Educational leadership support for work transitions during COVID-19: Perceptions of K-12 teachers in United States and China

The purpose of this study was to explore the educational leadership support as perceived by K-12 teachers and leadership effectiveness in addressing the work transition during the COVID-19 pandemic in two countries: China and the U.S. In this exploratory study, sixteen K-12 teachers from China and the U.S. were interviewed. Our findings indicated that participants received educational leadership support in daily tasks, well-being, and training and development. Participants also indicated that their leaders helped them cope with the work transition by empowering and inspiring them. However, the leaders also faced challenges including limited resources and lack of authorization from upper-level administration. Differences in educational leadership were identified between China and the U.S. in terms of communication and trust-building, work-life/family balance, and safety. This study provides insights for educational leaders and HRD professionals on strategies to support teachers in a crisis such as the pandemic. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Responding to Career Development Uncertainties and Successfully Navigating Career Journeys

The ProblemThe COVID-19 pandemic has forced employees and organizational leaders to consider the reality of its impact on career goals. Individuals have been forced to reconsider or readjust their career goals as being achievable, deferred, or even eliminated. Organizational leaders or those in strategic positions have been forced to consider how individual career goals could impact the organization?s capacity to survive.The SolutionCareer development theories are useful for examining the role of human resource development professionals in helping employees achieve career goals as they attempt to adjust to the COVID-19 pandemic. Re-emphasizing career development as a core component of HRD highlights the significance of career development theories in adjusting to pandemics and crises that impact individual career goals and organizational strategic goals and opportunities.The StakeholdersHRD researchers, scholar/practitioners, professionals, and others who research and practice career development and use career development theory.

Preface: Shifting Career Realities and Navigating Career Journeys

The COVID-19, worldwide pandemic forced organization leaders and employees to shift their career realities. They had to determine ways to navigate their career journeys more rapidly. Human resource development (HRD) scholars and professionals are in positions to assist organization leaders and employees as they seek to succeed in their careers. The researchers are providing career theories, ideas, and recommendations for HRD scholars and professionals to expand their understanding of career development during and beyond the COVID-19 pandemic. Technological changes, remote work experiences, and psychological well-being are but a few of the challenges that have been exacerbated by the pandemic and are affecting the career journeys of organization leaders and employees. This article provides an overview of ways that the authors attempt to solve these concerns and help HRD scholars and professionals help organizations adjust to the shifting career realities.