The following is an exploratory study, using a phenomenological approach that attempts to capture the essence of twelve urban-based, senior Human Resource leaders' voices and their experience as strategic business partners on a Senior Management Team. Three dimensions of voice (content, process, and impact) were considered, along with a number of additional influencing factors such as perceived "ways of knowing," a preferred use of silence, factors that contributed to effectiveness of voice, power differentials, and the influences of personality preferences, leadership style preferences and cultural practices on the resulting essence of voice. The study used recorded and then transcribed interview data from one-on-one interviews with each of the twelve participants. The proposed sampling design was a snow-ball sampling method; however, following the initial referral of the first three participants, interested subjects self-selected to participate in the study from a well established human resources professional network. Analysis of the data yielded interesting findings and insights for further consideration of voice training and awareness as part of leadership development programs and HR educational programs; in addition to greater self-awareness of the power of voice in conveying one's intentions, sense of presence and a direct reflection of one's explicit set of values. As a senior HR leader, this study provided the researcher the opportunity to create a greater level of consciousness and awareness of her own use of voice as a member of any senior management team.
|Subjects||Women's studies; Management|
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