Social and Behavioral Sciences Commons^™

Deaf Cultural Capital And Its Conflicts With Hearing Culture: Navigational Successes And Failures, Ashley Greene-Woods, Natalie J. Delgado, Beverly Buchanan, Misty Sides, Abbas Ali Behmanesh, Brian Cheslik, Caroline K. Koo, M. Diane Clark

JADARA

Despite the creation and implementation of laws intended to support and protect Deaf individuals, stories of limited opportunities and oppression within the workplace still exist and are pervasive. Current research in regard to Deaf individuals’ upward mobility includes a discussion of cultural capital, Imposter Syndrome, and navigational capital. To further understand the experiences of Deaf individuals, the research team conducted a mixed-methods study utilizing surveys and interviews. The results provided insight regarding challenges experienced by the participants in either-or-both their education and employment. The data suggests that the use of navigational capital was the most significant predictor for upward mobility.

Work-Related Resilience: Deaf Professionals’ Perspectives, Kim B. Kurz, Peter C. Hauser, Jason D. Listman

JADARA

Ten Deaf professionals were interviewed about their perspectives on resilience risk and protective factors that affect career success. Thematic analysis revealed four main risk factors, all related to inequalities: (a) audism and linguistism; (b) networking challenges; (c) working harder than hearing peers; and, (d) promotion limitations. The Deaf community was described as a resilience protective factor that counters the work-related risk factors because it provides: (a) social support; (b) role models; and, (c) “Deaf can” optimism. The results have important implications for vocational rehabilitation, education and counseling programs as they highlight the protective factors Deaf employees need for work-related resilience.

The Art Of Managing Expectations: Vocational Rehabilitation Counselors As Mediators Of Expectations Between Clients Who Are Deaf And Potential Employers, Stephanie W. Cawthon, Rachel Leppo, Duncan Dickson, Sarah Schoffstall, Erica Wendel

JADARA

Services for individuals who are deaf or hard of hearing (DHH) often include tailored strategies for successful employment placement. Using Oliver’s (1980) Expectation Confirmation Theory, this study utilized exploratory and confirmatory analyses of semi-structured interviews of 10 VR professionals to examine their view of the role expectations play in their assessment of important factors that lead to successful outcomes for DHH clients. Analysis revealed a complex, multilevel system in which VRCs operate as active mediators of the expectations of both clients who are DHH and their potential employers.

The Career Experiences Of Deaf Supervisors In Education And Social Service Professions: Choices, Mobility And Networking A Qualitative Study, Denise Kavin, Kim Brown-Kurz,

JADARA

In this qualitative study, the researchers interviewed eleven deaf and hard of hearing

professionals holding supervisory positions in educational and social service professions regarding factors that have affected their career experiences, specifically regarding choices, mobility, and networking. The respondents shared their experiences navigating the career ladder, including strategies used to move forward in the workplace such as networking and the use of technologies. Common threads such as tokenism and merit, communication access, and self-imposed limitations related to career choices, mobility, and networking were identified and discussed.

Survey Of Leadership Programs: Valued Characteristics Of Leadership Within The Deaf Community, Deborah Kamm-Larew, Marcia Lamkin

JADARA

This study surveyed leadership programs operating for and by the Deaf community through questionnaire and interview data. Three categories of leadership development were identified as currently operating in the United States for people who are Deaf and Hard of Hearing: youth leadership programs, special interest mentoring groups, and formal leadership training programs focused on professional development and leadership skills. In addition, this study identified common leadership traits and training methods within these programs. Using a randomized list of leadership traits, valued characteristics were identified. The traits chosen most often were empowerment, advocacy, and decision making skills.