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While many may assume that all students enrolled at historically Black campuses are African American, recent trends suggest these campuses are becoming increasingly diverse. In this chapter, we challenge common perceptions about historically Black colleges and universities (HBCUs), highlighting both what is known and yet to be known about enrollment trends and the experiences of students from diverse backgrounds at ­historically Black campuses. The chapter presents data from the National Center for Education Statistics, tracking changes in enrollments over time. These data are coupled with a review of research on the experiences of non-Black students at HBCUs, largely focusing on White students, but also integrating the narratives of a growing Latina/o/x student population. HBCUs can also be ethnically diverse, and we examine the heterogeneity within the Black student experience based on ethnic identity and immigrant status. We close with recommendations for research and practice, calling for increased attention to how non-Black populations experience, navigate, and engage HBCU campus communities to promote student outcomes and opportunities for learning across difference.

Historically Black Colleges and Universities (HBCUs) were established during an era of legal segregation in the United States and, by providing access to higher education, added considerably to the progress of millions of Black Americans. Moreover, to the benefit of their students, faculties, staffs, alumni, and local communities, most HBCUs sponsor intercollegiate athletic teams. No doubt on these campuses, student-athletes are under pressure to meet academic and athletic demands. In this chapter, the central narrative is on the academic and athletic experiences of Black male student-athletes matriculating at HBCUs with National Collegiate Athletic Association affiliation. This chapter adds to the extant literature on the athletic status and academic plight of Black male student-athletes at HBCUs.

Many Black women continue to negotiate their way within higher education institutions, which are influenced by social class, race, and gender biases. Several scholars contend that Black women’s objectification as the “other” and “outsider within” (Collins, 2000; Fitzgerald, 2014; Jean-Marie, 2014) is still apparent in today’s institutions yet many persist to ascend to top leadership positions (Bates, 2007; Epps, 2008; Evans, 2007; Hamilton, 2004; Jean-Marie, 2006, 2008). In particular, the inroads made by Black women administrators in both predominantly white colleges (PWIs) as well as historically black colleges and universities (HBCUs) depict a rich and enduring history of providing leadership to effect social change in the African American community (i.e., uplift the race) and at large (Bates, 2007; Dede & Poats, 2008; Evans, 2007; Hine, 1994; Miller & Vaughn, 1997). There is a growing body of literature exploring Black women’s leadership in higher education, and most research have focused on their experiences in predominantly white institutions (Bower & Wolverton, 2009; Dixon, 2005; Harris, Wright, & Msengi, 2011; Jordan, 1994; Rusher, 1996; Turner, 2008). A review of the literature points to the paucity of research on their experiences and issues of race and gender continue to have an effect on the advancement of Black women in the academy. In this chapter, we examine factors that create hindrance to the transformation of the composition, structure, and power of leadership paradigm with a particular focus on Black women administrators and those at the presidency at HBCUs. From a review of the literature, our synthesis is based on major themes and subthemes that emerged and guide our analysis in this chapter. The chapter concludes with recommendations for identifying and developing Black women leaders to diversify the leadership pipeline at HBCUs and other institutions for the future.

Guided by the theoretical framework of human capital theory and using data from the Baccalaureate and Beyond Longitudinal Study, this chapter investigated labor market outcomes for graduates of historically Black colleges and universities (HBCUs) compared to their non-HBCU counterparts. The results from this current study largely indicate that there are no significant disadvantages for Black graduate of HBCUs in terms of labor market outcomes. Moreover, under the premise of human capital theory, this study found that HBCUs serve as equivalent mechanisms for human capital attainment for Black students. This chapter concludes with limitations of the study as well as implications for future research.

Historically black colleges and universities (HBCUs) are among the least empirically examined institutional cohorts in American higher education. The purpose of this paper is to synthesize extant research on the historical, public, and social realities related to HBCU institutional strength and survival. Attention is given to the manifestation of race-neutral ideology in public sector in the aftermath of the election of the nation’s first African American president – Barack Obama.

A bricolage of policy case study, meta-analysis, and critical race theory.

Highlight current perceptions on the disparate impact of federal policy on institutional sustainability and the issue of representation in presidential cabinet appointments incident to HBCUs.

This paper provides a useful resource for educators, policymakers, and researchers.

Historically Black Colleges and Universities (HBCUs) have a long history of diversity, equity, and inclusion. As we move through the twenty-first century, the color lines of persons working at and attending them is changing, creating a caramelizing of HBCUs. Therefore, this chapter identifies the challenges associated with the growing number of non-Black students and faculty at HBCUs. Furthermore, it uses the notion of “othermothering” to address those issues via ethic of care, advancement of culture, and guardian of the institute. Strategies include same- and other-race mentoring, service-learning projects, safe places for racial identity development, the divine nine, homecoming and bowl game awareness, autoethnography, HBCU e-learning series, and teaching support for teaching diverse student learners.

Since the latter half of the twenty-first century, African American college enrollment has shifted from historically Black Colleges and Universities (HBCUs) toward Predominantly White institutions (PWIs). Despite these trends, HBCUs continue to disproportionally award bachelor’s degrees to African Americans. Although researchers have explored the experiences of African American college students at HBCUs, less is known about the factors that contribute to their initial decision to attend. Focusing on the “twenty-first century college student,” the purpose of this study is to increase our understanding of these factors and the characteristics of students who choose HBCUs. Findings from interviews with 51 HBCU recent alumni from 20 institutions reveal three major influences on the decision to attend an HBCU: the desire to be in a predominantly Black environment; the reputation of academic programs; and cost/financial aid. This chapter highlights the strategies useful for HBCUs interested in attracting students from diverse backgrounds, illustrating that students choose HBCUs to be connected with the unique culture and traditional practices associated with HBCU campus environments. Understanding the college choice motivations of successful HBCU students can provide insights into how to foster institutional policies and practices to recruit and retain the twenty-first century student and beyond.

Desegregation still remains a pressing issue of many of the Historically Black Colleges and Universities (HBCU) in the United States. This chapter provides a historical narrative of the history of desegregation in the United States, and how legal ruling impacts recruitment and retention of non-Black students at HBCUs. In addition, this chapter will examine landmark desegregation court cases and current challenges imposed upon historically black colleges. Finally, implications will be provided for administrators at public HBCUs.

HBCUs are significant in their number and in the number of minority students they graduate annually. They are located across Alabama, Arkansas, California, Delaware, District of Columbia, Florida, Georgia, Kentucky, Louisiana, Maryland, Mississippi, Missouri, North Carolina, Ohio, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, and West Virginia. They make up approximately 3% of the nation's institutions of postsecondary education. In 2001, they enrolled more than 14% of all Black students in higher education, and more than 30% of Blacks graduated with a baccalaureate degree, according to the National Center for Education Statistics (2004). There are 40 four-year public institutions, 49 four-year private institutions, 11 two-year public institutions, and 5 two-year private institutions. North Carolina has 11 HBCUs, more than any other state. Alabama has nine HBCUs, and Georgia and South Carolina have eight each. Both Mississippi and Texas have seven HBCUs. The first HBCU, Cheyney University, was founded in 1837. It was followed by two other historically Black institutions, Lincoln University in Pennsylvania (1854) and Wilberforce University in Ohio (1856).

Historically Black colleges and universities (HBCUs) have served as the foundation of Black education in the United States and have been instrumental in the social and economic advances of the Black community since the Civil War. Students enrolled in and graduating from HBCUs develop and maintain a strong racial identity, a positive self-image, feel connected to others, and ultimately give back to their communities. HBCU students and alumni often challenge normative leadership paradigms to resist inequity and ultimately create social change. Unfortunately, HBCUs are missing from the leadership education conversations despite their historical contributions in teaching leadership and producing leaders. As such, the influence of Black colleges in the areas of social justice, leadership, and leadership development should be carefully examined by leadership educators and researchers. Using the Culturally Responsive Leadership Learning Model (Bertrand Jones, Guthrie, & Osteen, 2016), we consider the ways that HBCUs facilitate the development of students' leadership identity, capacity, and efficacy within the institutional contexts of (1) historical legacy of inclusion/exclusion, (2) compositional diversity, (3) psychological climate, (4) behavioral climate, and (5) organizational/structural aspects. Providing examples of leadership education programs, practices, and policies from HBCUs, we will explore how HBCUs develop Black students' leadership identity, capacity, and efficacy to generate our country's most capable leaders for social justice.