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Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.

Career development involves how employees manage their career advancement. This study aims to investigate the relevance of Sun Tzu's Art of War to career development of construction professionals with the aim of suggesting strategies that may be adopted for career development.

The data collection technique was in‐depth interviews with 32 subjects who are Singapore‐based construction professionals. The subjects were asked 13 open‐ended questions which were developed based on the Art of War.

The main findings on the effective career development strategies are: outperforming peers by developing deep job experience and delivering excellent performance; adopting a team member posture before moving on to a team leader stance; handling office politics and conflicts effectively; maintaining flexibility and manoeuvrability in one's career; networking; and acquiring foreknowledge.

The study is qualitative in nature, thus, the actual effectiveness of the recommendations for career development is not known. There may also be some more strategies undisclosed by interviewees as sharing them may cause them to lose their competitive advantage.

The effective strategies for career development are found. Construction professionals may adopt some military strategies that may help them in their career development.

The relevance of military strategies to career development in construction firms suggests that career progression is akin to war, where winning is important and strategizing to win is necessary.

In this paper military strategies are mapped onto career development, and relevant career advancement strategies are identified.

The purpose of this paper is to examine the effects of organizational-related variables and the moderating role of career strategies on protean career among employees.

Research data are gathered from a sample of 306 employees in 18 electrical and electronics multinational corporations (MNCs) in Malaysia. Partial least squares structural equation modeling (PLS-SEM) is used to examine the influences of organizational-related factors and the moderating role of career strategies on protean career.

The results demonstrate that organizational-related variables, namely, employability culture and mentoring are viewed as potential predictors of protean career. There are significant moderating effects of career strategies on the relationship between both employability culture and mentoring toward protean career among employees.

This paper provides an empirical framework to explain protean career based on the review of career-related literatures.

The findings provide implications to both organizations and human resource development practitioners on new career trends of protean career. Practical interventions are suggested to assist individuals and organizations toward protean career development.

This paper offers new insight into the predicting factors of protean career and its moderating role on career strategies.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The purpose of this paper is to examine the effects of individually related variables and the moderating role of career strategies on protean career among professionals in Malaysian Electrical & Electronics (E & E) industry.

Research data were gathered from a sample of 306 of professional employees in 18 E & E multinational corporations in Malaysia. Partial least squares structural equation modelling was employed to examine the influences of individually related factors and the moderating role of career strategies on protean career.

The results demonstrate that individually related variables, namely, self-efficacy, outcome expectation, goal orientation and locus of control are viewed as potential predictors of protean career. There are significant moderating effects of career strategies on the relationship between goal orientation and protean career among professional employees.

This paper provide an empirical framework to explain protean career based on the review of career-related literatures.

The findings provide implications to both individuals and human resource development (HRD) practitioners on new career trends of protean career. Practical interventions are suggested to assist individuals and organizations towards protean career development.

This paper supports individual protean career development.

This paper offers new insight into the predicting factors of protean career and its moderating role on career strategies.

This case study, within the context of boundaryless and protean career development frameworks, investigates linguistic profiling and how code-switching is used to mitigate its impact on Black leaders during their careers. The experiences of Black women coaches and the coaching support they offered Black women clients in code-switching, leadership and career advancement are described. The value of leadership coaching when used to navigate these career progression challenges is emphasized.

The study employed a multiple-case study approach of two Black women leadership coaches.

The findings of this study illustrate the understanding of code-switching and the coaching techniques employed by two Black women leadership coaches. Sage focused on educational strategies, offering historical contexts and resources, while Khadijah leaned on empathy-driven methods, using storytelling to evoke reflection. Both coaches emphasized creating safe spaces for open dialog, encouraged clients to reconsider their actions and values regarding code-switching challenges and sought to prompt clients towards authenticity while navigating career spaces effectively.

Additional strategies for coach practitioners include cultivating trust and a safe environment; active listening; challenging biases and assumptions; contextual understanding; empowering authentic self-expression; fostering skill development; challenging stereotypes; promoting autonomy and flexibility and adopting cross-cultural sensitivity, humility and competence. These practical coaching strategies bridge the gap in career development research by demonstrating how race-conscious strategies can promote workplace inclusivity and promulgate career development.

The study underscores the problem of linguistic profiling, the complexity of code-switching and implications for Black women navigating their career journey within professional spaces. It highlights the significance and value of tailored leadership coaching strategies to promote career advancement. This study addresses the gap in career development research related to linguistic profiling avoidance strategies for workplace inclusivity.

The purpose of this paper is to examine the influence of generation Y’s career establishment strategies on self-directedness career and to determine the moderation effect of gender on the relationship.

Data were collected from 188 full-time employees from different functional areas and departments of selected MNCs in Malaysian Electrical and Electronic Industry. Partial least squares structural equation modeling was used to examine the influences of establishment strategies and the moderating role of gender on self-directedness career.

Findings show that there are significant positive relationship between career strategies and self-directedness career at career establishment stages of generation Y. There is a significant difference between males and females in career establishment strategy (i.e. creating career opportunities) and self-directedness career.

This paper explains self-directedness career based on the review of related career literatures whereby some may not specifically referring to Generation Y.

Such insights are useful for HRD practitioners dto develop relevant HRD interventions to assist individuals and organizations in career development.

This paper offers new insight into the predictors of self-directedness career and the moderating role of gender on the relationships.

The present study has two purposes. One is to investigate the relationship between an Inter‐Organizational Career Orientation (IOCO) of employees and their career strategies. The second is to investigate the effects of the career attitudes that an IOCO has on employee career strategies.

The facts and conclusions presented in this paper were obtained from a study of 365 employees from 16 companies. A multiple regression analysis was adopted for testing hypotheses.

With regard to the first objective, it was determined that IOCO has a positive effect on inter‐organizational career strategies (career exploration) and a negative one on organizational career strategies (self‐nomination). With regard to the second objective, the moderating effects of career attitudes toward the relationships described as follows became clear: job involvement of employees with regard to the relationship between IOCO and creating career opportunities; job involvement of employees with regard to the relationship between IOCO and self‐nomination; job involvement of employees with regard to the relationship between IOCO and career insight; and career goal commitment of employees with regard to the relationship between IOCO and challenging work behavior.

An analysis according to demographic factors and the implementation of longitudinal research are suggested as future research subjects.

This paper showed that IOCO contributed not only to the rejection of organizational career strategies but also to that of organizational and inter‐organizational career strategies. “Domain fit hypothesis” was verified in new organizational behavioral concepts between career orientation and a career strategy.

Demonstrates how to build commitment and retain employees through a career-development strategy.

Shows how organizations often mismanage career development and how they could do better.

Describes the five “Ps” of poor career development, the foundations of a career-development strategy and a number of career-development activities.

Highlights the importance of beginning early, communicating clearly, partnering employees, facilitating internal movements and taking action frequently.

Advances the view that employee disengagement and high employee turnover are expensive and often avoidable.

Argues that the lack of career development continues to be a major cause of employee dissatisfaction and turnover and shows how this can be avoided.

The purpose of this paper was to examine the influence of generation Y’s career establishment strategies on the self-directedness of their careers, and also determine the moderating effects of gender on the relationship.

In this study, the authors looked at three types of career strategies – “creating career opportunities”, “seeking career guidance” and “self-nomination.” They tested the correlations of each one with self-directedness in the career establishment stage. The sampling for the study was general Y employees from multinationals in the Malaysian Electrical and Electronic Industry.

In analyzing the results it was found that 34.5 per cent of the variance of self-directedness in the careers of generation Y workers could be explained by creating career opportunities, seeking career guidance and self-nomination strategies. The best predictor of self-directedness was “creating career opportunities.” The results also revealed that male respondents were more likely than their female counterparts to use career creating opportunity strategies to achieve self-directedness.

The results show that generation Y workers should take care to improve their skills in order to manage their career development. This requires a willingness to take every opportunity to benefit from education, training and job experience. The authors also advise generation Y workers to seek out career guidance from experienced colleagues. It is also important that career counselors understand generation Y’s values in order to set the most suitable goals.