Exploring the lack of african americans in the department of defe

Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 Exploring the Lack of African Americans in the Department of Defense Senior Executive Service Corps Audrea Maria Nelson Walden University Follow this and additional works at: https://scholarworks.edu/dissertations Part of the African American Studies Commons, Public Administration Commons, and the Public Policy Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact ScholarWorks@waldenu. Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Audrea M.

Nelson has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Cassandra Caldwell, Committee Chairperson, Public Policy and Administration Faculty Dr. Frances Goldman, Committee Member, Public Policy and Administration Faculty Dr.

Anne Hacker, University Reviewer, Public Policy and Administration Faculty Chief Academic Officer Eric Riedel, Ph. Walden University 2015 Abstract Exploring the Lack of African Americans in the Department of Defense Senior Executive Service Corps by Audrea M. Nelson MS, National Defense University, Dwight D. Eisenhower School of National Security and Resource Strategy, 2005 MS, University of Central Texas, 1984 BS, University of Central Texas, 1980 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Public Policy and Administration Walden University December 2015 Abstract There is a lack of African American representation in the Department of Defense’s (DoD’s) Senior Executive Service (SES) Corps.4% of the DoD’s SES members were African American.

This disparate representation is problematic because it contradicts the creation of a diverse workforce, which in turn limits opportunities for African Americans to join the elite DoD SES Corps. The purpose of this phenomenological study was to explore the perceptions of 9 African American SES members in the Office of the Secretary of Defense, Defense Agencies, and Defense Field Activities to determine factors contributing to their promotions into the SES Corps. The theoretical framework for this study included Burns and Bass conceptualization of transformational leadership, as well as the social learning theories of Bandura and Vygotsky. A snowball sampling technique was used to recruit the participants for face-to-face or telephone interviews.

The interview questions focused on the attributes participants perceived as influencing their career progression into the SES. Upon transcribing interview data, an open coding process was used to categorize information collected followed by thematic analysis to facilitate further understanding. Findings indicate that professional qualities such as the ability to perform core executive functions, training, and education contributed to their SES progression. Furthermore, transformational leadership was perceived as being important in SES service.

The implications for positive social change stemming from this study include direct recommendations to DoD human resource directors to capitalize on current African American leaders to serve as mentors to emerging leaders in a way that is consistent with transformational leadership. Exploring the Lack of African Americans in the Department of Defense Senior Executive Service Corps by Audrea M. Nelson MS, National Defense University, Dwight D. Eisenhower School of National Security and Resource Strategy, 2005 MS, University of Central Texas, 1984 BS, University of Central Texas, 1980 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Public Policy and Administration Walden University December 2015 Dedication I dedicate this dissertation to all African American careerists who aspire to advance their careers to the Senior Executive Service through hard work, training and educational development, commitment, and true dedication to our great nation of the United States of America and the Department of Defense.

To my grandmother Essie Mae King and great-aunt, Aretha McFadden: I dedicate this achievement in my educational development to you…I know you are Angels in Heaven looking down, smiling, and saying… TO GOD BE THE GLORY! Acknowledgments The writing of this doctoral dissertation in partial fulfillment of the requirement for the Doctor of Philosophy degree in Public Policy and Administration at Walden University has been a long journey and an excellent learning experience. Completion of this journey in my life was possible with the support of many. First, I give honor to God, who has shown me once again that all things are possible through Christ who strengthens me. It is through his grace that I have been able to keep my mind focused and move forward in spite of the obstacles encountered along the way.

I truly thank my Committee Chair, Dr. Cassandra Cardwell, Committee Member, Dr. Frances Goldman, and University Research Reviewer, Dr. Anne Hacker for their insights and support at each phase this dissertation process.

Their guidance and suggestions were extremely helpful and appropriate. I am grateful for the services provided by Dr. Carolyn Rose-Smith. It is because of her advice and support that I was successful in getting organized.

I express my utmost gratitude to Ms. Susan Yarwood, for support in serving as my Department of Defense sponsor and paving the way for me to secure participants for my research. To all of the Department of Defense African American Senior Executives who freely provided their time to participate in this research: You are true leaders of change. Thank you for your support, insights, and distinct interest in leading and advancing change in the Department of Defense.

To my mother, Mildred Sharper, I express gratitude for your love and encouragement; plus, to my family, friends, colleagues, and Sorors…the phenomenal women of Alpha Kappa Alpha Sorority, Incorporated, for your inspiration as I pursued my educational goal. Table of Contents Table of Contents. i List of Tables. vii Chapter 1: Introduction to the Study.

1 Background of the Study. 4 Statement of the Problem. 7 Purpose of the Study. 10 Nature of the Study.

13 Definition of Terms. 18 Scope and Delimitations. 19 Significance of the Study. 21 Chapter 2: Literature Review.

23 Literature Search Strategy. 31 Transformational Leadership Versus Transactional and Transcendental Leaderships. 34 Social Learning Theories. 43 Effective Leadership in the Senior Executive Service Corps.

43 Social Intelligence and Leadership. 45 The Leadership Challenge. 47 Human Capital Management for Senior Executives. 47 Workforce Development through Developmental Assignments.

47 Senior Executive Service Qualifications and Selection. 49 Application of Leadership Networks. 51 Historical Evolution of the Senior Executive Corps. 52 Foundations Unveiling the Phenomenon of Minority Underrepresentation.

53 Government Accountability Office 2008 Report on SES Diversity. 53 Defense Business Board Report on DoD’s Senior Executive Diversity. 54 RAND Corporation Report on Improving DoD’s Diversity. 56 Office of Personnel Management Report on Creating Workforce Diversity.

56 ii Executive Office of the President Guidance on Diversity and Inclusion. 57 Theory of Workforce Diversity. 58 Theory of Workforce Inclusion. 58 DoD’s Strategic Framework on Diversity and Inclusion (2012-2017).

59 Congressional Reports Addressing the Diversity Gap. 61 Impacts to Career Advancement. 61 Glass Ceiling Impacts to Career Advancement. 61 Federal Glass Ceiling Commission Fact Finding.

61 Key Leader Development Factors. 64 Leadership Developmental Programs. 64 The Value of Mentoring and Coaching. 65 Summary and Conclusions.

69 Chapter 3: Research Method. 71 Research Design and Rational. 72 Phenomenological Research Design Rationale. 73 Role of the Researcher.

76 Participant Selection and Sampling Strategy. 76 Instrumentation and Data Collection. 81 Issues of Trustworthiness. 84 Validity and Reliability of Qualitative Data.

84 Informed Consent and Ethical Considerations. 93 Evidence of Trustworthiness. 110 Chapter 5: Discussion, Conclusions, and Recommendations. 112 iv Rationale for the Study: Why and How the Study was Conducted.

112 Interpretation of Findings. 115 Perceptions of Attributes and Factors that Contribute to Promotion into the SES. 115 Perceptions of Training Contributing to African Americans' Advancement to SES. 118 Perceptions of Formal Mentorship Programs Contributing Advancement to SES.

121 Perceptions of SES Candidate Development Programs and Advancement to SES. 126 Perceptions of Supervisory Positions Contributing to Advancement to SES. 126 Limitations of the Study. 138 Appendix A: Letter of Cooperation Request to DoD to Conduct Research.

156 Appendix B: Letter of Cooperation from DoD. 159 Appendix C: Confirmation Email that OMB Approval is not Needed. 160 Appendix D: Invitation to Participate and Recommendation Request. 161 Appendix E: Consent Form for African American Senior DoD Executives.

164 v Appendix F: Interview Guide. 169 Appendix G: Provisional Coding Scheme and Analysis Worksheet. 172 Appendix H: NIH Certificate. 180 vi List of Tables Table 1.

Demographic Characteristics of the Participants. Categories and Axial Codes. Themes and Categories .102 vii 1 Chapter 1: Introduction to the Study The Department of Defense (DoD) has established and implemented recruitment and retention programs with the goal of developing and hiring a diverse and professional civilian senior executive service (SES) workforce (DoD, 2009). One of the DoD’s main objectives has been to secure a professional, diverse workforce that possesses remarkable leadership skills, abilities, and knowledge.

Additionally, the DoD has sought to sure a workforce that enables professionals to execute strategic initiatives focused on achieving the department’s mission, which is to deter war and protect the national security interests of the United States (DoD, 2009). According to the DoD (2013b), to develop a diverse SES workforce, various leadership development programs have been developed and implemented. Two of these programs include the Defense Leadership and Management Program (DLAMP) in 1997 and the Defense Senior Leader Development Program (DSLDP) in 2009. The purpose of development and implementation of the DLAMP was to form a cadre of highly capable senior civilian leaders with a joint perspective on managing the department's workforce and programs.

Also, the DoD sought to develop civilian leaders to allow them to acquire a defense-wide perspective of missions and functions, to gain a substantive understanding of the DoD’s national security mission, and to develop strong leadership and management skills. Upon implementation of the DSLDP, a focus was placed on ensuring that emerging DoD civilian senior executive leaders acquired knowledge and skills in understanding the Department’s enterprise-wide perspective to lead organizations and programs as well as, achieve results in a joint, interagency, and 2 multinational environment. Even though the number of African Americans increased in the DoD’s workforce, the number of African Americans appointed to SES leadership positions did not increase at a proportionate rate (Akaka, 2011; Arnsdorf, 2011; Bass, 2008a; Lim, Cho, & Curry, 2008; Lynn, 2009). The number of career SES members increased from 6,110 in 2000 to 6,555 in 2007; however, the representation of African American men and women in SES positions declined during that same period from 5.

Government Printing Office [GPO], 2009). Furthermore, African American employees represented 6.1% of federal employees at the senior executive level and 17.8% of the permanent federal workforce compared to 10.1% in the civilian labor force in 2007. African American employees remain underrepresented in the SES ranks of the federal workforce, including the DoD (as cited by the GPO). Although the DoD was successful in establishing and implementing leadership development programs such as the DLAMP and the DSLDP, it is still challenged with establishing a demographically diverse senior executive leadership corps that is reflective of its workforce (DoD, 2012).

As a result, there is a lack of senior executive leadership representation of African Americans at the DoD’s SES level (Akaka, 2011; Arnsdorf, 2011; Bass, 2008; Lim et al. 3 There is a gap in research that explores the personal experiences and perceptions of minorities concerning personal attributes and factors that contributed to their promotion to the SES leadership level. Specifically, literature is limited on African American SES leaders’ lived experiences and perceptions in advancing their careers to the SES level.