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This study aims to examine the impact of the Accreditation in Public Relations (APR) certification on the leader development of US diverse practitioners.

The study involved six online focus groups with 64 APRs who identified as diverse practitioners and APR chairs who supported and mentored diverse candidates.

Diverse practitioners identified specific knowledge, skills and abilities (KSAs) that they developed through the APR study process, which are consistent with those desired in leaders such as technical, relationship management and conceptual skills. Not only did diverse practitioners become more strategic thinkers and skilled in the public relations planning process, but they also were promoted or hired into management positions. Effective mentors were key to their success. These findings confirm that the APR can be a form of leader development for diverse public relations practitioners that opens doors to management positions. However, employers need to provide instrumental support for diverse practitioners to be successful, such as covering costs associated with the exam, providing study time and supporting their membership in professional associations.

Based on the theoretical framework of self-efficacy and a lifelong learning mindset, the study reveals the value of the APR in preparing diverse practitioners for leadership roles, which can be a resource to address the gap in diverse leaders in the public relations industry.

Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.

An online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.

Findings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.

Research findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.