Leadership in your midst: tapping the hidden strengths of minority executives

Citation

Hewlett, S.A. (2006), "Leadership in your midst: tapping the hidden strengths of minority executives", Development and Learning in Organizations, Vol. 20 No. 3. https://doi.org/10.1108/dlo.2006.08120caf.007

Leadership in your midst: tapping the hidden strengths of minority executives

Leadership in your midst: tapping the hidden strengths of minority executives

Hewlett S.A., Buck Luce C., West C.Harvard Business Review (USA), November 2005, Vol. 83 No. 11, Start page: 74, No. of pages: 8

Purpose – to examine the leadership development undertaken by many minority executives in the USA in their lives outside work. Design/methodology/approach – describes the work of a task force of the Center for Work-Life Policy investigating the challenges facing female and minority talent. Reports on a cross-sectoral national survey and series of focus groups concerned with minority professionals’ outside leadership work and the reasons why it remains largely unrecognized. Gives examples showing the cultural capital that can result from community involvement. Highlights the extent to which African-American women in particular are active leaders in their religious communities, are involved in social outreach activities and act as mentors and tutors supporting young people in their communities. Points out that such activities develop strategic and interpersonal skills and organizational and communication capabilities. Findings – observes that many people remain distrustful of employers and of hidden bias within corporate cultures. States that minority employees are often reluctant to discuss their nonwork lives and conceal their activities from colleagues and managers for fear of reinforcing negative stereotypes. Considers the challenge facing companies that are unable to leverage development of which they are unaware and which may be purposely hidden. Discusses the opportunities to increase awareness and appreciation of community work and actions that companies can take to support those undertaking a large burden of care. Originality/value – concludes that companies will gain most from the outside leadership experiences of their employees when they consider this type of cultural capital as a form of leadership action learning.Style: General reviewISSN: 0017-8012Reference: 34AY998

Keywords: Action learning, Ethnic minorities, Leadership, Management development