This chapter draws on developmental intergroup theory, parental ethnic-racial socialization literature, anti-bias curricula, and prejudice intervention studies to address…
This chapter draws on developmental intergroup theory, parental ethnic-racial socialization literature, anti-bias curricula, and prejudice intervention studies to address the appropriateness of discussing race and racism in early childhood settings. Existing literature about teacher discussions surrounding race and racism is reviewed, best practices are shared, and the need for more research in this area is highlighted. The construct of parental ethnic-racial socialization is mapped onto early childhood anti-bias classroom practices. The chapter also outlines racial ideologies of teachers, specifically anti-bias and colorblind attitudes, and discusses how these ideologies may manifest in classroom practices surrounding race and racism. Colorblind ideology is problematized and dissected to show that colorblind practices may harm children. Young children’s interpretations of race and racism, in light of children’s cognitive developmental level, are discussed. Additionally, findings from racial prejudice intervention studies are applied to teaching. Early literacy practices surrounding race and racism are outlined with practical suggestions for teachers and teacher educators. Moreover, implications of teacher practices surrounding race and racism for children’s development, professional development, and teacher education are discussed.
The increasing number of corporate scandals and averseness to employee commitment have brought the concept of responsible leadership (RL) to the forefront of…
The increasing number of corporate scandals and averseness to employee commitment have brought the concept of responsible leadership (RL) to the forefront of organisational studies. Many studies have found that leadership practice is an antecedent of employees' organisational commitment. However, little attention has been devoted to exploring the newly evolved RL for its impact on employee commitment. This study examines the influence of RL on the three-component model of organisational commitment.
Applying the Social Identity Theory of Leadership (SITL), this study investigates the relationships between RL and the three-component model of organisational commitment. In particular, this study is framed to apply RL as a value-based leadership approach to examine its relationship on employees’ three types of organisational commitment such as affective, continuance and normative commitment. A web-based self-administered survey was applied to collect data targeting a sample of 200 full-time Australian employees.
The study results show that RL significantly effects all three components of organisational commitment. Both affective and normative commitments were significantly associated by RL compared to employees' continuance commitment.
The paper extends the knowledge regarding newly evolved concept of RL which explains the significance of employee commitment and, further it provides empirical evidence from the perspective of SITL. The main contribution in this paper comes from new knowledge about the associations among RL and the three-component model of organisational commitment.
C. Malik Boykin, N. Derek Brown, James T. Carter, Kristin Dukes, Dorainne J. Green, Timothy Harrison, Mikki Hebl, Asia McCleary-Gaddy, Ashley Membere, Cordy A. McJunkins, Cortney Simmons, Sarah Singletary Walker, Alexis Nicole Smith and Amber D. Williams
The current piece summarizes five critical points about racism from the point of view of Black scholars and allies: (1) Black people are experiencing exhaustion from and…
The current piece summarizes five critical points about racism from the point of view of Black scholars and allies: (1) Black people are experiencing exhaustion from and physiological effects of racism, (2) racism extends far beyond police brutality and into most societal structures, (3) despite being the targets of racism, Black people are often blamed for their oppression and retaliated against for their response to it, (4) everyone must improve their awareness and knowledge (through both formal education and individual motivation) to fight racism and (5) anti-racist policies and accountability are key to enact structural reformation.
The first three of these points detail the depths of the problem from the perspectives of the authors and the final two lay out a call to action.
This viewpoint is the joint effort of 14 authors who provided a unified perspective.
This was one of the most original experiences the authors have had – working with 13 former/current students on joint perspectives about police brutality and racism more generally. The authors thank for the opportunity.
This chapter theorizes, and provides field-based illustrations, about new ways to foster intergroup collaboration beginning first with intragroup conflict engagement…
This chapter theorizes, and provides field-based illustrations, about new ways to foster intergroup collaboration beginning first with intragroup conflict engagement. While the author has been experimenting with these ideas and practices for many years, this chapter represents still early efforts to lay out an agenda for systematic research and experimentation.
I hypothesize that by successfully engaging internal conflicts about outgroups within ingroups, sides may separately become more willing and able to successfully and interactively solve shared problems and achieve superordinate goals between them. History is filled with attempts at cooperation between antagonistic groups – whether through negotiated agreement, functional cooperation, promoting positive contact and attitudes, and so forth – that have led instead to worsening attitudes and renewed confrontation. Even when polarized groups decide to cooperate to achieve superordinate goals (Sherif, 1966) they are often unable to make this leap from conflict to collaboration. I posit that this may be in part because inadequate attention is paid first to intragroup conflict dynamics vis-à-vis outgroups.
As part of a retrospective study of effects of organizational change on interpersonal relations, this paper discusses change talk among Australian employees of an American…
As part of a retrospective study of effects of organizational change on interpersonal relations, this paper discusses change talk among Australian employees of an American multinational manufacturing enterprise. Interviewees tended to feel pushed into change, discussing its effects in terms of the difficulties of adolescence and earlier experiences of sudden independence. Over time, what had been a simple and firm us and them division in intergroup relations between management and unions/workers had become more fluid and subtle, and perhaps more mature. Interview data are interpreted and then re‐interpreted in terms of theories of team development, nostalgia, and paternalism. It is argued that each interpretation makes differing, but complementary, assumptions about the nature of time. If developmental, progressive assumptions of organizational change are relaxed, further attention can be given to theorizing and researching subtleties in talk of the past.
Uncertainty-identity theory serves as our guiding theoretical framework to explore subjective uncertainty, especially uncertainty about self and identity, and the ways in…
Uncertainty-identity theory serves as our guiding theoretical framework to explore subjective uncertainty, especially uncertainty about self and identity, and the ways in which communication within groups provides valuable social identity information to group members as a means to manage subjective uncertainty.
We review and synthesize research in communication science and social identity theory, specifically uncertainty-identity theory, to compare diverse understandings of uncertainty and the identity-shaping function of communication within groups.
Uncertainty inherent in dyadic interactions has received extensive attention in communication science. However, the identity-defining function of communication that flows within and between groups as a means to resolving uncertainty about subjectively important matters has received little attention in both social psychology and communication science.
We explore how communication that flows from in-group sources (e.g., leaders) serves to shape a shared reality and identity for group members while providing a framework for self-definition. We propose an agenda for future research that would benefit from an articulation of the importance of communication in the shaping and management of identity-uncertainty.
Uncertainty arousing rhetoric by influential in-group sources, such as leaders and the media can have serious implications for intergroup relations, as uncertain individuals seek distinctive and tight-knit groups and autocratic leaders under conditions of heightened uncertainty. The role that communication plays in shaping clear and distinct identities as a panacea for identity-uncertainty has implications for the intragroup normative structure of the group and for intergroup relations.
This paper aims to present findings from a research project that examined the contribution of a third partner in an encounter among three groups: Palestinian/Arab–Israelis, Jewish–Israelis and Germans. In recent decades, planned intergroup encounters have played an important role in conflict management, reconciliation and peace-building. Nearly all models use a dyadic structure, based on an encounter between two rival groups mediated by a third party.
The study was based on a year-long academic collaboration and two encounters between social work students from Israel and Germany (15 each). The central issues addressed were personal and collective identity; personal, familial and collective memory; and multicultural social work practice that were present in the encounter with the “other”. Participants were heterogeneous in terms of gender, ethnic background and religion, inviting exploration of personal and professional meanings. Using 15 in-depth interviews with Israeli participants, we identified and analyzed the personal and interpersonal processes occurring during these encounters.
Jewish and Arab participants positioned themselves vis-à-vis the German group in two main configurations (singular identities and multiple multifaceted identities), which alternated according to the contexts to which the larger group was exposed, and in congruence with the developmental stage of group work.
The findings suggest that a “third” partner can significantly contribute to an intergroup encounter by reflecting on the relationship created between rival parties to a dyad, thereby helping them deconstruct their binary “us-versus-them” relationship.