, and the more informed research and practice of the field and profession.

This article discusses the need to address issues emerging from racial differences in the workplaceAs advocates of human resource development (HRD), we champion the move toward environments where learning and performance are essential to improving individuals and groups within our organizations. Largely unaddressed in our mission is the acknowledgment that the environment where learning and performance occurs is composed of people from different races, cultures, and backgrounds. Hence, excluding differences in people from the learning and performance equation interjects more idealism than realism in the everyday occurrences within the workplace.The purpose of this discussion is to engage in new dialogue about HRD. The intent is to stimulate thinking among the HRD community regarding racial relationships in the workplace and redefining leadership development as a tool for confronting and resolving conflicts that might occur.

The Problem. From a business perspective, the expression valuing diversity is commonly used as a branding strategy to enhance an organization's competitive advantage. The problem with diversity branding is its potential to decenter biased behaviors that could actually conceal the detrimental effects of unfair treatment under the banner of valuing difference. Presenting diversity as a utopian state without an ethical and moral concern for the people it represents is a misnomer and is in itself a misrepresentation of value. This article will argue for a more holistic philosophy of diversity that is concerned with the value of people as well as the value diversity brings to an organization's financial success. The Solution. Socially responsible leadership and the action efforts of those seated at the strategic planning table are key to reframing a more holistic philosophy for valuing diversity. Human resource development (HRD) professionals are strategically positioned in multiple roles within the organization to participate in matters of diversity and bringing about social change. Diversity intelligence will be discussed as an emerging model for guiding leaders and decision makers toward upholding an antidiscrimination commitment through the integration of business and social justice perspectives of valuing diversity. The Stakeholders. HRD researchers, practitioners, and educators who are committed to social justice outcomes for marginalized groups in the workplace; and organizational leaders responsible for developing and implementing diversity strategy.