Bonaparte, Y. (2016). Leaning in: A phenomenological study of African American women leaders in the pharmaceutical industry. Advancing Women in Leadership, 36, 11-16.
The negligible percentage of African American women in leadership positions in different industries reflects the challenges these members of the community have to go through. The purpose of this study was to learn more about the views and issues associated with such female leaders in the pharmaceutical industry. The existing problem was that very little evidence was available regarding the experiences of such women. The available literature did not offer suggestions for stakeholders to collaborate and address their demands. The researcher considered the use of a qualitative study to analyze the behaviors of 8 women in leadership positions within the pharmaceutical industry (Bonaparte, 2016). The analysis also focused on some of the strategies ad initiatives most of these women considered to navigate their issues and situations.
The findings revealed that several themes defined the lives and goals of most of these African American female leaders in the pharmaceutical industry. The individuals were keen to make a significant difference, serve as mentors, leverage knowledge and information, seek support, present the highest level of integrity, and tackle every recorded challenge (Bonaparte, 2016). These initiatives made it easier for them to cope and overcome some of the obstacles that could affect their achievements and gains. The findings could serve as the basis for pursuing additional studies. For instance, future scholars could focus on this issue and examine the themes that were associated with female leaders in other industries, such as manufacturing and banking. The insights could also form the basis for analyzing future demands and presenting additional insights to guide and meet the demands of more women. These insights will allow more women to face some of the recorded obstacles and identify new ways to achieve their maximum potential.
Holder, A. M. B., Jackson, M. A., Ponterotto, J. G. (2015). Racial microaggression experiences and coping strategies of black women in corporate leadership. Qualitative Psychology, 2(2), 164-180.
Many African American women encounter diverse challenges in their workplaces that make it hard for them to achieve their potential. In this article, the authors’ purpose was to analyze the unique experiences of racial abuse and microaggressions in different workplaces and how the affected individuals could cope. The targeted problem was that past studies had failed to examine the nature of microaggressions in positions of leadership, how they affected black women, and some of the best strategies for coping (Holder et al., 2015). In terms of method and design, the investigators relied on the use of semi-structured interviews targeting 10 women who were in senior-level managerial or corporate positions (Holder et al., 2015). These participants were required to offer their views regarding the nature of racism and how it impacted workers’ experiences (Holder et al., 2015). The focus was primarily on members of the African American racial group and their coping approaches.
The findings revealed that most of the African American women in positions of leadership encountered a wide range of challenges, including stereotypes, invisibility, assumed experience of Black women, and exclusion. Some of the emerging coping strategies from the exercise included support groups, mentorship, engaging in self-care, spirituality, and religion (Holder et al., 2015). The implications for future research is for the relevant stakeholders to consider emerging approaches and programs that could be introduced in different working environments to meet the demands of more women (Holder et al., 2015). Such efforts will take them closer to their goals. The relevant partners can, therefore, complete additional investigations to learn more about the experiences of women from different minority groups and propose superior initiatives for coping.
Field, L. C., Souther, M. E., & Yore, A. S. (2020). At the table but can not break through the glass ceiling: Board leadership positions elude diverse directors. Journal of Financial Economics, 137, 787-814.
The authors of this article wanted to analyze the nature of labor markets, how they affected gender and race, and learn more about the process of appointing board leaders. The existing problem that encouraged them to complete such a study was because past theories and analysts had only focused on the experienced of elected candidates. However, such investigations had failed to appreciate the fact that boardrooms were characterized by appointed and hired candidates (Field et al., 2020). The researchers relied on the use of a qualitative approach to analyze the available information from Directors database. The information was analyzed in such a way that women in board and senior positions were sampled and grouped in accordance with their achievements. This design presented the required observations and insights that could support the completion of the intended study.
The findings revealed that the percentage of board members from minority and female groups had increased significantly. Such individuals also had reduced chances of serving in positions of leadership. However, the analyses indicated that most of the women possessed adequate skills and qualifications that could take them closer to their goals. Those with strong financial skills and leadership abilities recorded minimum chances for appointment. Such observations expose the gaps and challenges many women face when trying to break the glass ceiling. Future studies should focus on the nature of these findings and offer additional ideas that can guide leaders of different corporations to promote diversity (Field et al., 2020). The inclusion of more women in boards and appointing them to occupy senior positions will transform the current situation and take them closer to their social and economic goals. The approach can also make it easier for more companies to achieve their business objectives.
Jackson, L. C., & Bouchard, M. M. (2019). Mentoring: A key success factor for African American women in the U.S. federal senior executive service. SAM Advanced Management Journal, 84(4), 35-56.
Career success is the dream of many individuals working in different positions and capacities. The purpose of this study was to “analyze views held by African American women in the Senior Executive Service (SES) and those serving in the GS-15 and GS-14 development pool of federal government employees” (Jackson & Bouchard, 2019, p. 36). The researchers sought to learn more about the major factors that women from the selected racial groups thought were capable of empowering and guiding them to achieve their goals. This study was intended to address some of the gaps and problems in literature. For instance, the SES was characterized by a small percentage of women and other people from minority groups. Such a gap was making it hard for analysts and policymakers to acquire new ideas for meeting the demands of persons with diverse backgrounds. The existing requirement is for executive agencies to design proper strategies that can result in the recruitment and employment of individuals from minority groups. This gap does not disclose the critical factors for career success.
The researchers relied on the use of a quantitative study design where 188 online participants were required to respond to the posed questions. The model presented the relevant answers from the interviewees. Several hypotheses were formulated and tested in the study. The completed work revealed that many participants identified internal factors as the primary determinants of success. The researchers also observed that mentors were capable of empowering and guiding more women to achieve their aims (Jackson & Bouchard, 2019). The findings identified the need for stakeholders and policymakers to engage in additional studies. Such efforts will present external forces and enablers that can meet the demands of more women from minority groups and take them closer to their career objectives.
References
Bonaparte, Y. (2016). Leaning in: A phenomenological study of African American women leaders in the pharmaceutical industry. Advancing Women in Leadership, 36, 11-16. Web.
Field, L. C., Souther, M. E., & Yore, A. S. (2020). At the table but can not break through the glass ceiling: Board leadership positions elude diverse directors. Journal of Financial Economics, 137, 787-814.
Holder, A. M. B., Jackson, M. A., Ponterotto, J. G. (2015). Racial microaggression experiences and coping strategies of black women in corporate leadership. Qualitative Psychology, 2(2), 164-180. Web.
Jackson, L. C., & Bouchard, M. M. (2019). Mentoring: A key success factor for African American women in the U.S. federal senior executive service. SAM Advanced Management Journal, 84(4), 35-56.