Latinx Career and Leadership Development

As Latinx Heritage Month comes to an end, employers and leaders must reflect on how to facilitate professional growth for Latinx individuals, the second fastest growing ethnic minority community in the United States (see Pew Research Center, 2020) (note: Latinx is a gender inclusive term used to refer to self-identified Latina/Latino American individuals). The Latinx communityalthough highly heterogenous across identity dimensionscontinues to experience social/racial injustice and racial/cultural health disparities. Environmental factors undoubtedly influence career and leadership development, as supported in relevant literature from Social Cognitive Career Theory (see Lent, Brown, & Hackett, 1994). It is an appropriate time for workplace organizations and leaders to become active participants in establishing environments that generate professional growth for Latinx individuals. In doing so, workplace organizations will contribute to a moral imperative while simultaneously enhancing their organizations, as both are not mutually exclusive. Attention to employee and customer/client diversity is increasingly required in order for organizations to thrive in highly competitive economic conditions. 
Exhibiting Cultural Humility
Cultural humility has received increased attention in psychological service delivery, healthcare service delivery, and health disparities research. Cultural humility is defined as the ability to maintain an interpersonal stance that is other-oriented (or open to the other) in relation to aspects of cultural identity that are most important to the [person] (Hook et al., 2013, p. 2). Cultural humility has been associated with positive outcomes, such as patient satisfaction (Anderson Juarez et al., 2006). To genuinely establish meaningful relationships with Latinx employees and leaders, workplace organizations and top executives are called to implement what this article presents as a modified version of cultural humility in the workplace. Based on Hook et al.s (2013) construct of cultural humility, individuals can engage in the following behaviors to enact cultural humility: 
1. Engaging in self-examination. This means engaging in critical thinking about ones beliefs and actions, particularly regarding cultural values, stereotypes, discriminatory behaviors, prejudicial beliefs, and inadvertent or deliberate attempts to not hear the voices of Latinx employees. Ultimately, self-examination is a life-long process of critical awareness.
2. Dismantling power imbalances. With this action, leaders and organizations address the strengths of Latinx individuals without viewing themselves as the experts. Although supervisory roles may exist in organizations, effective leaders acknowledge their direct reports and peers assets and strengths. They also seek to actively hear the voices and experiences of underrepresented individuals.
3. Developing meaningful partnerships with Latinx organizations. Workplace organizations and leaders should aim to establish meaningful community and business partnerships that produce systemic and institutional change. For example, community partnerships may be established with non-profit civil rights or immigration rights organizations such as Unidos US (https://www.unidosus.org/), as aligned with an organizations mission and strategy.
As workplace organizations experience significant pivots this year, cultural humility can be incorporated in redefining organizational cultures. Cultural humility can be viewed as a lens through which organizations strategically plan.
Understanding Workplace Barriers Specific to the Organization
In order to generate tangible solutions, organizations often benefit from assessing the root causes of workplace concerns. A mixed methods and comprehensive understanding of workplace barriers experienced by Latinx individuals is recommended. Qualitative and quantitative approaches incorporate statistical analyses and lived experiences. Quantitative, statistical analysis can help identify statistically significant barriers whereas qualitative analyses can help interpret the nuances within statistically significant results, particularly given the level of heterogeneity among Latinx individuals. Themes can emerge that help identify organization-specific barriers to Latinx career and leadership development.
In addition to comprehensively and systematically assessing career development barriers, barriers can be examined using relevant evidence-based research (e.g., Social Cognitive Career Theory (SCCT); Lent, Brown, & Hackett, 1994; Byars-Winston & Rogers, 2019).  According to SCCT theory and research, barriers include person (e.g., predispositions), cognitive (e.g., self-efficacy, or ones belief about ones capabilities to perform behaviors or actions), and contextual (e.g., structural and societal) variables. Notably, contextual factors have been found to directly impact career development outcomes like the choices people make. Thus, changing workplace environments can directly impact employees choices over time.
More specifically, related research has found that limited mentorship opportunities and vicarious and direct learning experiences, which influence self-efficacy, negatively impact career development. Institutionalized discrimination, microaggressions, and differing cultural values and identities from the dominant culture also present as barriers for some Latinx individuals. These barriers should be considered in understanding the broader realities of Latinx employees and leaders. 
Collaboratively Implementing Supports to Dismantle Barriers
In identifying workplace barriers, related environmental supports can be established as informed by assessments and evidence-based research. Based on existing research, organizational supports that can help dismantle barriers include: effective and committed mentorship and coaching; organizational support to engage in professional development opportunities; and established processes for upward mobility, such as leadership pipelines. In order to be effective, however, implementation of supports should be conducted as a collaborative effort with Latinx employees and leaders. As part of a social justice framework, Latinx individuals are entitled to enact agency over their careers. As organizations and leaders seek to implement supports, it is advised that they actively collaborate with Latinx individuals in the planning and implementation process.
Effective and evidence-based mentorship and coaching (preferably with other self-identified Latinx mentors and coaches) can facilitate improved performance outcomes. During early career and transitional periods, coaches and mentors can prove especially valuable as sources of support, advisement, and guides to acclimating to the organizational culture. Other professional development opportunities must also be facilitated, such as through release time and professional development funds. Invaluable professional development experiences can eventually lead to positive learning experiences, which subsequently translate to increased self-efficacy. Lastly, strategies for upward mobility, such as leadership pipelines, must incorporate Latinx individuals as early as possible in order to lead to successful transitions. Latinx individuals are significantly underrepresented in top leadership roles (e.g., executive roles), and organizations must proactively take the steps to remedy this underrepresentation.
In sum, organizations and top leaders have an opportunity to serve as effective allies for the Latinx communities through 1) Exhibiting Cultural Humility, 2) Understanding Organization-Specific Barriers, and 3) Collaboratively Implementing Supports.read more