Leadership “Makers” and “Breakers” for Emerging Leaders

Pitfalls, vulnerability, and challenges to self-confidence are not uncommon for emerging professionals. Whether you are a new supervisor in healthcare or the technology field, a junior professor in STEM, or a leader for your own non-profit, trepidation is not unusual. However, many emerging leaders find themselves with an imposter syndrome that can immobilize their career trajectory. To move forward, working through the emotions and mind games must be intentional.

Ten years ago, I interviewed five diverse, emerging leaders in sales, merchandising, communications, and finance positions (Diversity MBA Magazine, 2010). Not surprisingly, their thoughts about leadership resonate with us today; especially in the rapidly changing global and technology-driven environment.

They described “leadership makers” or the qualities and skills that build leaders.  These are leadership courage, belief in oneself, and grit, among other competencies.

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The Mindset for Negotiations in Business Practice

The Mindset for Negotiations in Business

For the past few months a good friend from law school, Emily, has been searching for a new job. She was offered a position as General Counsel with a small but growing marketing firm but nearly declined because the salary offered was quite a bit lower than her stated salary requirements. Instead, she shared that she would like to take the job but needed a salary that was 50% more than what they were offering. The company countered with another offer that still fell short and Emily was hesitant to accept it. Seeing her hesitance, the company increased its counteroffer and gave her a better job title—General Counsel and Senior Advisor. As a result, Emily happily accepted.

We all negotiate from time to time, whether we’re buying a new car or persuading a toddler to eat her vegetables with the promise of dessert. In fact, the United States’ criminal justice system functions more or less efficiently because of the negotiations system we call plea bargaining. Were plea bargaining to end, the justice system would grind to a halt, overwhelmed by the sheer volume of cases brought to trial. Those attorneys unwilling to negotiate and compromise from time to time risk their reputations preceding them. Similarly, approaching business with a negotiations mindset is important for a successful career.

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Black History Month

Recognizing African American Contributors to U.S. Society

Booker T. Washington, Rosa Parks, Dr. Martin Luther King, Jr., Maya Angelou, Thurgood Marshall, Oprah Winfrey, Angela Davis, Jackie Robinson, Katherine Johnson, Barack Obama, Toni Morrison, Langston Hughes, Paul Robeson, bell hooks, Michelle Obama, Janet Helms, and Carter G. Woodsen. This is but a small list of the multitude of African American activists and pioneers who have fought long and hard to bring about much-needed change in the United States. Their intellect, leadership, social justice activism, and tireless labor have brought sociocultural enrichment to all of us. Sadly, achievements by African Americans have often gone uncelebrated. You may not have heard of some of the individuals listed above. If not, I urge you to spend a few moments familiarizing yourself with who they are and their accomplishments.

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Accommodating Religious Preferences in the Workplace: Best Practices

Accommodating Religious Preferences in the Workplace: Best Practices

As the members of the 116th Congress were sworn in earlier this month, one Representative stood in violation of the 1837 House rule banning head coverings on the house floor. Congresswoman Ilhan Omar of Minnesota, a Muslim, is the first Congressional representative to wear a hijab. Later that same day, a rules change adopted by the House permitted religious head coverings on the floor, allowing Rep. Omar to wear her hijab without running afoul of House rules on a daily basis.

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Mending Workplace Relationships by Communicating Empathy

Mending Workplace Relationships by Communicating Empathy

Empathy: Expressing understanding, a sense of concern or interest in another person’s situation without needing to have the same feelings they may be experiencing.

  • Have you complained about your supervisor or co-workers to others without sharing the feedback first with that person?
  • Do you tend to blame others for things that go wrong without looking at what you can do to change the situation?
  • Do you take feedback or constructive criticism personally?
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Dimensions of Identity

Dimensions of Personal Identity in the Workplace

In a training video I used many years ago, an African American man told a group of other men:

When I look into the mirror I see my black face. I cannot change this; this is who I am and I go to the workplace every day with this black face. So, often, people cannot see beyond it.

The man was stating the obvious about his physical appearance, but also pointing out that people may not get to know him more fully if they have immediate thoughts and emotions about his appearance. In fact, this is a reality that many individuals experience in the workplace. In the model below, Dimensions of Personal Identity (Arredondo, 2017; Arredondo & Glauner, 1992),  I propose intersecting dimensions of identity. While the ‘A’ dimensions are the more visible, dimensions ‘B’ and ‘C’ are more invisible, yet very much part of an individual.

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The Workplace Impact of Sexual Harassment and Assault on Women

The Workplace Impact of Sexual Harassment and Assault on Women: Research Findings

In the past year, Dr. Patricia Arredondo has posted several blogs on the topics of Gender Microaggressions at Work: The Visible and Invisible (July 2018) Bullying in the Workplace (August 2018) and Historic Pervasiveness of Sexual Harassment in the Workplace (November 2017). These blogs describe the microinsults that occur and the sense of disrespect experienced by the targets of bullying, sexual harassment, and “everyday microaggressions”. This month’s blog builds on contemporary sociocultural realities that affect individuals in the workplace.

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Latinx versus Latina/o versus Hispanic—It’s the 21st Century

Many workplaces and universities are getting ready to celebrate Hispanic Heritage Month, signed into law in 1988 by President Ronald Reagan, and intended to honor the contributions of persons of Hispanic and Latina/o heritage in the U.S. This month-long event (September 15th-October 15th) is an opportunity for more than 56 million individuals to celebrate their collective and country-specific ethnic heritage. The celebration is also a time for awareness and knowledge-building about self, friends, and workplace colleagues.

Hispanic, Latina/o, Latin@, and Latinx are all terms that have been used to categorize or label people from 21 Spanish-speaking countries. As a psychology scholar of Mexican-American heritage (born in Lorain, OH), I have lived through the evolution of identity monikers that do not always fit who I am or how I want to identify ethnically. In fact, many colleagues and friends prefer to call themselves Puerto Rican, Colombian, Dominican, or Chicana because this expresses their ethnic heritage, their family history—something more personal.

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Workplace Bullying

Bullying in the Workplace: An Unfortunate Reality

Bullying in schools continues to receive deserved and extensive attention. Originally, the focus was on playground and hallway behavior with individuals or groups ganging up on an individual perceived to be weaker, different, or otherwise, a good target for aggression. Boy-on-boy violence today continues to be more commonplace.

The workplace, the setting where individuals go daily to “make a living,” advance their career, and to otherwise contribute to an organization’s mission and bottom line, is a site of daily bullying to both men and women alike.

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Gender Microaggressions at Work: The Visible and Invisible

At work, this guy is always eyeing me up and down; it makes me feel awful.

During our team meetings, one guy invariably interrupts and talks over all of the women, even the team leader; why doesn’t someone call him out?

I shared with my female colleague that her jokes about women were creating an unhealthy dynamic in the department; she told me I was being too sensitive and should join the #metoo movement.

Gender Microaggressions

Gender microaggressions are defined as brief and everyday verbal and nonverbal behaviors and environmental conditions that communicate demeaning, hostile, and otherwise sexist insults towards women (Nadal, 2010). Nadal also describes three types of gender microaggressions:

  • Gender microassault: Blatant sexism, verbal, nonverbal, and behavioral. For example, verbal demeaning by calling a woman a “bitch” or a “whore.”
  • Gender microinsults: Often unintentional behaviors and statements that still convey negative messages about women. For example, in professional association meetings or classrooms, the convener may call primarily on men although women are raising their hand to speak.
  • Gender microinvalidation: This takes many forms, from exclusion from an activity because of a women’s sex, negating a woman’s ideas with jest, and ignoring a woman in the room of all men, even though she is a co-worker.

Swim, Hyers, Cohen, and Ferguson (2001) also calls these behaviors “everyday sexism” because they occur so often that they then become taken for granted as typical in that setting. We may all be in settings where everyday sexism is ongoing yet fail to notice but make attributions such as: That’s just John, being John; don’t take him seriously; or Carl is basically a good guy, just from an older generation, calling you sweetheart is not a big deal.

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