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A systematic review of literature was conducted to examine the association between changes in health-related fitness (e.g., aerobic capacity and muscular strength/endurance) and chronic disease risk factors in overweight and/or obese youth. Studies published from 2000–2010 were included if the physical activity intervention was a randomized controlled trial and reported changes in fitness and health outcomes by direction and significance (p < .05) of the effect. Aerobic capacity improved in 91% and muscular fitness improved in 82% of measures reported. Nearly all studies (32 of 33) reported improvement in at least one fitness test. Changes in outcomes related to adiposity, cardiovascular, musculoskeletal, metabolic, and mental/emotional health improved in 60%, 32%, 53%, 41%, and 33% of comparisons studied, respectively. In conclusion, overweight and obese youth can improve physical fitness across a variety of test measures. When fitness improves, beneficial health effects are observed in some, but not all chronic disease risk factors.

The purpose of this article is to discuss the growing problem of very early onset of obesity occurring before two years of age and to review infant motor development, physical activity, and effective pediatric disability motor interventions that may offer potential strategies to help reduce this growing problem earlier in life. Based on the review of physical activity interventions used with infants with a disability, we will propose strategies to consider to program early physical activity exposures into nondisabled young infants who are at risk for obesity. These proposed physical activity strategies will need to be combined with successful public health approaches to reducing early onset of obesity during infancy. Lucas (1991) conceived the term programming referring to permanent or extended effects of an environmental exposure occurring during a sensitive developmental period. In this paper, we propose that a very sensitive period for early onset of obesity is the first six months of postnatal life. If innovative strategies to increase the frequency of daily exposures to physical activity in young infants can be identified, these strategies could be combined with current public health approaches to preventing obesity in women before, during, and following pregnancy. Given the complexity of the obesity problem, no single strategy for prevention should be expected to be very successful.

Despite evident differences between approaches to talent development, many share a set of common characteristics and presumptions. We call this the Standard Model of Talent Development (SMTD). This model is articulated and the relevant literature drawn out to highlight the model's strengths and weaknesses. The SMTD has been enormously influential, in terms of both policy documentation and practice, and it retains an obvious common sense appeal. However, we will argue that not only is its attractiveness illusionary and inconsistent to the emerging evidence base from research, but it is also undesirable from a variety of perspectives and desired outcomes. In short, we suggest that the most common system for identifying talent is unsubstantiated from both a process and an outcome perspective.

This article describes the characteristics of diversity within academia and professional organizations in general and specifically within Kinesiology departments and Kinesiology-related organizations. While other types of diversity exist, this article refers to diversity in terms of race/ethnicity, gender, age, physical capability, socioeconomic background, and/or sexual orientation. Two Kinesiology departments, within the context of their universities, in two different regions of the United States are presented as models of best practice to improve institutional diversity. Also presented are one detailed example and several general examples of methods by which Kinesiology-related professional organizations have developed intentional strategies to improve diversity in membership and leadership. Presented models could, at least in part, be used by administrators and leaders to improve diversity within academic institutions and professional organizations.

The continuing U.S. demographic shifts provide a substantial rationale for a corresponding transformation in the culture and climate of academic departments in higher education. In part, the response to the change is to increase the representation of people of color and others who have been historically absent from professional areas fed by the Kinesiology pipeline. However, the greater challenge is to understand and therefore, alter the internal culture. An intentional effort toward a culture of inclusion and full participation provides a working platform to transform existing practices and to cultivate policies from which emerging practices will offer opportunities for success. The understanding of the multiple identities of those within Kinesiology and the society served, the portals and gaps within the systemic architecture, and the methods of creating a multicultural organization—all play significant roles in contributing to change and transformation. Enlightened catalytic change agents must adopt new inclusive paradigms to prepare 21st century professionals with adaptive ideologies and behaviors for resolving future issues and challenges.

In this article, the authors engage in discourse centrally located in the organizational socialization of Black and Hispanic kinesiology faculty and students within institutions of higher education. First, our commentary is situated in the theoretical framework of organizational socialization in regards to insight about the plight of Black and Hispanic kinesiology professionals. Next, data are presented that highlight the status of Black and Hispanic faculty in academe. Informed by previous research, the authors also discuss the socialization experiences of such faculty in kinesiology programs and departments, particularly at predominantly White institutions of higher education. Lastly, challenges are identified that are associated with recruiting, hiring, retaining, securing tenured status, and advancing Black and Hispanic faculty at leading doctorate-granting institutions in the United States.