Thesis--Graduate College, University of Illinois--Chicago Circle, 1977. / Includes bibliographical references (p. 119-125) and index.

Thesis (Ed.D.)--Teachers College, Columbia University, 1992. / Includes tables. Typescript; issued also on microfilm. Sponsor: Francis A. Ianni. Dissertation Committee: John Delaney. Includes bibliographical references (leaves 208-217).

Do executive coaches have the skill sets necessary for effective partnership with an increasingly diverse workforce? Such inquiry remains unexamined, yet research from similar disciplines casts doubt. Drawing on these findings, a between-subject experiment sampled 129 coaches and examined their willingness to have “difficult conversations” with Black clients. The study investigated two questions in particular: (1) Do coaches provide less critical feedback to Black clients than they do White clients? and (2) Do coaches engage in fewer diversity-based conversations with Black clients than with White clients? The study found that as hypothesized, Black clients received more support, yet less challenge, less constructive feedback, and less time devoted to areas of development than did otherwise identical White clients. Coaches were also twice as likely to provide diversity-related feedback to White executives than they were to Black executives. Put simply, coaches assigned to Black clients chose to sidestep conversations about diversity and development. Substantial implications hold for practitioners, clients, and the greater coaching community. Findings suggested that coaches’ reluctance to provide challenging cross-racial feedback may stem from concern about appearing prejudiced. The result is that leaders of color who receive coaching may be robbed of developmental opportunities offered to White organizational leaders. Thus, the impact of racial dynamics should receive greater attention from U.S.-based coaching certification programs. In particular, institutes should consider mandating coaching supervision as well as incorporating diversity intelligence within their list of core competencies.

Relative to whites, blacks occupy a very small percentage of upper-level management positions in the lodging industry. This is evident when the numbers of black upper-level managers are compared to their representation in the hospitality labor pool and the United States population. This study uses the perceptions of black general managers and corporate executives as a means of identifying factors affecting the recruitment, retention, and promotion of blacks into these positions. While most of the literature attributed the underrepresentation to race discrimination, this study explores other factors that may also be responsible. One area of exploration was the use of internal marketing principles as a means of addressing and possibly resolving the problem of under-representation. The study consisted of telephone interviews with seven black general managers and executives from four major hotel chains. The purpose of the study was to determine if and to what extent did race discrimination affect the advancement of blacks into upper-level lodging management. It was also designed to explore the extent to which other factors affected such advancement by blacks, and further, identify ways in which hotel companies could enhance advancement opportunities for their qualified black employees. The respondents of the study provided enough information to develop conclusions about the impact such factors like education, mentorship, societal perceptions, and internal marketing have on the advancement of blacks in the lodging industry. There was unanimous agreement that race discrimination did adversely affect the advancement of blacks into upper-level lodging management. However, there it was also noted that there is a tremendous amount of opportunity in the industry that is either being overlooked or simply not being pursued by blacks. These respondents also provided several recommendations for young blacks considering careers in lodging management. / Master of Science