Doctoral Projects (2003-Present)

The final requirement for School of Business & Leadership Doctor of Strategic Leadership (DSL) students is the DSL Project. Doctoral students develop and conduct innovative research projects that enhance the field of leadership one project at a time. Below is a list of all doctoral projects published up to this point.

Arrington Sr., David Mack

  • The New Rules of Teaming in a Global Economy

    David Mack Arrington Sr.

    In the last decade globalization has changed the rules regarding how organizations conduct business. With the introduction of ubiquitous high-speed internet access, the availability of less expensive workforces, and advances in communications technologies virtual teams have become more commonplace. Leading virtual teams poses new and different challenges than leading co-located teams such as working across multiple time zones, trust-building, cultivating connectedness, and effective communication. In many cases, virtual teams have become global virtual teams. Global virtual teams present a number of challenges above and beyond virtual teams such as navigating cultural differences, understanding differing worldviews, traversing language barriers, and cross-cultural communication to name a few. While there are many overlapping competencies, leading in a global context differs from domestic leadership and it has been argued that there is a shortage of globally aware leaders. Global leaders require additional competencies to effectively lead in a geographically dispersed and culturally diverse work environment. Global leaders will need to understand the value and challenges of diversity, the role culture plays in influencing leadership styles, and how to manage conflict in a global virtual setting. This project explores the new rules of teaming in a global economy and the competencies global leaders will need to work effectively in a rapidly shifting, global virtual work environment. This project was presented in seminar format to a group of nine that consisted of managers, non-managers, and students. A pre-assessment and a post-assessment was conducted and feedback was received using Likert scales and open-ended questions. The post-assessment feedback established that the impact of globalization, the elements of heightened diversity-awareness and self-awareness, and conflict resolution were the some of the most stimulating topics presented.

Beauregard, Robin N.

  • Coaching Adolescents – Developing Good Followers Today to Build Effective Servant Leaders Tomorrow

    Robin N. Beauregard

    Leadership is a hot topic. There are books, articles, and seminars geared toward effective leadership, but unfortunately, there is far less on effective followership. Leaders must be built, and to be a truly effective leader a person has to first be a mature follower. Successful leaders have a servant heart, so in order to build future Servant Leaders, we must start with our young people. Teaching adolescents how to build their values and beliefs on a Biblical foundation will prepare them by building the followership skills necessary to develop into leadership skills later in life.

    This workbook, written for adolescents to work through with an adult coach, presents seven lessons, each containing a core trait and three related competencies. Adolescents will learn not only follower skills, but how to base everything they do on God's Word. Further thought and discussion is provided through powerful journal questions and relevant homework and activities. Adolescents are developmentally at a point where cognitively and emotionally they are ready to establish their character traits, values, and goals. This workbook will help them base their development on God's Word in a fun, interactive, but serious way, and provides coaches with relevant and thought-provoking materials to share with adolescents.

    Adolescents are inundated by worldly influences, so teaching them Biblical character traits, the importance of putting God first in their lives, effective communication skills, dealing with diversity, developing a future-oriented viewpoint, making positive decisions, and doing what's right no matter what others are doing will prepare them for life, and whatever leadership or follower role God calls them for.

Carbonell-Lopez, Joed I.

  • Turning Point: From Subject Matter Expert to Leader

    Joed I. Carbonell-Lopez

    As one transitions from a program manager, subject matter expert, or team member to a leadership position, their priorities must shift. Their priorities can no longer be projects or tasks and their focus can no longer be themselves. People become the focus and priority.

    Turning point is a workshop curriculum created to equip transitioning subject matter experts with the tools needed success in the new role of leader. It equips new leaders with the ability to relate with others and the ability to communicate, influence, and mentor others. It teaches the true meaning of leadership and prepares new leaders to lead authentically through the understanding of borders and culture. It uncovers the power of overcoming borders and leveraging individuals' strengths within an organization. Additionally, it teaches the art of communication and how to utilize it to influence others. It prepares new leaders to define success, provide a vision, and shape organizational culture in order to posture it for success. It explores strategic foresight in order to create an organization's future, because, as a leader, an organization's future is in the hands of its leader. One can either create it or let it happen. Turning point enables new leaders to create it and provide the blueprint for doing so.

    Ultimately, Turning Point is about preparing new leaders for the leadership journey they are about to embark on. As such, the workshop ends with a look in the mirror. Individuals will analyze their strengths, their weaknesses, and their opportunities for improvement. The workshop ends with personal leadership development plan for new leaders to leverage throughout their leadership journey.

Daly, Juanita Jones

  • Reignite: The Formation of the Strategic Plan for Agape Family Worship Center, Rahway, NJ

    Juanita Jones Daly

    The purpose of this project is to apply the SOAR (strengths, opportunities, aspirations, and results) framework and the 6-I Strengths-focused Innovation Approach (initiate, inquire, imagine, invent, implement, and improve) to a church operation to formulate its strategic plan. The plan extracts five strategic drivers influenced by the church's five stated goals. Aspects of leadership including followers, communication, culture, and analytics will be considered. Relevant organizational strategy, design thinking, venture development, change management, organizational learning and human resource development will also be presented. This project explore how churches can strategically, creatively and innovatively approach fulfilling The Great Commission regionally, locally, nationally and globally and how it can serve as a resource to burgeoning churches, para-churches, and Christian organizations.

Herbin, Serelda

  • Youth Leadership Coaching Matters: Developing At-Risk Youth: The Introduction of the Herbin Youth Leadership Coaching Concept (HYLC2)

    Serelda Herbin

    Normal--what does normal look like to an at-risk child in an underserved community? Normal. When one's normal standards of life fall below the acceptable societal level, crime is created, unwed mothers are multiplied, and success in life is substandard or never achieved. Further, goals and dreams of at-risk youth in these environments are negatively altered (Walsh D., 2008). Luckily, for the little girl who set the tone of this paper, she did not take any of those routes and ended up with a much more successful life, which brings me to the purpose of this paper. This paper uncovers at-risk youth, what makes them at-risk, ways to help at-risk youth, ways to groom and develop at-risk youth into leaders, and how the concept of coaching at-risk youth can lend to their development.

    Secondly, this paper introduces a coaching concept, my brainchild developed through research, experience, and findings, known as the Herbin Youth Leadership Coaching Concept (HYLC2). I have created this concept specifically to target at-risk youth in order for them to better understand who they are, where they are in life, where they are going, and effective ways to get there. The HYLC2 is based on the rationale that underserved youth are not receiving that dedicated time needed to be developed as upstanding citizens. It is designed to stand in the gap of those children who need just a little more tender loving care and motivation to excel. Studies have shown that exposure to disadvantaged neighborhoods has a much greater negative impact on the chances a child will graduate from high school than earlier research has suggested (Fowler, 2011).

    What does all of this have to do with the leadership training? It has much to do with this training concept because if the family life is not stable, with positive leadership within the family unit itself, those who are a part of the family unit will not be stable; the motivation to succeed will be limited or even non-existent.

Ojo, Taiwo

  • The Impact of Globalization, Culture and Ethics on the Leadership Development Process in the Global Consulting Industry of the Sub-Saharan Africa Culture

    Taiwo Ojo

    This study examines the important role, globalization, values, and ethics played on the entire leadership development process in the global consulting industry of the Sub-Saharan Africa culture.

    The concept of organizational strategy and design, values, culture and ethics, strategic and global leadership, and other human sides of leadership development shall be critically examined. However, the resultant effect of globalization coupled with the dominant force of culture especially in the context of the Sub-Saharan Africa culture and how they affect the global consulting industry both in a profit (commercial business) and non-profit based entities with further recommendations for any future research are made.

    Furthermore, the two basic consulting tools that could bring about a positive improvement on the organization's effectiveness and change the entire consulting landscape in this cultural cluster shall be deployed by the researcher. The consulting interventions are Organizational Culture Assessment Instrument (OCAI) and Strategic Team Review Action Tool (STRAT) which shall be administered in the two nations of Nigeria and Ghana, where relevant data are to be collected and collated using questionnaires and surveys to support this research and consulting reports shall be prepared.

    Lastly, the values and visions of a global consultant that want to operate effectively within the Sub-Saharan Africa culture are listed and explanations about the heart of the matter where some biblical perspectives are given.

Powell, Lawrence

  • The Transformer in You

    Lawrence Powell

    Leadership may involve many things, but it is primarily about influence. The power of influence is the standard of leadership in leading others toward achieving shared goals and turning visions into living realities. Leaders are not lone soldiers. They function in partnership with followers to make change happen. In the absence of capable followers, leaders are ineffective and destined to fail in their attempts to realize transformation.

    Today's societal issues are complex and many. Even so, there is really nothing new under the sun. Since the rise of humanity history's pages reveal that there has always been scores of problems to solve, hurdles to overcome and crises to manage. Repeatedly without exception, extraordinary men and women have risen to the occasion as leaders and faced each dilemma head on to initiate and implement significant change with favorable outcomes.

    Change is an inevitable part of life. Things change every day and all the time. Change may be welcomed or it may be resisted, but change will always occur in life and business. Exceptional leaders understand this well. These individuals are notably proactive rather than reactive. They anticipate change and respond accordingly leading the way to creating a preferred future.

    Inside every leader is the potential to conceive and create positive change. Often this capacity is overt, common among certain leaders and in constant display. However, sometimes its covert and simply needs to be stirred a bit to get the leader's creative juices flowing. Whatever the case, there's always room for improvement in every leader regardless of competence and experience.

    This manuscript is about the power of leadership to affect change in society, organizations and groups of every kind. It presents practical and critical insights for leaders who earnestly desire to improve their leadership skills and capacity. Some argue that individuals are born leaders. Others contend leaders are developed. Actually, it is correct to say prospective leaders are "born to be made" leaders. Hence, with this view in mind, this book is fundamentally about leader and leadership transformation.

    Keywords: change, creativity, hope, global leadership, leader, follower, leadership development, coaching, transformation, vision

Rickard, James Martyn

  • Coca-Cola, IBM, The Red Cross and The Salvation Army: Similarities and dissimilarities in risk management between for-profit and non-profit international organizations

    James Martyn Rickard

    Risk management styles and techniques vary from organization to organization and this manuscript will briefly touch upon differing techniques used by four major companies both non-profit and for-profit. The research criteria for this project consists of viewing four diverse organizations that have successfully been in existence for over one hundred years. Each organization is wide-ranging and international in scope in providing products and services to people without regard to their country of origin or their culture.

    Each company will be viewed from its historical basis, with the risk section of each company viewed in its relationship with other standard functional departments and how risk relates to each, as a total organizational body.

    The Key Performance Indicators (KPI's) or Metrics will also be reviewed along with the presence and strength of any Succession Planning and Management programs within each organization. Also within this manuscript will be a definition and comparison of Risk Management versus Enterprise Risk Management (ERM) and the benefits and differences of each method. Each view of the various risk departments will follow the same format for ease of comparison during review and for further research.

Rios, Peter

  • The Latino Initiative: A Ten Year Forecast of U.S. Hispanics in Higher Education

    Peter Rios

    This report is a three part documentation for a Latino Initiative at Indiana Wesleyan University, College of Adult & Professional Studies. Part one of the series forecasts the future of Latinos in the U.S. out to 2025, the second on higher education concentrating on Christian higher education, and the third delivers recommendations. The goal of this report was to analyze demographic trends, economic uncertainties, and possible paradigm shifts within the Latino community and higher education, report findings for strategic partnerships with the Latino community, and propose a strategic plan for the College of Adult & Professional Studies on how to recruit, retain, and best serve Latino students.

    Unique to this report are the scenarios presented throughout, so the reader can get a glimpse of what can be, in the midst of uncertainty in society. Strategic foresight is applied as a key element to maximize the opportunity to think outside the box for innovative education towards the U.S. Latino community.

Streater, Marcus

  • Full-orbed Leadership: The Five Phases of Church Leadership

    Marcus Streater

    Welcome to Full-orbed Leadership: The Five Phases of Church Leadership! Throughout this series of courses, you will discover a Christ-centered leadership approach which encompasses a holistic range of spiritual and practical disciplines. Full-orbed Leadership offers several contemporary leadership paradigms through a biblical worldview and is intended, but not limited, to supporting sustained Christian discipleship and church organizational development. To illustrate the progressive path toward becoming a full-orbed leader, I utilize the moon as an analogous symbol throughout the curriculum. Conveniently, the moon offers its illumination in phases, and I believe that contemporary church leaders can illuminate the lives of others in an ever-increasing way.

    This curriculum will be delivered in five courses (or Phases). Throughout these courses, I will highlight eight distinct leadership competencies and demonstrate how they coalesce into the Five Phases of Church Leadership. First, in the New Phase, we will explore how leaders learn to perceive and understand themselves and their potential influence through authentic leadership. In the Crescent Phase, we will examine how leaders learn to scan, envision, and innovate by applying strategic and anticipatory leadership skills. Next, in the Quarter Phase, ethical and transformational leadership provide the means through which leaders learn to value and transform their followers. In the Gibbous Phase, we engage servant leadership, which offers leaders the opportunity to enrich and serve their followers in highly impactful ways. Finally, in the Full-orbed Phase, allied and global leadership are added to the rest as leaders learn to collaborate, adapt, and reach beyond geographic and cultural boundaries. Altogether, these Five Phases will demonstrate how applying Full-orbed Leadership can enhance the growth and development of the leader and those who are being led.

Tan, Sim Cheok (Janice)

  • The Right-Fit Leadership Coaching: Leveraging Western and Eastern Principles and Practices for Success

    Sim Cheok (Janice) Tan

    This manuscript seeks to answer the question: "What is the 'right-fit' for leadership coaching practice to support Malaysian leaders to develop their leadership talents and behavior?" The primary intention of this manuscript is to introduce the Right-Fit Leadership Coaching Model, a balanced leadership coaching practice, using the Western way of explaining leadership coaching but utilizing Malaysia's cultural values and within the local cultural context. Right-Fit leadership coaching has to be culture-specific. The Right-Fit leadership style coaching harmonizes the Malaysian culture with the most effective Western coaching theories and practices to elevate leadership practices in Malaysia.

    The Right-Fit Leadership Coaching Model has two parts, the leaders' transformational component, and the coaching component. Firstly, the leaders' transformational component consists of honoring values, principles of change, learning, and leading, leadership competencies, and the transformational leadership style. Secondly, the coaching component includes coaching skills – active listening, questioning, and feedback, and coaching support – support, encouragement, and accountability.

    The Right-Fit Leadership Coaching focuses on coaches designing a coaching framework within the local cultural context to support their clients to develop transformational leadership behavior to lead followers and organizations forward. The Right-Fit Leadership Coaching is an honoring relationship where coaches honor their clients' ability to change, learn, and develop new leadership behavior to lead and transform their followers and organizations to new frontiers. The Right-Fit Leadership Coaching template also exemplifies how cross-border leadership coaching could work for coaching leaders from diversified cultures, team-coaching to a diversified group of team members, foreign coaches working in their host countries, and other coaching involving diversity areas.

Tucker, NaDene

  • Ethical and Unethical Leadership in the Church: Leadership Principles and Theory

    NaDene Tucker

    John 1:1-2, 5 states, "In the beginning was the Word (Christ), and the Word (Christ) was with God, and the Word (Christ) was God. 2 He (Christ) was in the beginning with God...5 The light (Christ) shines in the darkness, and the darkness has not overcome it" (ESV). This passage mentions that Christ is the light and how the darkness (man) failed to comprehend the light (who was Christ). God and Christ are the genesis of values; they existed from the very beginning before theories, values and ethics came into existence.

    Adam and Eve made the first ethical decision when Eve listened to the serpent and Adam listened to Eve. This began the ability of man to make choices based on what they valued and what they thought was ethically sound at that time. Applying values and ethics biblically gives leaders in the church the ability to problem solve in various situations through knowledge development, evidence, practice or methods, and scriptural protocols in innovative and creative ways. In order to find effective leaders in the church, identifying leadership with a human side is critical to God's divine assignment. Each leader must not only have the expertise to establish a successful organization or ministry, but a set of values or ethics that lets others identify who they are as an individual and understand why they have been called. This manuscript will examine a variety of leaders within Christendom (biblically and currently) whose set of values or ethics (whether good or bad) changed those who chose to follow.

von Sauers, Joseph

  • Reinventing the California State Military Reserve

    Joseph von Sauers

    The California State Military Reserve (CSMR) is the official State Defense Force (SDF) for California. California is one of twenty two states plus Puerto Rico which has an SDF. The SDFs are under the control of state governments, and in California, the governor is the CMSR's Commander. SDF's are the modern successors to the militias, those "citizen soldiers" who fought in America's wars since before the revolutionary war. Similar to other SDFs, the CSMR is not considered to be a part of the U.S. federal armed forces. Hence, while the CSMR is part of the California State Military Department, together with the National Guard, the CSMR is not part of the National Guard and cannot be federalized with it.

    In contrast to the California National Guard, which has dual State and Federal missions, the CSMR is not expected to be prepared to deploy outside the state as a warfighting force. Therefore, the CSMR mission is twofold. First, it is assigned to support the National Guard in both the Guard's state and federal missions. Second, it has state specific missions. These missions include State Civil Affairs (including Emergency Management, Civilian-Military Liaison Officer (LNO), and Search and Rescue), State Military Police (SMP) and medical, legal and chaplain support. CSMR soldiers include both those with prior military experience as well as those who have no prior service.

    While the CSMR has significant potential, it also faces significant challenges. Chief among them is the lack of financial support for CSMR operations, training and pay. There are also issues related to organizational design, structure, mission, leader development, culture, learning, recruitment, regulatory support, strategic planning, and political dimensions which have significantly impacted the CSMR's ability to be a more fully effective component of the California Military Department. Hence, the focus of this project is to analyze the above issues and associated problems and to propose comprehensive solutions.

Allen, Huey P. Jr.

  • Burnout 101: The Anatomy of Burnout

    Huey P. Jr. Allen

    Throughout their adult working lives people spend a significant – debatably the majority – of available time on work-related activities. In contemporary business, these work-related activities form the basis for projects and programs, evolving as temporary social systems or work systems engaged by organizational teams to accomplish particular tasks within specific time constraints. In many cases, these work-related activities begin to compete with personal, family, and spiritual commitments. Within this Petri dish of conflicting demands bound by limited personal as well as organizational resources, burnout is born and flourishes. A person's job or focused activity is of central importance not only for positive personal identity, but also substantively contributes to a sense of positive self-worth. Consequently, it should not be surprising that a work task and its environment personifies the potential to seriously improve, or seriously impair, a person's well-being, self-worth, and sense of organizational value. While employed in just such a highly stressful, personally demanding, and resource-limited work environment, I began to realize and understand the full effects that burnout, punctuated by stress, anxiety, and anger, could perpetuate upon an individual and the workforce in general. Extensive research on burnout and its devastating and compounding effects led to this culminating doctoral project. This final project captures and documents a work force oriented burnout workshop, along with an associated workbook, and is intended to substantiate the continuing training needs to support and sustain an organization's primary resources – its human resources. In a time of increased work demands upon the employee, and decreased availability of work resources, there continues to be an alarming trend in reporting of burnout indicators. This trend is quantified and substantiated by increased sick time, employee turnover, decreased productivity, and diminished employee morale. Without senior management consideration and understanding of the personal and individualistically harmful effects of burnout, this toxin will continue to extract a toll upon organizations, and may be the final arbiter of an organization's ultimate success or failure. My desire for this project is to inform management and train the workforce to the causes, impacts, effects, and recovery options of workforce burnout and all its implications, such that both future generations and future organizations will reap the benefits of an improved work-life balance. Indeed, this balance provides the foundation for a living, growing, evolving organization, with its successful future defined by the very lives of its organizational human resources. Indeed, no greater organizational resource exists than its human resources – its people. Absent its people, an organization is simply non-existent.

Big Mountain, Marella

  • Lead Yourself First: Engaging in Coaching to Overcome Organizational Gaps and Improve Results Exponentially

    Marella Big Mountain

    The 2014 "Lead Yourself First" workshop, held in China, was completed as part of a service learning program for Panda Mountain, a U.S. organization that promotes hands-on participation in panda conservation. The workshop was a key component of a National Geographic Student Expedition that traveled to the town of Chengdu and to the Wolong Nature Reserve in Sichuan, China. This expedition involved youth and young Americans in activities that focused on building individual leadership value alignment and engagement. This event garnered a high level of engagement, energy and trust from the group of young American attendees. An analysis of the data gathered from these participants revealed some valuable findings which were used to develop a future Department of Defense (DOD) "Lead Yourself First" workshop on the same topics.

    Organizations such as the DOD hoping to improve organizational alignment around core values need to focus on the basics by coaching individual leaders how to better align themselves to individual core values first to increase authentic leadership and engagement throughout the organization. There is an epidemic level of disengagement plaguing global organizations today which can only be countered by individual leaders who are committed to taking on the challenge of "leading themselves first." This workshop is designed to address that challenge.

Boisselle, David

  • Creating a Military & Veterans Transition Academy at Regent University

    David Boisselle

    A Military & Veterans Transition Academy is proposed at Regent University to provide comprehensive and holistic services to student veterans. These services include orientation and transition, counseling and mental health (including treatment for post-traumatic stress), community activities, career services, and spiritual development. Schlossberg's transition model (1995) for adults provides the theoretical framework for serving student veterans in the Military & Veterans Transition Academy. Already recognized as a "military-friendly" university by GI Jobs, Military Advanced Education, and US News & World Report, Regent has the opportunity to become a benchmark "veteran-friendly" university in the nation to match the likes of Arizona State University, Syracuse University, and Texas A&M. Regent's location in the heavily-military region of Hampton Roads, VA makes it uniquely positioned to attract prospective student veterans to its seven graduate and undergraduate College of Arts & Sciences. In particular, Regent's career transition support including the Military Transition Lunch 'n Learns not only assists student veterans but prospective student veterans in the region to cross the oftentimes difficult bridge from active duty to the civilian workforce. Regent can thus become a major contributor to military workforce development initiatives which seek to retain these highly-skilled veterans in Hampton Roads. Creation of the Military & Veterans Transition Academy is faithful to the university's core values of Christian, Excellence, and [Servant] Leadership. This final project includes a business plan for the proposed Military & Veterans Transition Academy as well as a survey of Regent student veterans' satisfaction with student services. The literature review examines the effect of student engagement on adult learners as well as a competitive analysis of benchmark veteran-friendly universities in the U.S., both of which make the case that providing the comprehensive and holistic services by the Military & Veterans Transition Academy is not only a Christian imperative, but a common sense business imperative as well.

Chandler, Kenneth

  • Human Capital Transformation - The Right Turn for the District Department of Transportation

    Kenneth Chandler

    The District Department of Transportation (DDOT) is one of the largest cabinet-level agencies in the District of Columbia government. It is an organization of over 1,050 dedicated employees responsible for over $44 billion of infrastructure and public space in the Nation's Capital. The fulfillment of DDOT's mission requires internal support services capable of creating a strategic roadmap for future endeavors. That roadmap will aid the organization's ability to navigate through current and long-term political pressures evolving to a state of sustainable, efficient, and effective service delivery to the DDOT consumer base.
    Change is inevitable. Within the last decade, the District of Columba has had four mayors who have in turn appointed seven DDOT Directors. The relatively new Administrative Services Administration (ASA), responsible for providing internal services (administration, human capital, organizational development & training, employee & labor relations, and facilities management) has experienced four leadership changes within three years of its existence. This repetitive change has manifested a number of challenges. Specifically, this pattern of transition compromises the ability of the Administration to establish or maintain structural balance for coordinated service delivery to the six (6) operating administrations. Moreover, this level of constant change fortifies existing silos limiting understanding of "who does what" coupled with the absence of authority and accountability.
    From the perspective of the project consultant, this project follows the steps of local government procurement and contracting processes to establish a client/consultant relationship for the transition of DDOT's Human Capital Division. This strategic initiative places special emphasis on the transformation of this core division of ASA creating a catalyst for use in transforming this Administration and ultimately the entire agency. The project elements include: a consultant report containing a comprehensive qualitative review and organizational cultural assessment, recommendations, and a Human Capital Strategic Business Plan.

Clark, William P

  • Sustainable: Developing a sustainable faith-based or nonprofit organization

    William P Clark

    Nonprofit organizations are an extension of the passions of its board members, volunteers, and employees. As a result, there are nonprofits that serve a large swath of social needs from healthcare, to housing, houses of faith, children and youth, animal rights, and so much more. The humble beginnings of nonprofits are just as varied as their service areas, but it is commonly known that nonprofits typically receive their start-up funding from traditional sources – grants, donations, and fundraisers. Unfortunately, a large number of nonprofit organizations and limited resources that are made available in the United States makes accessing these traditional sources of funding very challenging. Consequently, the competitive nature of accessing these resources begs the question "how will nonprofits survive in this competitive environment and sustain current and future program operations?"

    A sustainable nonprofit organization thinks about how to generate new unrestricted revenue to maintain their programs. They support their programs through earned income strategies that are directly connected to the social mission of the nonprofit. Traditional sources of revenue such as grants, donations, and fundraisers are important to supporting a nonprofit; however, there is a need for nonprofits to explore their potential to earn income independent of these traditional sources. How is this done? What does it look like? What steps need to be taken toward this change? The foundational steps to becoming sustainable include a continuous relationship between:

    • Organizational Leadership: Influencing an entire organization to adopt sustainability as a cultural norm.

    • Self-Leadership: Raising individual consciousness about the necessity of self-leadership prior to leading others toward organizational sustainability.

    • Renewable Resources: Engaging in sustainable activities to create an economic ecosystem through which your organization can survive and thrive.
Fang, Lance

  • The Holistic Application of Transformational Leadership Attributes to Organizational Development

    Lance Fang

    Transformational leadership has long been examined as a standalone component of leadership styles. Much is known about the influence of transformational leadership styles between the leader(s) and their follower(s); however, much is yet to be understood how transformational leaders actually influence the organization. In order to really appreciate and understand the magnitude of transformational leaders and their overall impact on organizational development, it is imperative to study attributes of transformational leadership and how they drive innovation, growth, and shape organizational development. The attributes of transformational leadership have both direct and indirect impact that expands beyond the individual leader and into many aspects of the organization. A closer examination of transformational leadership will demonstrate this it is more than just a leadership style—it transforms all areas of the organization expanding from product to process to people.

Foot, James P.

  • Bridging the Chasm: An Examination of Operational vs. Strategic Leadership Requirements for National Guard Executive Leaders

    James P. Foot

    Historically, leaders in National Guard organizations have risen to executive level positions from the ranks with little or no understanding of the need to lead differently as executive level leaders. A decidedly different leadership perspective is required when leaders move from Directorate level (governance board) positions to senior executive level positions (CEO and his/her direct reports). In the active component (U.S. Army) there are several opportunities for senior leaders to gain experience in leading strategically at the executive level. In the reserve components (National Guard and Army Reserve) however, there are few, if any schools, courses or preparatory assignments that provide the same opportunities.

    This project focuses on leadership characteristics of executive level leaders and the skills necessary for leading at the executive level. Focusing on the transition from operational to strategic perspectives, this 3 day seminar leads attendees through this journey in 4 primary areas each as a separate module:

    • Module 1 focuses on executive leadership styles. During this module attendees are presented with the challenges of adjusting their leadership perspectives from operational to strategic, from managing to inspiring, and from being agents of change to designers of change.

    • Module 2 focuses on the development of a strategic focus. During this module attendees are exposed to rigors of developing a truly inspirational vision and how to expand awareness within their organizations of its future operational environment.

    • Module 3 focuses on aligning the organization's structure to better support the leader's vision. During this module attendees are challenged to explore the necessity for changing organizational structures to better address the vision and create an environment to support strategic thinking. Additionally, attendees are exposed to techniques for analyzing and changing organizational cultures to better align with the vision.

    • Module 4 focuses on the development of foresight skills through the use of driving forces analysis, identification and management of strategic issues and the development of future scenarios to help shape the organization's strategic initiatives.

    The value of this seminar lies in raising the awareness of future leaders of their need to shift their leadership approaches from the present to the future.

Gabeau, Geralde V.

  • The Immigrant Family Services Institute (IFSI- USA)

    Geralde V. Gabeau

    A new type of non-profit organization is established in Boston, Massachusetts with the goal of relieving the burden of transition for new immigrants. By connecting new immigrants to available services, and delivering customized services that address their social, economic, emotional and linguistic needs, IFSI-¬USA will be the first of its kind to serve as a "one stop service center" to help new immigrants fully realize their potential and contribute to the vitality of their communities.

    The mission of the Immigrant Family Services Institute (IFSI) is to be a leading institute of leadership thought and action, providing an excellent framework from a futuristic and global perspective to equip providers and stakeholders to meet the future emerging needs of immigrants in the United States.

    This final project includes a business plan for the Immigrant Family Services Institute (IFSI) and a literature review of various theories related to organizations effectiveness and efficiency in light of the new demographic landscape. Making use of Strategic Foresight, the proposal considers both the external and internal environment in which services to new immigrants are being designed and delivered. An anticipatory management model would help IFSI leaders monitor more effectively the direction of the changes in the Immigrants landscape and address any issues before they become a crisis. To do so, IFSI-USA leaders will put people first and treat them with the highest consideration possible. They will create and nurture the environment to facilitate the sharing of ideas, resources, information and competence across functions. They will be intentional about incorporating aspects of Transformational and Servant leadership theories within their organizations. By doing so, IFSI-USA wants to show the way to the future for all immigrants serving organizations.

Jones, Jeffrey

  • The Forward Thinking Security Officer Seminar: An Ethical and Practical Guide for Career Progression in Law Enforcement and Security

    Jeffrey Jones

    The need for ethical leaders in the law enforcement and security professions continues. Continuing to educate security and law enforcement professionals on training, new technologies and career broadening opportunities remains a challenge. Since the events of 9/11 and other police actions in cities such as; Baltimore, Ferguson and New York City, police and security officers are coming under more scrutiny than ever. Social media has magnified their actions and can be seen instantaneously worldwide. Ethical leadership, training, and the use of technological advances are key elements in managing these forces. Mentorship is a key and should be valued throughout career progression and help with navigating hurdles. The intent of this seminar is to provide ethical leadership lessons and other best practices in helping them to create a successful career track.

    This seminar explores the challenges associated with leaders in security and law enforcement, as well as offers some recommendations on how they can progress. Principles discussed in the seminar include:

    1. a. Why become a security/law enforcement professional?
    2. b. Defining Leadership
    3. c. Foundational leadership principles
    4. d. Resume review and the value of a vision
    5. e. Value of Mentorship and getting one
    6. f. Strategically planning your career development and implementation
    7. g. Value of leader ethics and character in career progression
    8. h. Understanding resources and other cross-cutting subjects
    9. i. Value of Relationships (subordinates, lateral, supervisors/leaders)
    10. j. Understanding the global culture
    11. k. Value of an organization's embrace of creativity and innovation in the career field
    12. l. Engagement in the organization's succession planning and management (SP&M)
    13. m. The value and need for rest and renewal in life's balance
    14. n. Other Resources

    The true value of this seminar is the dialogue amongst security and law enforcement professionals in developing a plan, sharing best practices, and facilitating open discussions on career progression and transformation for our leaders of tomorrow.

Leverett, Merrium

  • Coaching With a Servant's Heart

    Merrium Leverett

    We live in a world of hustle and bustle, everyone trying to get to one place or another and always in a hurry. In the process, we tend to push people through, coming across as only concerned about our needs. What has all this hurried life done for our leadership, our followership, and our general care for one another? How do we fix this issue of meeting the needs of others, while withstanding the hustle and bustle of life? In other words, how do we lead in a hurried world? This manuscript offers a solution to this dilemma through a Servant Leadership Coaching model. Put the term service back into servant leadership, we focus more on leadership where we serve the needs of the people, then we can become better servant leaders. This can be accomplished through using the Servant Leadership Coaching Model to develop leaders who effectuate change through serving the needs of others.
    The model is a three stage modal that focuses on change. The three stages are: change mindset; develop leadership; and change culture. To change the mindset we must understand what leadership is, explore personalities and motivations, build trusting relationships and then develop a learning environment. After this stage the coach begins to develop the leader by coaching them to listen and effectively communicate, develop core values, clarify the vision, and facilitate change while being accessible. The final stage of the model deals with changing the culture of the leader and organization to one of a servant leader by inspiring/empowering others, showing genuine concern, supporting community and encouraging change. Through utilization of this model leaders can make a difference. They begin to change the world.

Martin, Jacqueline

  • Effective Practices of the Servant Leader and the Health Servant Leadership Organization

    Jacqueline Martin

    Effective Practices of the Servant Leader and the Healthy Servant Leadership Organization is a leadership development training and organizational health assessment. It is designed to facilitate a learning opportunity for all levels of leadership in an organization to accomplish 5 main objectives:
    Recognize the attributes required of a leader and leadership.
    Identify characteristics, feelings, and actions of the servant leader by examining contemporary servant leadership models.
    Examine and identify traits and competencies of an exemplary servant leader.
    Know if the character of servant leadership is evident in leaders by discussing, learning principles and practicing servant leadership skills such as active listening, empathy and conflict resolution.
    Know what it takes to start a personal journey on the path toward servant leadership and implement changes in the organization to achieve "optimal" organizational health by looking at culture, strategy and the factors that affect organizational health.

    The training is structured around Greenleaf's concept of servant leadership in which leaders "serve first, then lead" (Greenleaf, R.K. Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness, 1977/2002) as the approach to develop leaders, and Dr. Jim Laub's OLA framework (Laub, J A, Defining Servant Leadership: A Recommended Typology for Servant Leadership Students, a 2004 presentation in Virginia Beach, VA) to assess organizational health. Leaders receive practical tools to help them increase their knowledge, skill, and attitude toward becoming exemplary servant leaders in service to a healthy organizational vision. Throughout the 8 hours of training participants will use "table talk" exercises, videos, case studies, and handouts to anchor learning in the realities of various leadership situations.

MacFarlane, Scott

  • Organizational Leadership, Planning and Culture: Designing and Planning for the Global Organization

    Scott MacFarlane

    Many leaders have been in a position where their organization had to make a change but could not implement it, or worse yet, they were too late to make the change at all. There are also leaders who find it challenging to motivate their employees no matter what they try. Still others discover they don't even know their employees or understand them. This workshop has the answers for leaders who find they have fallen into these traps. In this workshop, leaders will learn strategic planning in order to look ahead for impending trends by applying scenarios and futuring tools to forecast where their organization may be, and make change that will stick. They will work on motivating their employees through inspiration, empowerment and servant leadership. Several types of organizational design and structure will be compared, and leaders will apply structure and design with effective communication techniques to break-down barriers. Lastly, getting to know people by understanding their organizational, national and global culture will be studied.

McClain, William

  • Leaders, it is time to lead correctly or step aside: A one-day interactive seminar to build strong leadership behavior in Big Brothers and Big Sisters in the Big Brothers Big Sisters program.

    William McClain

    In the 21st Century, society has struggled to prepare adolescent males and females for adulthood. Many youth have become casualties of violence, poverty, and drugs. This seminar offers mentors such as Big Brothers and Big Sisters valuable solutions in a manner that immerses their mentees through all-inclusive skills growth, so that society can celebrate their confirmation as successful adults. This training includes values such as teamwork, honor, and respect that Big Brothers, Big Sisters and other mentors must instill in and discuss with their mentees. This ground-level know-how of being a mentor is worth sharing with current and future mentors, who could benefit from a few edifying words, ideals, and concepts to enrich their relationships with their mentees. While many leaders desire to become mentors, more than a desire is needed.

Mustapha-Temowo, Oluwaseun

  • Will Africa Emerge? –Socioeconomic development, Transformational Leadership and Strategic Foresight

    Oluwaseun Mustapha-Temowo

    The emergence of Asia as a global economic and industrial power house has been one of the major success stories of the last century. Through effective planning and strategic positioning, member countries made the most of their resources to rise into global prominence. Leverage was optimized because leadership was blended with strategic foresight to effect transformational change. As a result, China is now the world's biggest industrial hub, Singapore is in pursuit, India is a major global services center and tourism is now the heartbeat of Malaysia. The world saw the Asians coming… and they came. Can Africa follow and live up to its billing?

    Among their many counterparts, Nigeria, Angola and South Africa have been touted as the knife edge of the emergence of the African continent. Lending credence to this hypothesis are abundant human and natural resources combined with investment opportunities for multinational companies facing dwindling opportunities and stiffer competition in the developed world. Still, the potential has been there for well over half a century and that is all it has been for most of the continent, South Africa being the only breakaway story of note. While Africa has been blessed abundantly with natural resources and environmental comforts, sound leadership has been in short supply for the most part.

    Recently though, uprisings in Northern Africa and the deepening of democracy in Nigeria have shown promise that the people would hold leaders more responsible for their actions or inactions. Expectations then are that the corruption and lack of direction that have plagued the continent would start receding in the near future. Ingredients of social change are bound to start coming up afterwards. While this hope exists, a decent effort still has to be made in leadership to stir development. The frontier economies in the world are growing at such a pace that for developments in Africa to be considered significant, they must significantly outpace the norms of the present to at the minimum keep sync with the pace of the rest of the world. Strategic foresight and transformational leadership would play major roles in these endeavors. Primarily, in setting her development goals, Africa needs to aim, not for where the forefront of economic progress lies at the moment, but at the time in the future where she aims to hit her targets. Here is where elements of strategic foresight would play a role. Next comes the need for transformation to steer the continent in the desired direction. This appears the more difficult of the two processes given that the delay in the emergence of Africa as a global power till now has not been for want of plans or targets. Execution has proven the elusive ingredient. This raises new questions regarding the quality of the human resource with which Africa has to execute, as well as how ready the people are for the change they clamor so much.

    The book "Will Africa Emerge? –Socioeconomic development, Transformational Leadership and Strategic Foresight" seeks among other things to answer these questions and provide a context for the emergence of African super nations.

Pahl, Kermit Christopher

  • Going on A Digital Diet – Protection Your Information

    Kermit Christopher Pahl

    Technology has become engrained in all industrialized societies, allowing its citizens to connect to social media or business sites with any Internet enabled device. Smart devices, such as phones and tablets, are always in the user's possession, providing a convenient method to stay connected. However, this device also provides information about visited sites and apps, locations, and shopping habits, allowing businesses to receive valuable information about one's interests. Information collected from any Internet enabled device can be aggregated across platforms by businesses or governmental agencies, which may later be used for profiling. In most cases the user has agreed to the sharing of their data by connecting to a website or application. However, Internet connected devices may also be tricked to give up information about a user without consent.

    This six-week, 18-hour, course is targeted towards high school students to increase awareness of privacy and how to responsibly share their information. However, the class may be tailored to any age. Students will learn why their information is important to marketers, how their information is used, shared, and aggregated. Course objectives will also include how to control the sharing of a user's information using popular technology tools, managing an online footprint, and becoming secure in cyberspace. Techniques to avoid common crimes, such as texting, and cyber-bulling are also covered. The course will also demonstrate how information posted on social media sites may never disappear from the Internet and how poor, youthful choices may affect the ability to hold future leadership or positions of trust.

    The course concludes with the need for privacy leaders. Businesses and lawmakers must think proactively regarding the fundamental right to protect one's privacy balanced with legitimate business needs and national security, as regulations cannot address current technological issues. Absent reasonable privacy and data security laws, this course will examine what steps leaders may take to self-regulate information seen valuable by the user, such as their online browsing habits, but also when it may be appropriate to turn over data to a third party absent written consent.

Proseku, Idlir

  • Integrating Big Data and Strategic Foresight: The Way Forward Toward a Competitive Future

    Idlir Proseku

    Digitization has enabled us to capture data that we have not previously considered. Smart phones and other technologies for example have enabled users to capture data continuously, in large volumes and a variety of data. Thus, data that exhibits volume, variety and is continuous is known big data. With the introduction of big data, tension arises between big data and company strategy. Managing this tension between digitization, which ultimately has been the driving force for big data and strategy, is of vital importance to the continuous success of organizations. This manuscript is about big data and how strategic foresight helps organizations attain alignment. Strategic foresight manages the tension that exists between digitization and the organization, to meet strategic ends. Literature and other books speak about these two topics independently. This manuscript shows the reader how the two interact and relate to each other in order to provide maximum value. This manuscript synthesizes both topics so the reader will gain an understanding of what big data is, learn what strategic foresight is, and how it applies to strategic change.

Ritacco, Jacqueline

  • Developing Physician Leadership: Utilizing a Framework of Authentic Leadership Theory and an Evidence Based Coaching Approach

    Jacqueline Ritacco

    Physicians are called to become change agents, lead care teams and health system transformation. Conferred with leadership resulting from expertise, most physicians are not formally trained in leadership nor are they prepared to assume this role. A new coaching model was developed with linkage to Authentic Leadership Theory and training was given to physician leaders to answer the questions of whether this evidence based coaching model is an effective leadership development tool and whether it is likely to be adopted post training. Both Authentic Leadership elements and the COACHES© model were likely to be utilized in whole or in part.

Smith, Kevin P.

  • Organizational Culture Analysis at the Defense Contract Management Agency

    Kevin P. Smith

    This project documents the results of an organizational culture review and analysis at the headquarters of the Defense Contract Management Agency (DCMA). The purpose of this effort is to provide an assessment of the organizational culture from a non-leadership perspective. Insights from this effort will be used to understand where organizational culture misalignment between the leadership and non-leadership groups may be affecting performance. The specific issues raised in the analysis will be used to direct remediation and improvement efforts as the organization moves toward a shared vision for the future.

    The background section develops the organizational context and identifies the need for a survey of the organizational culture. Given the link between successful change and an understanding of organizational culture, a more culturally-aware leadership team will be better able to cope with the constant change that seems to be the new normal in today's dynamic leadership environment. This new awareness should provide major benefits as DCMA moves into an ever more dynamic and challenging future.

    The methodology section gives a review of the organizational culture assessment tool that was employed. It also highlights the mindmapping process that was used to identify, define, and prioritize the specific issues that were identified by a team of employees. The analysis section details the actual results of the issues identification process and the organization culture audit. First, A Pareto-based ranking of all issues is developed and discussed. Second, the organizational culture assessment results are presented. Each of the six questions included in the culture survey is analyzed individually and overall results are summarized.

    In the recommendations section, the analysis is connected with several ideas for moving forward. Insights from the employee team and culture survey are summarized in addition to providing several training resources that can help the leadership team transition from the current organizational culture to the preferred future culture that was highlighted by the culture assessment process.

Steely, John

  • A New Way Saving Your Organization One Strategy At a Time

    John Steely

    The leadership journey is complex. This complex journey is felt both on the individual and organizational level? How can we build the best organizational systems, which enable us to lead toward a sustainable future? The New Way training material will help any leader uncover the answers they seek for themselves and their organization. The contents guide a leader through self-discovery, such as the willingness to lead, it describes what leadership consists of and the styles associated with leaders. From there leaders are challenged to think about strategy and how it applies to their organizations. The strategies discussed help a leader at any level. The goal is to guide leaders into more efficient and effective strategies in the name of transformation. A New Way uncovers ground that leaders may not have thought about in the past. The training provides tools for thinking and analyzing the future. Leaders will be challenged to look closely at trends and analyze the impact of these future trends on their areas of leadership. Once trends are analyzed then strategies can be formed allowing originations to be proactive instead of reactive. A New Way does not provide the ultimate solutions for all leaders and organizations but it does begin the process of helping them think and work toward their goals of a sustainable and successful future.

Stehlik, David

  • Integrated Delivery: Innovating Leadership for Outstanding Healthcare Outcomes

    David Stehlik

    An Integrated Delivery System (IDS) in healthcare refers to a network joining hospital care, ambulatory care, long-term care, and business support services for myriad benefits. Essentially, the whole system provides a qualitative benefit that cannot be gained individually through its components. In the same way, today's thinking and practicing of leadership is too factious to fully leverage the multitude of insights. The popular models and theories, while extremely helpful, tend to emphasize leadership behaviors that are best applied in defined rather than shifting contexts. Fast-paced industries and slow-paced industries may have operated under diverse leadership assumptions in the past, but this is a day of mergers. Most obviously, when fast-paced technology meets slow-paced regulated care, and when slow-paced engineering meets fast-paced emergency rooms, the story changes before our eyes and the world is no longer so easily separable. Simultaneously, the clarion call of industry is for innovation, but should we think so simply about innovation as we have about leadership? How has that worked out for us?

    This book is about a new framework for leadership, a model that innovates upon the current paradigm directing leadership thinking, promoting a forward-thinking framework that integrates the best business and social concepts, strategies, and practices to healthcare. Like its namesake, this integrated leadership model, is about bringing the best leadership assumptions and practices together so that their weaknesses amidst shifting environments are buoyed by the others' strengths. Prior to my detailing of the integrated leadership model, however, you will find out how "organized medicine" has changed over the decades (Chapter 1), what innovation really means (Chapter 2), and how to think clearly about strategic management and its constituent parts (strategic thinking, strategy development, and strategic planning) (Chapter 3). Then, the other models which helped contribute conceptually to the development of the integrated leadership model along with the model itself are discussed (Chapter 4). The chapters that follow (Chapters 5-7) explore each of the three primary modes of leadership behavior (anticipatory, strategic, and administrative) that keep an organization focused and refreshed throughout its various innovation-minded, effectiveness-establishing, and efficiency-building pursuits. For those wondering about integrating the model into their leadership habits (or scaling it for their organizations), Chapter 8 includes a short story about a healthcare organization in which the model is not spoken of, though its existence should be clearly perceived. The imaginary organization will illustrate ways in which the theory that undergirds the model and the practices which bring it to life can have a home in your organization.

Stutzman, Nathaniel James

  • The School of Authentic Leadership Training (S.A.L.T); a Christian undergraduate leadership program and curriculum.

    Nathaniel James Stutzman

    Jesus taught that we have to lose our life to find it, so it is not far-fetched to imply that our growth potential is limited if we try to remain who we are. In the case of leadership; leadership has much more to do with following than it actually has to do with leading. As Christians, I believe our growth potential increases as we die to our desires and ambitions and instead, take up the Cross of Christ. It is in that moment, when we are walking in the steps of Jesus, that we find ourselves authentically leading and liberating others toward life-giving truth. In an effort to help encourage young college leaders to mature and grow, I created a premier leadership curriculum focused on authentic Christian followership.

    The School of Authentic Leadership Training (S.A.L.T) is an undergraduate, Christian college, leadership program. The program's curriculum features four unique tracks of study and consists of over twenty uniquely designed leadership courses. The program is set-up to accommodate a minor in Authentic Leadership Studies with the possibility of declaring a major with added credits. S.A.L.T.'s unique curriculum and course sequencing allows universities to utilize a cohort model while still building a greater program affinity through S.A.L.T.'s expansive leadership network. The program's hybrid (online and on-ground) course selection makes it cost effective for smaller Christian universities with limited staffing and resources. As an interdisciplinary program, leadership education can enhance all areas of study. Leadership skills embolden knowledge to take action and innately provide character a podium of influence. Practical hands-on leadership experiences, leadership internships, and personalized discipleship help make The School of Authentic Leadership much more than a typical learning environment. It is an environment that inspires students in their pursuit of the truth; to live faithfully and serve fervently.

Taylor, Eve

  • Transforming New Generation Leaders

    Eve Taylor

    The current realities of females in leadership positions are challenging organizations to embrace a new leadership pipeline for success. The training seminar focused on Organizational Multiculturalism: Women as Social Change Leaders. The training seminar emphasized organizational multiculturalism underpins the character and integrity of the male leaders in the organization overlooking talented female leaders. The realities of female leaders are the 21st century transformational leaders who are the new generation leaders. Time has come for the male leaders who have dominated in high-level positions of authority, politics, and power of influence and conflict management to demonstrate a renewed high degree of emotional intelligence in their leadership positions. The seminar training highlighted the art of leadership and the importance of the female leaders identifying their rights to transition into the executive high-level roles of responsibility in the organization. There is growing evidence that women in all sectors or organizations are eliminating the barriers and refusing to see a (glass ceiling) that have held them hostage to a mindset that male leaders will never allow female leaders to become CEO's. There is a shift in the political arena with two female leaders former (Secretary Hillary Clinton and Carly Fiorina) are running for the highest office in the United States of America to become the first female President of the United States of America.

Trask, Bruce

  • Government Executive Leadership Program: A Study in Strategic Leadership

    Bruce Trask

    The idea of being a "Strategic" leader is often talked about but rarely is it clearly understood what is really expected when we are told to be a more strategic leader. This curriculum will teach how to be a strategic leader at whatever level we may be. It will allow us to confidently think and act as a strategic leader at our current level of leadership and be ready to think and act strategically at the next level. While many of the behaviors and processes for strategic leadership transfer from one level to the next, the way in which they are implemented will vary. As our level of responsibility increases the depth and complexity of strategic leadership can increase. This course will gradually step us through that increasing complexity of leadership.

    Our abilities, skills, and knowledge gained and developed over many years have prepared us for the positions we hold. But what got us here won't necessarily get us where we want and need to go. This program is specifically designed to give a clear picture of leadership, define the actions of a strategic leader at each level, and provide the basis for leadership development through each of these levels. Our final module, Foresight Leadership Strategy, will provide us with powerful tools that will help us more successfully lead our organizations and create a legacy of strategic leadership.

Triplett, William

  • Management Administration Health Services Operational Review

    William Triplett

    This document describes an operational review executed by Triplett Aspen Consulting Team ("the Team") on the behest of Management Administration Health Services ("MAHS"). An operational review is an evaluation of in-house procedures that pinpoints the areas of those procedures that will benefit from development, such that they become capable of contributing continuously to the improvement of outcomes at MAHS. This operational review gives an account of the background and purposes of MAHS, of the composition, qualifications and duties of the reviewing Team, of the findings of the review, and of the advice the Team tendered to MAHS. MAHS is committed to providing a wide range of managerial and administrative support services to its staff. The platform of the Team's advice is that the management of contemporary of commercial establishments can be executed successfully only if leaders collaborate with individuals of the same mind-set, and conduct regular internal and external operational reviews.

Ukpaka, Elvis

  • The Value of Succession Planning for Nigerian Organizations

    Elvis Ukpaka

    Founders of organizations are typically charismatic and driven individuals who inspire others to get involved. As a result of their commitment, a fledgling idea turns into a full-fledged reality. Then the day comes when the founder announces it's time for them to move on, says Louise Chatterton Luchuk (2008). But wait a minute, what happens when the Founder or CEO has no time and the opportunity to say goodbye? What happens in an extreme case when he suddenly dies leaving no successor in place? Just recently, I read a book titled, "The Sudden Death of a CEO." The authors, David Larcker and Brian Tayan, asked: "Are Companies Prepared When Lightning Strikes?" As a business owner, executive, or leader of an organization, this question is not only critical but a fundamental question that every meaningful leader should ask should the unexpected happens. For every football player on the pitch, there is always a successor for him at the bench—waiting to be featured—in the case of injury, fatigue, out of form, retirement or sudden transfer of the player to another club. A football coach knows so well the danger of featuring a player without his replacement on the bench should the inevitable occur. Now, should today's organization be any different in the midst of stiff competition and where key employees leave or move up higher on the corporate ladder? Should your key staff resign without notice, do you have someone competent with the requisite skill to take over, or start the rat-race of hunting for new employee in the job market while important things that needs to be done keep waiting? Up till now, most organizations in Africa, especially in Nigeria, operate without succession plan in mind. Organizations in Nigeria have to understand the urgent need to implement a robust leadership pipeline that hunts for good talents that can be groomed to replace the retiring leaders. The aim of this project is to propagate the urgency of effective succession planning to ensure business continuity for organizations in Nigeria; Preparing people appropriately to step up to leadership roles; Help organizations identify talented employees and provide structured career development opportunities to enable them to take on higher level and broader responsibilities; finally help the organizations attract and retain the top talent they need to meet their current and future objectives. This project is designed to be a Two-Day Seminar, packaged specifically for all management professionals with an interest in ensuring business continuity and improving performance, motivation and loyalty of employees. It is going to be an essential course for Executives, Business Owners, Directors, Senior Managers, HR Professionals, and Departmental Heads.

Warren, Catherine

  • Coaching in Christian Colleges Benefits the Faculty as Much as the Millennials

    Catherine Warren

    With the successful explosion of executive coaching on the business front, and the ever-changing creativity of Millennials, coaching in educational institutions is necessary in order for colleges and universities to stay relevant with this vibrant generation.

    This document explores the untapped benefits of coaching. However, it delves deeper than the traditional coaching path of personal or executive coaching. It identifies the positive impact and relevancy coaching would have on Millennial students in college settings. This is presented through secular and Christian perspectives, with an encouragement for faculty and staff at Christian colleges to take the lead in implementing coaching programs. This recommendation is based on scripture and biblical foundations. The idea is threefold. It begins by offering separate seminars to college faculty and students to explain the benefits and the fundamental aspects of coaching. The next step is for faculty to adapt a teaching methodology which incorporates coaching functions. The final step is for staff to offer coaching sessions as requested by students.

    Christian educators are encouraged to take the lead and set the example for others to follow. Successful organizations know they must observe, learn, and lead by influencing and leveraging the strengths of all resources. By stretching beyond predictable leadership practices, we can demonstrate boldness and implement coaching throughout our institutions. This process can literally change leadership as we know it, while we develop the leaders of tomorrow.

Williamson, Chris

  • Using Social Exegesis on the Pages of Life

    Chris Williamson

    If interpreting the Bible seems difficult at times, interpreting the times we live in can be just as taxing. Social Exegesis is the ability to observe and wisely interpret the highly complex social issues of our day with balance and objectivity. Rather than doing social eisegesis, which is the dangerous misstep of reading into today's perplexing events many of our personal prejudices, biases, and agendas, we should look to be like "the sons of Issachar who understood the times and knew what Israel should do (I Chronicles 12:32)."

    The four principles of Social Exegesis are as follows:

    1. Ask Questions: Through initial observation ask yourself: What happened? What is it that I see plainly? What is the immediate context of this occurrence? What is the surrounding context? What smaller events led up to this main event? What sources am I relying on to give me my information? What are the counter views? Is there any validity to those perspectives?

    2. Dig Deeper: What are the invisible yet very real factors that have bearings on this matter? As with biblical exegesis, today's social interpreters must go deeper below the surface and run these matters through historical, economical, educational, racial, judicial, cultural, political, and spiritual grids. As social observers, we must be determined to get below the surface of the iceberg in order to see the biggest and often unseen parts of the problems at hand.

    3. Be Honest: We all have biases because we all have imperfections. None of us are perfectly objective, and due to our experiences we bring partiality into our interpretations. Are you aware of your implicit biases towards people of other classes, religions, or ethnic groups? What human, social, and cultural limitations do you admit to having in regards to interpreting these events in a fair manner? How have you committed social eisegesis by reading into the situation things that aren't there based on an agenda?

    4. Do Something: Besides praying, how can you be a force for good? What can you do in your community to serve others that are impacted by these issues? In what ways can you be a change agent, a bridge builder, a peacemaker, a herald, a reconciler, or a restorer of the breach? How can you use your platform and sphere of influence to encourage dialogue, healing, hope, accountability, and unity? How can you change unjust systems and not just blinded minds? What can you say or promote on social media that is educational, inclusive, truthful, and compassionate?

    We know that tomorrow will produce another tragedy. We cannot change what will happen, but we can change how we interpret what happens. We can also change how we respond in ways that honor God and serves our fellow man. This is why it is imperative that we use Social Exegesis on the pages of life.

Aguirre-Mar, Moises

  • Identity Design Action (IDA) Workshop: Igniting Entrepreneurial Initiatives

    Moises Aguirre-Mar

    Dr. Juan Pablo Solis, dean of the civil engineer school at the ITESM (Instituto Tecnologico de Estudios Superiores de Monterrey); requested my consulting company, Derek Consultores, to prepare a seminar on the subject of generating ideas with value and innovation with the aim of igniting new business ventures. We designed a model named IDA model workshop, which has the following elements: (1) Identidad (Identity); (2) Diseño (Design); (3) Acción (Action).

    The objective of the seminar is to enable entrepreneurial initiatives among attendees, young adults with entrepreneurial profile and business development intentions. The model's elements will be presented in three sessions of six hours each, scheduled on Saturdays from 8 am - 2 pm.

    The first module, Identity, intends to present an overview of the seminar; focusing on the key elements of identity as a generator of entrepreneurial ideas. The topics of this module are: (1) Introduction to Roadmap: generating ideas of value ©; (2) the IDA Model; (3) what is identity?; (4) key components of identity; (5) Shalom: Hebrew Old model to prosperity; (6) the DISC personality type; (7) mission workshop; (8) vision workshop; (9) conclusions and closing module.

    The second module, Design, intends to involve the participants with the basic elements of design thinking model. The topics of the module are: (1) Introduction to design thinking model; (2) elements of design thinking model; (3) practical workshop in design thinking model; which has the following elements: (a) empathize; (b) define customers' problems/needs; (c) ideate potential solutions; (d) prototype the best possible solution; (e) prototype's evaluation; (f) conclusions and closing module.

    The third module, Action, helps the attendees to turn their business idea into a business model implementation by using the canvas business model. The module includes: (1) the state of mind for innovation and business modeling; (2) how people face change; (3) business model definition; (4) the canvas business model practical workshop; (5) canvas business model examples; (6) customer intimacy: Web 3.0 connecting with clients, which includes: (a) Jobs to be done (JTBD) innovation tool; (b) integrated marketing communication; (c) psychographic profiles; (d) the circles of marketing; (d) the model's and seminar's conclusions.

    In the implementation of the IDA model, it is possible to create innovative and entrepreneurial ideas that provide solutions to customers' needs and result in business opportunities for the seminar participants.

Best, Nancy A.

  • Re-Enlightenment of Economics: Main Street bridges to global civil equity systems

    Nancy A. Best

    Postmodern biblical and philosophic ideologies carry a connotation of natural intelligence and natural reasoning formation of natural wisdom in a worldview that has been set aside. Our new economic systems negate the interdependent societal systems of governance and economics. Pure economics as wealth negates the neo-classical societal effects in compromising a greater society. The effects of easy money, huge debt, and dual definitions allow societal loss of wealth through the lack of moral values and ethics in global compromise of democracy and western values. Meanwhile, southern emerging nations follow historic home markets of Adam Smith within home market inclusion as a unified southern agreement of south-to-south markets as new economic models of new efficiency. New global formations evolve as our Main Street redefines global equilibrium in a restructure of social systems of extreme poverty and extreme wealth in needing to find an alternative. Global Main Street social community's need is for a comprehensive means of governance reframing economic theory as a worldview and not the economic selective self-interest of wealth dominion.

Bishop, William H.

  • The Currency of Leadership

    William H. Bishop

    This manuscript presents ethical and cultural organizational challenges in a narrative format from the perspective of a new CEO. Cheryl Stevens is the first female CEO in The Company's history. Shortly after she is installed, a myriad of leadership issues emerge, and she is faced with the real possibility of having to resign or being terminated. A chance encounter with a former business school classmate embarks Cheryl and The Company on a fantastic leadership journey. At the behest of her classmate, Cheryl contacts The Consultant, who assesses the organization, provides his findings and recommendations, and implements a customized training plan to address the underlying issues. The Currency of Leadership demonstrates the nuances and personalization involved in effective consulting and corporate training development.

    Organizations in the 21st Century are globally exposed. Ethical failures stream around the world in real-time. Corporations rise and fall based on their values, culture, and associated actions. Changing corporate values, breeding an ethical environment, and adapting customized training based on organizational need are paramount for the success of global organizations. Consultants must serve as confidants, mentors, and corporate trainers who not only make assessments and recommendations, and deliver training, but who also design and develop training that meets the ever-changing needs of global organizations. The days of off-the-shelf training have fallen by the wayside. Organizations need timely, relevant training that is designed specifically for them, their environment, and their culture.

    In this creative application of academic information, the art of consulting is combined with the skill and technical acumen required to design and deliver training to transform organizational culture. Additionally, the academic content stands alone as a guide for establishing core values, defining ethical boundaries, and identifying the qualities of authentic leadership that are crucial for organizational success in the global economy. This is both a quick reference that leaders can utilize to make mid-course corrections and a blueprint for developing customizing training to meet changing needs.

Bolser, Karen

  • The Christian Millennial: Leading Generations in a Secular World

    Karen Bolser

    The most momentous changes to our workplace are taking place now and will continue into the foreseeable future as Millennials enter the role of leadership. Because of their influence in politics, global markets, and the church, Millennials are simply too large and influential to overlook. This generation has been affected by the traumatic events of September 11th, the unforgettable housing bust and massive financial meltdown. They have survived all of this, but with mountains of consumer debt, student loans and no careers. Millennials are technologically inclined, culturally diverse, extremely connected and are activists for personal rights. Many consider Millennials narcissistic, selfish, and have an entitled mentality; however, the reality is Millennials want to make a notable difference, push businesses forwards not backwards, as well as have a positive effect on lives. Millennials should be recognized for their efforts to revive the economy and rebirth servant leadership. Yet, despite all the lead way this generation is making, Millennials still present a significant challenge for Christians within this generation. Although, the largest generation in history is making significant waves they are the least religious generation in American history. If the Church and Christian organizations are to be vibrant and effective in the twenty-first century, Christians within the Millennial generation need to learn how to advocate, strategize, think, and lead on a Spiritual foundation. This book tackles this sensitive subject in hopes that all generations can appreciate and see the significant and much needed transformational qualities Millennials bring to the forefront of leadership; yet, emphasize and focus on the imperious role Christian Millennials have in this generation.

Branch, Chester

  • Transmedia Education

    Chester Branch

    In 1914, Frederick J. Kelly developed SATs as a temporary fix during the war. By 1926 he renounced them, but most Western educational institutions have not.i The majority of schools are, unfortunately, still preparing students for a 20th century while living in the 21st Century. Millennials are a generation engulfed in the transmedia revolution. Through an analysis of the three primary transmedia spaces, this project will outline the need for a curriculum that can prepare digital natives and digital immigrants for inevitable shifts in communities of practice.

    The three primary transmedia spaces and their working definitions are as follows: Transmedia Learning Spaces, Transmedia Creative Spaces, and Transmedia Performance Spaces. Learning spaces relate to current educational institutions. Networking paradigms will overpower the tradition hierarchical structures within education. iiCreative spaces relate to current industries that focus on arts and crafts. In this space, customization and interactivity will override the traditional 'one size fits all' form of product broadcasting. Performance spaces relate to business organizations. Business organizations will shift from an out-sourcing model to various crowd-sourcing models.

    Transmedia Education consists of three major roles. The three roles are the following: The Architect, The Expert, and the Project member. These roles operate differently than the classical hierarchal structure in that these roles often shift and share levels of power, much like the checks and balances seen in successful democratic societies.

    An analysis of the three primary transmedia spaces reveals a need for a curriculum that can prepare digital natives and digital immigrants for the inevitable changes in the current communities of practice. William G. Bowen, former president of Princeton once said, "One of the characteristics of academia is that nobody wants to be left behind."iii He goes on to say that, with more research, there is great promise for the future of education. Additionally, there is great promise for the future of Transmedia Education.

    i Cathy Davidson, Now You See It (New York: Penguin Group, 2011), see Chapter 3.

    ii Cathy N Davidson; David Theo Goldberg, The Future of Learning Institutions in a Digital Age (Cambridge: MIT Press, 2009), 13.

    iii Tamar Lewin, "Universities Abroad Join Partnerships on the Web" 20 February, 2013,

Campbell, Stacey T.

  • The Great Restoration: Leadership Lessons in Building a Culture That Brings Healing, Hope, and Honor

    Stacey T. Campbell

    Every church and faith-based organization will have to face it, if they haven't had to already: What happens when someone falls? Even more specifically, what happens when a leader commits a grievous sin? A typical Christian community will—either quietly without much fanfare, or loudly in a public display of discipline—quickly remove the errant person. A rare few will send them away to regain spiritual, emotional, and relational health, never to be seen again. And in a miniscule number of cases, the fallen leader stays within the community of believers to regain overall health in order to be restored to their former ministry and place of leadership.

    This book manuscript explores the historical progression that has caused Western churches to adopt a practical theology that has accepted a gospel of legalism in dealing with the sins of others. Through a careful analysis of the scriptural perspective on love, grace, honor, and restoration, Christian communities will be challenged to build a culture of restoration that reflects Christ's love to everyone, especially if they are in vocational ministry. The metaphor of the church being a family is fully investigated as a powerful picture of how Christ-centered relationships can actually bring life, freedom, and fullness to someone bound in shame, guilt, and darkness.

Dannar, Paul

  • Affective leadership: An Integrated Approach for Leaders

    Paul Dannar

    This book is about the future of leadership; how it is derived, where it comes from, and how it will be used to empower each individual to create better organizations. The first step toward this new future is to move beyond the search for linear effectiveness. Effective leadership, with efficiency as its primary source of power, is no longer adequate; it cannot meet the demands of an increasingly globalized, complex, paradoxical, and uncertain environment. Required instead is affective leadership which provides a mechanism for both thought and action allowing the leader to think holistically, finding patterns previously hidden in the day-to-day rush for short-term performance improvement, while at the same time creating an action-oriented construct for implementing ideas and decisions. Affective leadership changes what leaders do and what leadership is because the emphasis shifts to organization-wide leadership practices as opposed to leadership by position. Affective leadership incorporates many aspects of transformational leadership, emotional intelligence, servant leadership and other approaches; however, the primary power of affective leadership derives from the individual leader's desire to enhance everything around them. The very nature of this desire forces the leader to embrace the notion that they must work with everyone and elicit the ideas, skills and hopes of all concerned if they hope to meet the challenges associated with such an enormous undertaking as global enhancement. Affective leadership is integrated and systems oriented and thus it is specifically designed to be sufficiently flexible and adaptable, thereby fitting almost any organizational setting. The affective leadership approach is unique in that it is not prescriptive in nature rather it is designed to prompt leaders to consider four key areas when making decisions and creating strategy; three-tiered balance, organic organizational structures, creativity, and safe zones. Because of this focus affective leadership is more dynamic than typical leadership approaches that still focus primarily on individual characteristics and the myth of charisma.

Day, Samuel J.

  • InPowering Leadership: The Key to Unleashing Great Results and Great Relationships

    Samuel J. Day

    This is a book about InPowering people to unleash greater dreams through creating both great results and great relationships. "In"+"Power." Insecure leaders hunger to get power; InPowering leaders are those who give power to unleash greatness from within others. InPowering leaders are transformational leaders, bringing out the best in their team. We elevate their performance to a whole new level of energy, motivation, expectation, and commitment. When we InPower people, we increase their ability to accomplish something meaningful with their lives—something they may never have dreamed of doing before.

    It's about being more than an "effective leader" who gets people to do what is expected of them. This leadership model will guide you to become an "empowering leader" that enables people to rise above expectations. Here are some of the highlights:

    * Explanation of the double focus that makes great leaders InPowering
    * Overview of 5 types of leaders—including guidance in identifying your own leadership type as well as those of the ones you are coaching/mentoring/training
    * How to set powerful goals that motivate people with energy
    * Demonstrating the difference between a "self-serving leader" and a "servant leader"
    * 4 types of leadership styles by which you can influence people, and in-depth training on how to succeed in each
    * How to provide "goal-driven" instead of "guilt-ridden" accountability—energizing people all the way to the finish line
    *As an added bonus: visual models are used to illustrate how to more effectively InPower others to achieve high value goals

Daye, Charlene

  • Digging Deep to Stay Strong: Factors Influencing Minority Women Entrepreneurs

    Charlene Daye

    The only way to encourage larger numbers of minority women into self-employment is to recognize that there is a need to widen access to business start-up, financial resources, growth training and support. This research project examined factors influencing the success of minority female business owners, identified challenges and barriers they face in growing or expanding their entrepreneurship. Minority women are prone to be very innovative and focus their business practices and revenues toward societal good such as in the area of education. The research examined 6 minority cultures of women entrepreneurs and gave attention to the biblical perspective of women using their skills to earn income outside of the home, gender differences between men and minority women entrepreneurs and factors influencing growth and development of their businesses. For minority women, factors influencing the growth and development of business ownership have lessened over the years, however there continues to be challenges which are holding them back. These challenges include the burden of juggling household responsibilities, business duties, and their personal desire to become a leader in their own communities. This balancing act is a functioning process embodied in their attitude, expectations and culture which influences their business decisions and this balance impacts their communication, problem-solving and decision-making skills. This document presents strategies and practical applications for creating goals, organizing aspects of the business and managing employees more effectively. Data revealed the need for training and education in the areas of entrepreneurship, financial management, technology and marketing. As a result of this project, recommendations for minority women entrepreneurs were proposed which lead to an 8-hour seminar and training manual for the target audience providing processes and activities pursuant to improved business practices in the pursuit of prosperity, power, influence and success. Some significant business forms are included.

Fletcher, Juanita L.

  • Strategizing GHME Productions, Inc.

    Juanita L. Fletcher

    GHME Productions, Inc. is an upscale production company servicing the Hampton Roads area. This family owned business was created to allow all family members the opportunity to collectively use their gifts and talents. GHME Productions is the brainchild of founder Juanita Fletcher; but, was quickly embraced as a labor of love by the entire family. The company is the parent company of two additional companies, Glitz, Hair, Music & Entertainment, LLC. and ACHI Magazine, LLC.

    An environmental scan including an internal organization assessment and a review of demographic and market data was conducted for the company. The environmental scan and organizational assessment helped GHME assess both the challenges and opportunities it is likely to face over the next five years and set the context for the choices reflected in this strategic plan.

    This project comprises the strategic plan created for GHME Productions, Inc. It reviews its strengths, weaknesses, opportunities and threats; presents a series of fundamental statements relating to GHME Productions, Inc.'s vision, mission, values and objectives; and sets out GHME Productions, Inc.'s proposed strategies, goals and action programs. It also reviews different aspects of subsidiary companies Glitz, Hair, Music & Entertainment, LLC. and ACHI Magazine, LLC.

Flores, Carmen

  • Risk Management Plan: An Implementation Guide for the Defense Agencies Initiative

    Carmen Flores

    Software is a complex, changeable and invisible product with many unique characteristics. There are many risks involved in creating a high quality software system on time and within budget (Westfall, 2001). The term "Risk" evokes different reactions in many people; this is because most people tend to look at risk as something that needs to be avoided instead of managed. Risks, whether known or unknown, are undesirable events that have not yet occurred or impacted a project. This definition views risk as having three key components:

    1. a. A future root cause (yet to happen), which, if eliminated or corrected, would prevent a potential consequence from occurring

    2. b. A probability (or likelihood) assessed at the present time of that future root cause occurring, and

    3. c. The consequence (or effect) of that future occurrence. A future root cause is the most basic reason for the presence of a risk. Accordingly, risks should be tied to future root causes and their effects.

    Things have a tendency to be chaotic and unpredictable. There is very little that one can do to prevent the nature of things; however, one can do much to prepare for the nature of things. Risk is an inherent part of everything that we do; therefore, risk is not to be avoided, but acknowledged and mitigated. As such, organizations need to have a process for managing risks--a process focused on identifying potential risks, and on developing plans for addressing risks, should they arise. For years, the main focus of risk management—in government and industry—had been on safety, error prevention, and on "striving to control behavior by fighting deviations from a particular pre-planned path" (Rasmussen, 1997). Risk management, therefore, involved looking at the past to improve present conditions. "Compared to the stable conditions of the past, the present dynamic society brings with it some dramatic changes in the conditions...of risk management" (Rasmussen, 1997). Today's rapidly changing technological work environment requires that leadership review current trends to predict future risks, and the impact of those risk to cost, schedule, performance and future business.

    The successful development of DoD systems in today's increasingly technically complex environment is challenging. Therefore, an active, well-defined, risk management process is a critical best practice for all information and software-intensive systems. Today's rapidly changing technological work environment requires that managers review current trends to predict future risks and assess their impact on cost, schedule and technical performance objectives (Defense Acquisition Guide, 2006); thus, the "emphasis is shifted from crisis management to anticipatory management" (Down cited in Westfall, 2001). The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success. The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk management is the job of everyone on the program, not just the program manager.

    This Risk Management Plan (RMP) describes the risk management strategy, governance and process employed by the Defense Agencies Initiative Program Management Office. The risk management processes outlined in this Plan will ensure: (1) an integrated and balanced approach where, (2) risks are identified and mitigated in a timely fashion for the success of the program. Additionally, this Risk Management Plan provides an overview of Risk Management, outlines the Defense Agencies Initiative's Risk Management process, will serve to unify the Program Management Office's focus, and will standardize process execution methodology as the Defense Agencies Initiative Program Manager strives to reduce technology, integration and manufacturing risks for the Program as it continues to mature.

Ford, Gary N.

  • Leadership for the 21st Century: Lessons from Abraham Lincoln and the Significance of Followership

    Gary N. Ford

    This project focuses on the skill sets of a 19th Century president, Abraham Lincoln, and his ability to elevate followers to preeminence within his inner circle. During the Civil War, Mr. Lincoln achieved an unqualified victory over the South by developing topnotch leadership at every level within his cabinet and senior military commanders. To demonstrate Mr. Lincoln's brand of leadership in our modern era, two case studies chronicle the prioritization of followers above customers and profits in an extremely successful air travel company, Southwest Airlines, and the incorporation of followers in the decision-making process aboard a nuclear powered submarine, USS Santa Fe. In each case, these organizations benchmarked the meaning of success in their respective fields. Normally, followers and followership play a largely unheralded role in the success of organizations. In a non-scientific Internet search at the beginning of research for this project, 324,000,000 hits registered citations on leadership and 466,000 hits returned on followership, a ratio of 700:1. This isolated survey of leadership verses followership depicted the overwhelming weight placed on leaders in contrast to followers. Nevertheless, several formal studies revealed that the senior leader in any organization directly determined only 10 to 20 percent of an organization's success. The remainder accrued to other factors, primarily followers. Dynamic leaders certainly occupy a vital role and 10 to 20 percent amasses a significant impact for a single person. Nonetheless, the highly sophisticated Information Age demands an equally engaged and committed cadre of followers to maintain a competitive advantage in the global marketplace. Twenty First Century captains of industry would do well to emulate President Lincoln's embracing of followers to partner with him in the national objective of preserving the Union and freeing the United States from the scourge of slavery. The common thread between a U.S. President, Chief Executive Officer and Navy Captain emerged as their willingly sharing power with trusted and responsible followers, which produced first-rate leaders at every level of their organization. High performing organizations resulted in each case.

    Key words: leadership, followership, leadership-at-every-level, leader-leader, leader-follower, relational coordination, positive turbulence, learning organization and high performing organization

Goble, Stephanie

  • Standing with the Giants: Insights for Leading Change

    Stephanie Goble

    Many people believe that strategy, leadership and change management are ambiguous and inherently complex. This book, however, is designed to cut through this complexity by revealing practical insights garnished from the lives of successful historic leaders on how today's leader can successfully identify necessary strategies and then effectively lead to implement the desired changes. By analyzing the traits, tendencies and successes of key historical figures (the "Giants"), this book reveals the practical insights provided by each Giant for today's leaders. For example, how did William Wilberforce change his culture to eliminate the slave trade? What can we learn about strategy and leadership principles and practices from Andrew Carnegie? These Giants (along with others) provide inspiration, insights and practical tools for the identification of relevant strategy, the resulting alignment of leadership, and the management of successful change in our companies and our communities.

Gorton, Mike C.

  • Leading in Strategic Foresight: Taking Teams Back to the Future

    Mike C. Gorton

    While the military focuses primarily on leadership in relation to decision-making processes, few tools provide leaders in the organization with an understanding of leading teams in strategic thinking and foresight. Military processes often focus on implementing the strategic plan (task/mission) or contingency plan and provide minimal preparation in foresight development. The purpose of this workshop is to better equip military leaders by training them to build solid teams through leader-follower alignment, select the best organizational structure, and implement effective strategic foresight techniques in ways that strengthen the organization for sequential leaders.

    Additionally, Air Force, Army, Navy, and civilian personnel currently deployed to XXXX (an undisclosed location in SW Asia) are seeking professional development opportunities to enhance individual skills and competitiveness for awards, promotions, and decorations. Since deployed locations offer limited professional development prospects, this workshop provides an opportunity to broaden leadership skills for attendees beyond standard professional military education in a deployed environment.

    Individuals attending this three-day workshop will:

    • • Understand the role personal leadership style, models of leadership, leader-follower alignment, and the team building process play in effectively accomplishing the mission of the organization.

    • • Explore models of organizational structure and the possibility of applying blended models within a hierarchal system for increased effectiveness.

    • • Equip leaders with foresight tools to increase strategic thinking, lead teams in foresight practice, and ensure future excellence for successive leaders in the organization.
Hoyes, Michael B.

  • Seeing Clearly—Principles, People, and Purpose—First Steps for Leaders

    Michael B. Hoyes

    This work uses the biblical text found in Matthew 7:2-5, specifically: "Why do you look at the speck in your brother's eye but don't notice the log in your own eye? Or how can you say to your brother, 'Let me take the speck out of your eye,' and look, there's a log in your eye? Hypocrite! First take the log out of your eye, and then you will see clearly to take the speck out of your brother's eye," as a springboard for the reader to consider principles, people and purpose as foundational to all leadership. The reader is encouraged to not only clearly see those three elements as core to their personal and organizational culture, but also to apply them within their leadership roles.

    A key argument of this work is that the individual's leadership abilities (and also the organization's) grow over time from the inside out, even as there are external forces being applied. The primary focus of this work as the three elements are examined is a view of leadership as a moral relationship, which is a values-based model, in contrast with a performance or competency-based model. The concept of "Seeing Clearly" begins with a search within the individual, establishing fundamental ethical principles at one's core. The reader will see that "Principles" underpin "People" and "Purpose" throughout the organization, no matter how large or small that organization may be. Therefore, it is essential that leaders take time to consider the source for the principles they hold dear. Leaders influence people to accomplish a purpose and together, principles, people and purpose must be in alignment for an organization to prosper, not only in the present, but also into the uncharted future.

Hughes, Latanya

  • Pillars for Christian Mentoring

    Latanya Hughes

    In the 21st Century, people are interested in self-help and self-development. With more than seven billion people occupying space in the world, it is safe to say everyone is in need of guidance. It is not a far reach to assert that many people already know what a mentoring relationship is. They have a good idea of what it entails and why it is important. The mentoring relationship is a dynamic one that involves a delicate balance of nurturing and support on the one hand with stretch and challenge on the other. Christians, who engage in mentoring relationships, whether formal or informal, must approach those relationships from a Biblical perspective. It is essential for Christians to understand that mentoring from a Biblical basis is a PLUS. This can be a challenge given certain environments.

    Scripture provides us with clear instructions regarding mentoring. The recording of certain Scriptures and notable mentoring relationships in the Bible lets us know the importance of relationship and instruction. PILLARS for Christian Mentoring provides the following:

    1. 1. Practical application of Biblical principles governing mentoring relationships

    2. 2. Clarity about the tenure of the mentoring relationship

    3. 3. The stages of the mentoring relationship

    The manuscript helps to identify at which stage of the mentoring relationship you are in from a Christian perspective.

Ilogu, Chineze

  • Future Leaders Christian Development Center

    Chineze Ilogu

    Children are tomorrow's prospective leaders; each child's life is important in shaping the future. Ensuring that every child is given the right foundation early in life can ensure that society has viable leaders who can help shape a positive future (Holloway, 1999). When children are exposed to biblical perspectives, diversity and leadership principles early in life, there is a better chance that they can become global Christian leaders who change the world (Hollinger, 2013). Influencing one child at a time, the world can become a better place to live in. Additionally, technology is evolving at the speed of lightening and is without question an essential pillar for leadership in the future (Dutta, 2002). Getting children hands on experience early in life helps create the much needed level of expertise needed in leadership. Designing an affordable, flexible organization that focuses on leadership, diversity and technology as its guiding principles fills an existing vacuum in child development.

Johnson, Ralph E.

  • Pueblo Innovation Center

    Ralph E. Johnson

    Numerous small- to medium-sized businesses in Pueblo, CO are in need of the benefits that a professional management consultant could bring, but are limited by the high budgets these professionals demand. The Pueblo Innovation Center intends to remove this barrier.

    Starting with a simple marketing scheme of brochures and personal visitations from the CEO/founder, the founder will do a complete business survey, examining the business for the evidence of matters that are holding the business back or preventing them from succeeding. Then, once these decisions are made, the shortcomings are turned over to sub-contracted subject-matter-experts for their consideration of how to correct these problems. In the consideration of these solutions, there is the hoped-for serendipity of innovations that will occur that will benefit the organization as well as offering changes that could be beneficial to others.

    Finally, the business plan makes specific allowances for charitable contributions along every aspect of the proposal. Pueblo Innovation Center will make 10% contributions from each job in support of two particular charitable needs. The Center will also encourage both clients and SMEs to make similar contributions under the realization that compassion generates profits.

Kalaras, George N.

  • Empowering Leaders of Transformed Lives

    George N. Kalaras

    The theme for this book is Leadership Development. It is geared towards those who have been freed from the bondage of drugs and alcohol through Jesus Christ and are now in leadership roles as leaders with no formal training, serving at Christian facilities, whether as an intern or an executive, who are now mentoring, discipling, and leading others. Reason being for this population is because research suggests (and in my own personal experience for over a decade) that, first and foremost, those who have been freed from this bondage want to "give back," so they stay in the field of drugs and alcohol in either a volunteer position or as staff, otherwise known as leaders. I will be sharing my personal story of drug and alcohol addiction, and my personal experience with the leadership in several different Christian facilities. I will also share how I have applied Organizational Leadership and Development in founding our non-profit organization, LIFEiLEAD, Inc.

Kaleel, Naseeb M.

  • Effective Economic Development Methods for Municipalities

    Naseeb M. Kaleel

    This book will discuss the economies of both strong and weak municipalities (i.e., micro economics). The purpose of this book is to focus on the development of both struggling and strong municipalities. It will argue that both of these municipalities need improvement. Particularly, these municipalities need local economic development (LED). This book will also cover and discuss these leadership methods: Strengthening communication between leaders, employees, managers, and clients; listening and learning from others; leaders and employees taking responsibility for their actions; mapping and brainstorming; establishing trust and loyalty inside and outside the work environment; and lastly, keeping Christ's commandments and traditions. Lastly, this book will discuss the improvements that need to be made in order for municipalities to continue to be strong for future generations. The majority of these issues can be solved if the organization incorporates: strategic foresight; strategic thinking; strategic planning; creativity; strong, positive leadership, and love. Incorporating all of these ideas will create economic prosperity.

Kelly, Jacob

  • Great Acts of Leadership: Perspectives on How Religious and Corporate Organizations Achieve Effectiveness

    Jacob Kelly

    The requirement to achieve effectiveness within organizations puts a tremendous burden on religious and corporate leaders. This suggests that leadership, and more specifically great acts of leadership, rests in the knowledge and understanding of many variables. This includes actualizing personal and professional ethical behavior, embracing cultural diversity, engaging in succession planning, appreciating global expertise, and recognizing the need for change. Great Acts of Leadership serves to establish a foundation for how corporate and religious institutions can approach leadership from a strategic perspective with a unique focus on decision-making and organizational design.

    During the challenging economic times of the 21st century, organizations (both corporate and religious) are yearning for leaders who share a special connection with others. They crave for leaders who have the knowledge, wisdom and skills to excite, motivate, encourage and get things done. They seek leaders who are able to fill the gap between where the organization is and a future destination not yet determined. Still, there exists a void between leadership theory and leadership practice that divides the differing entities as it relates to their thoughts and approaches on product improvement and process effectiveness.

    Engaging in great acts of leadership require a shift from using previous theoretical frameworks of managerial headship; and a move to a more proper collaborative view that embraces new methods in achieving effectiveness. Great Acts of Leadership was written for those who work and serve in corporate and religious organizations. Others in non-profit businesses, educational institutions, and the Department of Defense might also find this approach helpful in that it provides information about various methods of effective practices used by successful leaders from several disciplines who understand how to get things done.

Kho, Gerard

  • Impactor - For Leaders in Asia

    Gerard Kho

    Change is the only constant. In the last 12 years, Asia grew at a GDP growth rate of between 313% and 575%. Most of the growth involved organizations that had not survived any major economic recession. This is a concern as it questions the capability of these organizations to weather any economic storm. Impactor presents to leaders operating in the Asian environment three areas it should focus on to build resilience and robustness in the organizational structures. The book calls for leaders to be inspirational, decisive and future-centered. The TriNodic Leadership Model (TLM) proposed pushes leaders to look beyond an organizations' capacity to survive. Instead, it encourages leaders to also start focusing on identifying potential opportunities so that it is able to launch ahead of the competition. The book examines not only the theoretical basis for effective change management but also offers practical steps for any organization to adopt today to be future focused and opportunity centered.

Knutson, Dutin J.

  • Strategic Alignment: Energy Savings Performance Contracting for the United States White House Better Buildings Alliance

    Dutin J. Knutson

    To address the growing need for greater energy efficiency across governmental entities, schools, and universities at the state and local level across the United States, the White House launched the Better Buildings Alliance to examine and prescribe solutions for the country. This United States White House and Department of Energy (DOE) led program has committed to assist, connect, and inform its partners to identify specific barriers and work with DOE's network of research and technical experts to develop and deploy innovative, cost-effective, energy-saving solutions that lead to better technologies, more profitable businesses, and better buildings in which citizens work, shop, eat, stay, and learn.[1]

    Serving as a consultant and instructor for the Better Building Alliance project team and focusing on Energy Savings Performance Contracting (ESPC), the project included a series of five web training seminars and written guidance on how to strategically align organizational strategy, structure, people, processes and rewards for best-practice use of ESPC to accomplish the Alliance's goals. A guidebook primer was also written for the K-12 Schools audience on the effective implementation of ESPCs. The topics included: 1) Strategic Alignment for ESPC; 2) Proposal Evaluation & Contractor Selection; 3) Negotiating Best Value; 4) Life of the Contract; and 5) Marketing ESPC.

    By attending and participating in the series of webcasts, city, county and parish officials, facility managers, procurement specialists, environmental experts, energy managers, financial officers, project managers, and Energy Service Companies (ESCOs) among others were able to learn from new techniques and proven methods to improve their projects and facilities. The primer is anticipated to be published by the DOE in the first quarter of calendar year 2014. The series of recorded webinar presentations and associated transcripts are also intended to be published and made available in 2014 by the DOE and White House Better Buildings Alliance on their website found here:

    [1] Better Buildings Alliance. United States Department of Energy. Retrieved April 3, 2013.

Liu, Tai Hua J.

  • Leading Church in the Hybrid Age

    Tai Hua J. Liu

    The Church of Jesus Christ is to demonstrate Christ in its existing times. The age we are facing are very different from the last generations due to the globalization and the development of technology that compress time and space. Leading Church in the Hybrid Age accomplishes the following tasks to equip and inspire Christian leaders preparing themselves to enter into the future age:

    • • Exploring the different attitudes and ideologies of leaders facing the future and the proposals to transform themselves and the followers for the possible future risk and opportunities.

    • • Identifying the spirit and the challenges of the coming age in different facets of life and how it corresponds to the prophecy in the Bible.

    • • Exposing the roots of the modern Christian church trends and analyzing their fallacy.

    • • Sharing on the personal experience and revelation on how God actively train and equip His leaders and build His kingdom on earth.
Luzinski, Craig J.

  • Focusing on the Work that Matters: Elevating Culture through Leadership

    Craig J. Luzinski

    Hospitals and health care organizations face common challenges in transitioning to a health care system characterized by a value-based payment focused on outcomes, population health management, and a patient centered, coordinated care delivery approach. Traditional models of leadership utilizing a top-down decision-making and a directive approach will not achieve desired results as organizations attempt to transition from the first-curve to the second-curve of health care. Research, recently completed by Gallup, found that only one-third of the American workforce is actively engaged and inspired at work. The remaining two-thirds are either not engaged or actively disengaged, preventing organizations across all industries from achieving their mission and vision. The positive news is that those organizations which strategically prioritize employee engagement and empowerment, resulting in top quartile engagement scores, have significantly fewer accidents, quality defects, employee absenteeism, and turnover. Organizations which successfully engage their employees and customers were found to experience a 240 percent boost in performance-related business outcomes as compared to organizations with neither engaged employees nor customers.1

    The key differentiator between organizations with engaged cultures, as compared to those organizations with non-engaged employee cultures, is a leadership focus on employee strengths and positive characteristics. This strength-based approach plays a profound role in maximizing employees' positive attributes, empowering them to discover and further develop their capabilities, thus contributing to the profitability and success of the organization. Leaders able to develop and practice the skill of mindfulness, shift their focus from themselves and issues beyond their control to maximizing the cognitive efficiency or neural harmony of themselves and the employee workforce. The practice of mindfulness seeks to recognize, maintain, and return oneself to appropriate levels of stress hormones necessary to achieve maximal performance or what researchers call "good work."

    Individuals attending this one day seminar will:

    • • Understand why organizations seeking to thrive in the second-curve of health care will need more than a strategic plan.

    • • Identify the need to develop cultures in which employees are engaged and empowered in their work.

    • • Explore the use of mindful leadership practices, which will assist them in focusing on the work that matters; striving to produce outcomes which meet or exceed desired outcomes.

    1 Gallup (2013). State of the American workplace. Retrieved from

Lyons, Shelton

  • Adverse Impact of Corruption in Afghanistan: Defining the roles of Tribalism, Collectivism and Individualism and their Implications on Strategic Leadership

    Shelton Lyons

    Afghanistan is considered a both a tribal and collectivistic society. This is manifest through close long-term commitment to the member 'group'; be that family, extended family, or extended relationships. However, Afghanistan consists of a multitude of ethnic groups and sub-groups. It could be compared to a 1000-piece, multicolored, jigsaw puzzle. Each piece has its own unique shape and place within the larger picture. Some are related by their color or color patterns, which may or may not indicate their place in the picture. Afghanistan has a complex history that includes instability; economic injustice, political repression and ethnic division. Generally, tribalism, individualism and collectivism impacts society at large. Through tribal collectivism the subterranean social bonds are reinforced. From this perspective, what influence do tribalism, collectivism and individualism have on corruption in Afghanistan? Unfortunately, strong tribal ties and nepotism can be catalysts of corruption which in turn can lead to the circumvention of Rule of Law. In Afghanistan corruption wasta (use of "connections", especially family ties) often leads to law being evaded. Afghanistan ranks 174 from 176 in Transparency International's 2012 Corruption Perceptions Index. In comparison to Afghanistan culturally similar nations more effectively control corruption due to the ability to enforce effective Rule of Law. Widespread corruption deters and distorts international investment. Moreover, the adverse implications of corruption, and popular perceptions of widespread corruption negatively influence the credibility and legitimacy of the state. Corruption, graft, and cronyism are a way of life in Afghanistan. Afghans see no way out of corruption as it is deeply embedded in their culture. This ethical dilemma presents a challenge to societal leadership. Largely, assurances by national leaders to fight corruption within the Afghan government are looked on with skepticism. In general, to break this cycle of corruption, Afghanistan must be committed to end the culture of impunity and violation of law. The intent of this manuscript is to examine the adverse effects of corruption on Afghan society, role in which critical societal mores' contribute to facilitating corruption's societal permanence, historical perspectives and anti-corruption foresight initiatives which can be utilized to control corruption in Afghanistan.

McCauley, Daniel

  • Strategic Foresight–Educating National Security Leaders for the 21st Century

    Daniel McCauley

    Foresight is central to the concept of the design process in military planning and one's ability to understand the environment, define the problem(s), and develop an operational approach. The Officer Professional Military Education Policy (OPMEP) describes the core competencies of education as providing a "depth of view, diverse perspectives, critical analysis, abstract reasoning, comfort with ambiguity and uncertainty, and innovative thinking particularly with respect to complex, non-linear problems." A recent Chairman's White Paper (2012) on Joint Education specifies the need for developing agile and adaptive thinkers who can keep pace with the changing strategic environment and have the ability to deal with surprise and uncertainty.

    Despite the requirements for joint professional military education and joint leader development, the OPMEP does not identify strategic foresight as a subject for any of the learning areas. OPMEP-directed learning areas require students to evaluate the strategic or operational environments in the development of national or theater strategies and plans. In addition, recent Joint doctrine directs commanders to develop a vision of the future, identify trends along with their potentials, identify actors and their tendencies, describe current and future conditions, as well as to develop desired end states; however no concepts or tools are provided for educators or students to do so.

    A survey of the 10 organizational members of the Military Education Coordination Council (MECC) was conducted to ascertain the depth and breadth of foresight and foresight tools in current JPME curriculum. Survey responses clearly showed that there is a shortfall in this area of education within the JPME community: three organizations do not foresight in their curriculum; two organizations stated that foresight and some foresight tools were 'sprinkled' throughout existing curriculum; one organization offers an elective on "leading innovation;" one organization offers an elective on 'futures;' and one organization provides single class on foresight.

    This graduate-level eight-week elective provides students with the foundations of a strategic foresight approach to understanding the strategic security environment through the application of foresight tools. Particular emphasis is placed on strategic leadership and strategic thinking competencies as they pertain to developing policy, strategy, organizations, and processes in the pursuit of U.S. national security objectives. This curriculum provides the Joint Professional Military Education (JPME) community with a baseline for developing and integrating foresight into JPME curriculum writ large.

Moore, Cedric A.

  • Adverse environments enhancing leadership success

    Cedric A. Moore

    Successful individuals from adverse childhood environments often reflect, "How did I make it when others did not?" For most, the answer continues to evade them. In order to be our brother's keeper, we must answer this question then equip leaders and role models with the necessary knowledge and skills to help future leaders from similar disadvantaged backgrounds to succeed. The inspiration for this seminar comes from the success of many of my peers who often wondered about the common denominator that allowed them success despite their adverse childhood situation. Leaders from adverse environments typically face more difficulties along their journey than others. Despite this, they strive and thrive. There is limited research addressing how leaders from adverse environments achieve leadership success.

    Are there certain characteristics or traits present within the individual from the adverse childhood environment that allows leadership success? Forgiveness, hope, persistence and resilience are such traits thought to be linked to leadership success and are explored in this seminar. It is possible that the personal and professional guidance shown to these successful leaders from role models, mentors, or coaches is the key? It is the belief of this writer that we are products of our environment shaped by experiences we encounter and that leaders are made through the choices they make in overcoming adversity. Leaders from adverse childhood situations faced daily tribulations during their childhood but did not allow these situations to reflect or dictate who they are or who they would become. The drive and desire to apply the adverse situation as motivation to guide and accomplish dreams is admirable.

    This two-day seminar is designed for community youth leaders in an effort to help them understand how to help youth from adverse environments grow and thrive in leadership. Within the course of this seminar, participants will complete the same questionnaire filled out by a previous focus group (later described). Comparing answers and engaging in active discussions will hopefully provide answers on how to empower youth to fully utilize leadership capabilities. By embracing the adverse situation and providing success stories to connect with today's generation, we will provide hope, forgiveness, persistence and resilience to move forward.

Opio, Percy

  • The Future of Banking in Kenya: Innovating Beyond the Mobile Phone

    Percy Opio

    The mobile phone has arguably become the most discussed device in the financial services industry because it has been used to not only foster financial inclusion in developing economies like Kenya, but to also disrupt the financial services industry in general, and the banking sector specifically. Several analysts and experts have questioned whether banks will continue to exist in the future or not. Bill Gates is often quoted by financial experts and analysts as stating that banking will be needed but banks will not. Brett King has written several books articulating how banks must change or be condemned to oblivion. The financial services industry has been disrupted by non-bank financial services organizations like Safaricom and its M-PESA services in Kenya, Prosper and Moven in North America, Zopa in the United Kingdom, Wing in Southeast Asia and many more across the globe. In response, banks that are considered some of the most regulated and conservative organizations, are "reconfiguring" themselves and coming up with innovative services on the mobile phone and what has been referred to as "the branch of the future."

    This book, against the backdrop of global changes and trends in the banking environment, answers three key questions with regard to banking in the Kenyan environment; 1) What are the drivers of these changes? 2) What do banks need to do? 3) What are the possible futures over a 10 years horizon?

    The book is a call to leaders in the banking environment in Kenya to strategically think and innovate beyond the mobile phone which will cease to be a source of competitive advantage in the next 5 to 10 years. The sources of information include academic research literature, views from global experts in the banking environment, interviews with experts in the banking and non-banking environments in Kenya, and an analysis of trends and technologies that are re-defining financial services both globally and in the local scene. The book is a call to leaders in the banking environment to adopt a futures approach to strategy in order to effectively navigate through this uncertain and volatile environment.

Parsons, Daniel

  • A Common Core of Competencies for Emerging Innovative Leaders

    Daniel Parsons

    The value of an idea is a powerful thing. According to Oster, the key to creating value in a specific product, service, idea, or process is innovation, which provides a steady stream of new products to businesses competing in a global marketplace (Oster, 2011, p. 16). Innovation may be the key to what many organizations will look like in the future. While much of the literature is focused on innovation, very little has been written about a common core of competencies. As an approach to organizational development, innovation leadership can be used to support the achievement of the mission or vision of an organization or group. In a world that is ever changing with new technologies and processes, it is becoming necessary for organizations to think innovatively in order to ensure their continued success and stay competitive. Emerging innovative leaders can begin the process of innovative leadership development by working on the following twelve common core competencies:

    1. 1. Core Values
    2. 2. Creativity
    3. 3. Strategic Mindset
    4. 4. Redesign
    5. 5. Trust
    6. 6. Ethics
    7. 7. Context
    8. 8. Forecasting
    9. 9. Rest & Renewal
    10. 10. Leadership Succession
    11. 11. Mentoring/Disciplining
    12. 12. Understanding People

    Without innovative leadership, organizations are more likely to struggle (McEntire & Greene-Shortridge, 2011). This new call for developing innovative leaders represents the shift from the 20th century, traditional view of organizational practices, which discouraged innovative behaviors, to the 21st-century view of valuing innovative thinking as a potentially powerful influence on organizational performance (Mumford, Scott, Gaddis, & Strange, 2002).

    This book begins the dialogue of identifying distinguishing qualities or competencies to develop innovative leaders. The list is not comprehensive, but at least, identifies a starting point to begin the process for emerging leaders to develop in the quest to become an innovative leader. According to Rothwell, competency models are essential building blocks on which to begin a successful leadership framework (Rothwell, 2005, p. 83).

Pierre, Josie Y.

  • Putting on the Full Armor of God: Insights for Leading in the Trenches of 21st Century Organizations

    Josie Y. Pierre

    Putting on the full armor of God provides leaders with the necessary tools to be effective, and to posture organizations with the resilience that is necessary to obtain and maintain the competitive advantage. The full armor of God consists of six attributes: truth, righteousness, peace, faith, salvation, and spirit. These are the leadership qualities which will prepare leaders to stand against opposition encountered in organizations.

    Truth is the first component of God's armor; it is a leader's first line of defense. Truthful leaders are able to trust and honor the position of leadership they hold, and the team members who follow them. The leader builds and sustains relationships through valuing people, for the leader is a servant first.

    Righteousness is the second building block of God's armor. Righteousness protects the heart, and from the heart the leader speaks. Righteousness has the power to penetrate the hardest of hearts and remove the strongest forms of injustice. Righteous leaders possess an emotional connection to their actions, acting in a manner that they can stand for under opposition.

    Peace seeking Christian leaders know that there will be challenges, and God's chosen are prepared, or know what to do to get prepared. There is an internal force, the soul, guiding them. Peace within does not mean there will not be conflict, it means that the leader provides top cover to his people, and the leader's top cover is the Lord.

    Faith is expressed through the words spoken by the leader. The words that leaders speak provide an individual with an emotional response to whether they want to be associated with the leader or not, as the words must be appealable for team members to accept the leader's vision.

    Salvation is defined as "a preservation from destruction of failure" (Merriam-Webster's Collegiate Dictionary 2012, 1099). The challenges that 21st century organizations face are: technological, workforce diversity, highly political environments, and economical pressures. How will these challenges also become strategies for survival? Planning for change is the answer, not just planning, but strategic planning, long-term planning.

    Caring leaders have a spirit that creates a community. Peck (1987) explains "the spirit of true community is the spirit of peace" (74). A community can be compared to a functioning family, as all members are able to get along. There is love and respect for each other.

Price, John F.

  • Ensuring Credibility of the Long Blue Line: Critical Analysis of U.S. Air Force Leadership and Leader Development

    John F. Price

    As guardians of the republic endowed with the public trust, leaders in the United States military are deservedly held to a high standard of leadership excellence. This demand has led each of America's military Services to approach the leadership challenge in different ways and with varying degrees of success. As the youngest of the Services, the United States Air Force has struggled in its effort to clearly identify a core leadership concept and the best process for ensuring the development of high quality leaders for the nation. While the Service has had great leaders emerge in the sixty-six years since its founding, these leaders appear far more likely to have been the product of natural selection rather than the output of a deliberate process. The current lack of a coherent leadership concept and the absence of a coordinated developmental system indicates the Air Force is still highly subject to this Darwinian approach that depends primarily on the quality and quantity of accessions. In the coming decades, when the Air Force will face myriad challenges in an increasingly dangerous and complex world with a smaller force, the Service cannot afford to ignore the substantive deficiencies in the area of leadership.

    The lineage of formal Air Force leadership thought holds great promise for the establishment of a robust leadership doctrine, but the current foundational doctrine document remains somewhat obscure due to its failure to present credible, practical leadership and leader development content. As the cornerstone of Air Force leadership, reform of this manual is the critical first step in moving the Service to the adoption of a clearly stated leadership concept and a modern leader development model appropriate to today's Airmen and environment.

Rankin, Adrienne

  • Wind Over Water

    Adrienne Rankin

    "To whom much is given, much is required" (Luke 12:48). The concept of Wind Over Water is simple: We have been given the power to change lives, power that comes in the form of access to the Internet at the touch of a button, power that comes through access to a global market, and power to choose jewelry options that can change someone's life for the better. Over it all, we believe in the power of the love of God for all people.

    Wind Over Water provides fashion-forward, baby friendly, and socially minded jewelry options to mothers with babies 0-2 years old. Necklaces are hand-crafted by South African women in poverty-stricken areas as a means of providing for their education and the needs of their families. The business niche is supported by the nuisance new mothers experience with jewelry that either proves unsafe for baby through potentially toxic parts or breaks from baby's curious playing and pulling. Wind Over Water matches the talent of women in developing nations with socially minded, fashion-forward mamas who want a baby-safe accessory that they would be proud to wear. As moms are all about multi-tasking, now their jewelry can serve multiple purposes too.

    Our initial collection of the symbolic O-ring, three-strand, and braided necklaces all present the signature three-bead design, distinguishing the pieces and our commitment to partnership between the 1) buyer, 2) Wind Over Water, and 3) the artisans crafting the piece. The unique asymmetrical design on each piece is both fashion forward and functional, able to secretly remind mom on what side she last nursed.

Remington, Charity R.

  • This Visitor: International Leadership in Haiti's NGO Sector

    Charity R. Remington

    The nation of Haiti is home to more than 10,000 international nongovernmental organizations (NGO's). Controversial and powerfully influential, their force permeates every domain of life in the small island nation. While global attention is often focused on the work of large international bureaucracies, the bulk of Haiti's NGO's are small to midlevel in size, the compassion work of churches, individuals, and civic organizations. Oft maligned as muddled, inefficient, and ineffective, Haiti's international NGO's have been criticized as selfish sources of national chaos and the prime paradigm of aid failure. This Visitor carefully analyzes this sector and its alleged failures through the joint lenses of leadership and organizational behavior. While each organization is as unique as the individuals that comprise it, members of Haiti's NGO community share certain features, display particular motifs, and face challenges that are common sector-wide, making its international NGO population peculiarly prone to failure. Undergirding this all is the ever important reality that organizations are essentially human constructs and that human relationships, human processes, and therefore human outcomes, with all of their complexity, weight, and potential, exist at their center. Drawing on current data, complex history, and rich organizational theory, This Visitor seeks to demonstrate the compelling power of leadership choices in one of the most high-stakes environments on earth.

Russell, Michael

  • The Covenant Center for Church Risk Management, Education, and Training: A Leadership Organization

    Michael Russell

    The Covenant Center for Church Risk Education, Research and Training (referenced as The Center) is a comprehensive facilitating center to prepare the church community to stand against the inherent risks associated with the religious sector. One of the primary functions of The Center is to educate church staff members, Deacons, Elders, Trustees, Business Administrators, church volunteers, church treasurers, and safety teams, as well as the general membership, of the numerous risks that can cause financial and liability consequences.

    Using a unique method of on-line training modules, educational conferences, church and individual certifications, and implementing an on-line church policy and procedures program, The Center will help churches protect themselves against the potential lawsuits that are prevalent across the nation and around the world.

    This concept is the culmination of over twenty years of serving the local church, conducting hundreds of topic specific seminars, and meeting with a multitude of church Pastors who state they are not prepared for this new chapter in their ministry. Many pastors have stated they only want to be a Pastor, not an accountant, human resource officer, contractor, or legal expert. The Center is designed to educate and train these committed servants by focusing on the business side of the ministry.

Stone, Seth M.

  • Next: Reinventing Your Future Through Innovation

    Seth M. Stone

    This manuscript contends that those leading and working in today's organizations regardless of the industry need to develop a greater focus on innovation as a competitive advantage for future success and sustainability. This starts by developing a new understanding of what innovation is versus what society at large tends to portray it as. When we see a sleek new product enter the marketplace we deem that as innovation. The reality is that is just the end result of a much more elaborate process and this manuscript attempts to break down this process in a way that organizational leaders and employees can implement practically and effectively. Further, it goes on to address key areas of any organization that directly impact the ability to innovate by those in the organization. These areas include leader and follower dynamics, organizational design, strategy, information sharing and learning, values and ethics, organizational culture and human capital development. This manuscript offers tools and suggestions for creating alignment between each of these critical areas and a new or revamped innovation program. Finally, it challenges the reader to reconsider how they are going to go about executing their organizational vision and strategy based on the information in the manuscript and suggests key overarching principles to focus on when attempting to embed a culture of innovation.

Sweeney, Michael G.

  • Christian Lifestyle Leadership: The Leading of the Twelve Disciples

    Michael G. Sweeney

    In this paper, we will discuss what Christian lifestyle leadership is and how it influences those who are around us in everyday life as individuals. We will use Jesus as the ultimate example of what Christian lifestyle leadership is and how He used it to influence the twelve disciples. Thus, this influence gives direction to Christians on how an individual is led by their own varying personality traits and cultural understanding or worldview. It is in the understanding of each of the twelve disciples, in relation to Jesus, that believers are guided toward an understanding of how to become a better leader by learning how to lead others, based upon who they are and who others are around them. Jesus leaves a prolific example of how Christian leadership is more than points, laws, or even scripture. Christian leadership is a lifestyle, much like being a Christian is a lifestyle that coincides with the core of each individual in relation to Christ. As believers, the strength of our leadership depends on our understanding of Jesus' leadership in His everyday lifestyle. The question to answer is how does Jesus lead twelve men with different mindsets, statuses, and views to change the world?

Wallace, Blanche

  • Neuro-Intelligent Coaching: Developing an Integrated Coaching Competency

    Blanche Wallace

    This research project investigates the role of neuroscience in the field of professional coaching in general; with particular emphasis on the development of coaching competencies derived from cognitive, emotional, and social intelligence domains. The concepts and ideas presented in this research project are based upon work conducted by Boyatzis, Gardner, and Goleman to advance studies in the intelligence phenomenon.

    The objective of this project is to explore the ambiguous issue of what constitutes a 'competent' coach. Two primary factors contribute to the question of competency in the field of coaching:

    • • The lack of a national or international qualified coach competency standard.

    • • The availability of tools and techniques that contribute to the intentionality of coaches to develop competencies in multiple intelligences, which will move them toward an integrated coach competency standard.

    An overarching concern in the coaching industry is, "What are the consequences for both clients and coaches without qualified industry standards?" To address this concern the discussion therefore, examines key challenges generic to the field of coaching. In an attempt to remediate the lack of a qualified coach competency standard, it also explores the influence of neuroscience in the development of coaching competencies to result in the demonstration of superior coaching performance.

    Based upon extant literature, research, experience, and foresight an integrated coaching model referred to as the C3: Tri-Core Coaching Model© was designed as an expedient measure to fill the current void of available competency development options in the coaching field for both credentialed and non-credentialed coach professionals. The C3: Tri-Core Coaching Model© is a conceptual approach to Neuro-Intelligent Coaching, whereby a trivector of advanced soft and technical skills: competence, compassion, and commitment are isolated to form the constructs of an integrated coaching competency.

    Keywords: Brain-based coaching, cognitive intelligence, emotional intelligence, neuro-intelligence, social intelligence

Arrington, Angelia

  • Seminar on Leadership ACTS™ Guiding Principles for Leaders, Entrepreneurs, and Businesses

    Angelia Arrington

    Leadership is ever present as individuals, entrepreneurs, and businesses alike are leading all sorts of companies, organizations, institutions, programs, schools, and churches. In fact, leadership has become such an integral component within the modern organization and society that many positions are simply entitled "leader."

    Author Warren Bennis, named "the dean of leadership gurus" by Forbes magazine, persuasively argues that leaders are not born-they are made. Bennis asserts, "In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever." Further, Bennis contends trust is the underlying issue to getting and keeping people on your side as leader. When leaders honor their commitments they earn and sustain trust, respect, and followership.

    Yet, according to the Transparency International Global Corruption Report , 2012, the world's ten most corrupt leaders embezzled nearly $70 billion US dollars over the past two decades. Admittedly, this is an astonishing fact. The first question might be how in the world did ten people embezzle that much money? But, the critical question is why did some of the world's top leaders dishonor their followership and, more importantly, themselves? So, what's a good leader to do? For leaders who wish to make a difference; the answer is found in this seminar as integrity is the essential moral fiber of leadership. The practical values of leadership must begin with trust, respect, dignity, and honor.

    This seminar Leadership ACTS™: Guiding Principles for Leaders, Entrepreneurs, and Businesses is designed to inform contemporary leaders how to develop essential values-based leadership skills to make good decisions, do the right thing, and to develop and sustain the will to serve. Avid leaders can no longer ignore the decline of trust in leadership; it is time for leaders to transform and learn new methodology in order to help change mindsets, behaviors, and misconceptions about leadership and the leadership industry.

    This seminar addresses the need to change how modern day leaders behave. The acronym ACTS consists of four leadership behaviors to include authentic, collaborative, transformational, and servant and it describes how leaders should think, act, and behave while conducting day-to-day business.

    The primary objective of this seminar is to inspire leaders, entrepreneurs, and businesses to practice values-based leadership. It encourages leaders to lead purposefully and passionately while using their God-given gifts and sound values as guiding principles. Become the authentic, collaborative, transformational, and servant leader necessary to succeed in today's world by attending this faith-based seminar that uses biblical principles to demonstrate practical applications. This seminar includes a 40-Day Survival Guide on leadership ACTS™.

Bowen Jr., Charles T.

  • The Foresight Experience: Imagining Tomorrow ... Today

    Charles T. Bowen Jr.

    Strategic planning charts the organization's course, strategic foresight looks over the horizon at what lies ahead. In ancient times the edges of maps were marked with the warning, "here there be monsters." The trend and issue analysis of today could be compared to sailing in sight of the shore, or to a known point. Strategic foresight informs the organization about the "monsters" over the horizon that need to be anticipated and avoided, or prepared for.

    On the horizon are transformational technologies such as nanotechnology that will build machines at the molecular level that will change medical science. Neurotechnology will make the man-machine interface potentially become a thought away. Bio-technology may extend human life and provide us with enhanced capabilities. New materials, machines and mechanisms may change the way we work, communicate and even where we may live. How WILL they impact your line of business, your customers, and the products and services you offer? How will they impact your employees, organizational structures and processes?

    Our foresight experience begins in our imaginations. There are three words that need to be considered. First, is the word imagine, as ... to form a mental image of (something not present). The second is tomorrow, as ... the day after the present, or as the "future." The third is today ... the present day, time, or age. The foresight experience asks participants to imagine tomorrow; today. The strategic foresight process can be used to inform an organizations strategic planning and help them anticipate what contingencies need to be planned for. But it does not replace it! Strategic Foresight is not predictive - the process can provide alternative views of the future, but it is not predictive. Foresight is not magic!

    Strategic Foresight is not prophetic - the process can help an organization develop agility, through contingency planning, so it can respond to potential changes but it cannot tell you what will change; it is not prescriptive. The products of the strategic foresight process are learnable; not a divine gift!

    Is your organization like the mythological character Sisyphus, doomed to push the rock up the hill, only to reach the top and have it roll down again and again? Or, can you use foresight to imagine and prepare to make tomorrow more than what was hoped for? Through the strategic foresight process we can anticipate and shape the organizations response to future events. That is a cause for hope.

Brown, Jasmin

  • Alpha & Omega School of Christian Leadership - Leading Organizational Change by Transforming the Leadership of Independent Churches in Jamaica for Greater Impact in the 21st Century

    Jasmin Brown

    In a fast changing and ever more complex world, there seem to be a crisis of leadership. Acknowledging that the challenges and opportunities of the twenty-first century call for a new type of leader and leadership, this project details the academic, organizational and strategic, plans for Alpha & Omega School of Christian Leadership located in Jamaica, W.I. Alpha & Omega School of Christian Leadership seeks to prepare graduates for a life of servant leadership and effective vocation by providing transformative Christian leadership training for pastors and other ministry leaders.

    The aim of the program is to equip pastors, church leaders, and lay leaders with transformational leadership skills that will enable them to provide a new paradigm of leadership for ministry. It focuses on the speci¬fic needs and issues facing leaders of churches in the developing world in general and the Caribbean in particular.

    The program proposes to facilitate a learning opportunity for ministry leaders. In order to accomplish this goal and to meet the various needs of Christian leaders, the program will take an integrated approach to leadership development by creating a learning experience that transforms ministry leaders spiritually, relationally, and experientially. The curriculum will focus on three core competencies: 1. The Personal and spiritual formation of the leader, which refers to the inner development of a leader's character; 2. Vocational or ministerial formation which refers to the leader's competence - the development of ministry skills and knowledge, reflected by a leader's growth in experiential understanding of leadership concepts, as well as identifying, developing, and using skills and gifts with increasing levels of effectiveness; 3. Organizational development and strategic formation refers to the leader's contribution to the organization and describes the leader's responsibility to shape the plans and actions of his or her organization. It focuses upon the leader's working within an organization to discern God's vision and guide the implementation of the vision.

    The challenges and opportunities of the twenty-first century call for a new type of leader and leadership, certainly an entirely new and different way of thinking about leadership and developing future leaders. The Alpha and Omega school of Christian Leadership seeks to provide quality education, in Christian leadership to meet these challenges.

Cantrell, Beth

  • Curriculum for Undergraduate Degree in Nonprofit Administration

    Beth Cantrell

    "The non-profit organization exists to bring about a change in individuals and in society." With these words in Managing the Nonprofit Organization, Peter Drucker introduced the importance of the nonprofit sector in modern society. Identified by their lack of owners who are entitled to claim residual profits and their exemption from most forms of taxation, these organizations exist to fill a void in the provision of services by for-profit businesses.

    The importance of this sector of the economy has propelled the development of academic programs at both the undergraduate and the graduate level to prepare for future leadership needs within these organizations. Until recently, formal education in nonprofit administration has been confined to certificate programs and graduate degrees. Undergraduate degrees in nonprofit administration are increasing in availability and popularity. Faced with the impending retirement of many baby boomers, a leadership shortage in the nonprofit sector is anticipated.

    This project entailed the development of a curriculum for a Bachelor of Business Administration degree in Nonprofit Administration. As a Bachelor of Business Administration degree, the proposed curriculum has a strong business foundation. Many nonprofit directors, especially those who have a background in social services, have expressed a need for more preparation for the business operations of the organization. Students who complete this degree will be prepared for careers in the nonprofit sector and for graduate study in a number of fields, including business, nonprofit administration, or public administration.

Chien, Meichun

  • Coaching: A Way to Enjoy Individual Success and Organizational Effectiveness

    Meichun Chien

    According to the Bible, human beings were created to enjoy a prosperous life by taking charge and being responsible for living out our purpose. Only then can we have a sense of significance and fulfillment. If we fail to be who we were made to be and do what we were made to do, we not only feel frustrated, but also produce disappointing performances in whatever roles we play.

    If we take charge and responsibility for playing our roles well and creating a satisfactory performance, we will enjoy personal success. If we improve the performance of those around us and help others excel at whatever roles they play, we can then enjoy collective and synergistic success. Therefore, success depends greatly on living out our destiny. Unless we discover our purpose and live up to what we were born to do, we can't possibly function with maximum effectiveness and exceptional joy. As our life is aligned with our purpose, we can produce remarkable results with great fulfillment and satisfaction. Imagine how effective organizations would be if people could all help each other flow in their destiny, express their gifts and talents freely, and create results. Imagine how they would enjoy individual success and organizational effectiveness by helping each other figure out, and become, who they were made to be, and do what they were born to do.

    For the past few decades, globalization and technology have leveled the playing field, and people have become the new corporate resource. Many organizations have increasingly recognized the importance of human resources and leadership development and many people believe that coaching, a particular form of conversation, which focuses on helping people find their own answers and pursue their destiny, has been elevated to meet the needs of our generation. The popularity of coaching in all of its forms, life coaching, executive coaching, and others, is widespread in all types of organizations; hospitals, schools, social service agencies, faith institutions, and military.

    To demonstrate the effects of coaching, I have carried out an eight-session coaching engagement with select leaders from several different industries in my home country, Taiwan. This book will show how I have applied what I have learned, and how coaching has/can help people enjoy individual success and organizational effectiveness. Hopefully, my readers may find some inspiration for themselves, so that they can also enjoy fulfillment and effectiveness by giving a satisfactory performance in every aspect of their life.

Daniels, William E.

  • Mentorship's Role in the United States Marine Corps' Future

    William E. Daniels

    This manuscript discusses the role of mentorship within the Marine Corps' existing leadership and organizational practices. It highlights the benefits and limitations within these practices, and discusses the evolving global and domestic leadership environments. The Marine Corps, a traditional institution with clear lines of authority and a high degree of inherent bureaucracy, must focus internal efforts on breaking the existing paradigm and invest time and energy in developing new leadership ideas and practices within their ranks. Mentorship is the means by which the institution can breathe new life into its leadership practices. Developing change strategies are difficult within such an institution. However, the global environment is increasing the demand upon Marine leaders. Furthermore, in light of many immoral or questionable acts by prominent leadership within the Department of Defense, Marine leadership and organizational practices require review in order stave off unwanted leadership blunders. In today's global and culturally diverse operating environment a single approach to leadership limits a Marine's effectiveness as the experiences of duty assignment may not translate well to the next. Thus, a more expansive education and assimilation process is required to support the career development and rotation plan of personnel. Emphasis on a robust mentorship strategy is has the ability to address the cultural, global, and institutional leadership challenges facing the Marine leader, as well as, continue to uphold the customs and traditions of the Marine Corps by making leadership techniques and organizational designs more transferable between multiple global cultures.

Dumais, Paul A.

  • Rediscovering America's Principles and Reclaiming Her Identity Leading the Way to Restoring This Great Nation

    Paul A. Dumais

    America is an exceptional nation, founded on the principles contained in the Declaration of Independence that all men are created equal and empowered by their Creator with certain fundamental rights, which among them are life, liberty and the pursuit of happiness; and that to secure these rights governments are instituted and derive their powers from the consent of the governed. No other nation has been founded upon such principles. This identity has solidified the America people over times, who are mostly immigrants from all over the world, into one great nation. Today, America finds herself far from these ideals and, as a result, is losing her place of influence in the world and losing her place as the land of opportunity. America needs to reclaim her identity as found in the Declaration of Independence and implemented via the Constitution. Only through this will the American people rise up to tackle the significant issues facing this nation, such as a $16 trillion deficit, welfare running rampant, public education failing and the destruction of societys most basic unit, the family. Reclaiming this nation will require hard work and sacrificial leadership. The good news is that America has a strong principled foundation already in place and that most America people recognize that the current direction is not right. In order to become once again a nation of diverse people leading the world in innovation, freedom and compassion, America needs to revive its core purpose and core values which were discovered at the founding of this great nation.

Foster, Philip A.

  • The Open Organization | A New Era of Leadership and Organizational Development

    Philip A. Foster

    Organizational design and its management has long been the fixation of leaders and scholars alike. Cracking the code to the perfect organizational ecosystem appears to be the dividing line between great success and mediocrity. Add to this pursuit, the 21st century launched with great volatility, rapid changes and a level of cultural and global diversity unknown by previous generations. This volatility demands new approaches and methods for the delivery of products, services and ideas. We no longer can afford to run organizations with 19th and 20th century ideas. The pressures of shifting demographics, culture and technology in this new century require new approaches to organizational leadership and structures. Welcome to the era of the Open Organization.

    An Open Organization is defined as the sharing of ideas, knowledge, resources, and skills across organizational, generational and cultural boundaries from within, and in some cases outside, an organizational system for the purpose of achieving a stated outcome. An Open Organization enables teams to develop products, services and solutions within diverse production models, communication methodologies and interactive communities and permits teams to carry out several projects at once through the use of differing approaches and agendas in an effort to expel the use of centralized models and hierarchical teams. The main attribute of an Open Organization is in the peer interaction across boundaries to collaborate with others for the expressed purpose of producing an end-product and/or service and then sharing the source-materials, blueprints, and documentation freely within the organization.

    The idea of an Open Organization will challenge the thinking of many classically trained business school executives. These ideas will directly conflict with years of nature and nurture within the confines of a classical business hierarchy. For organizations to compete in a new world these notions of what is leadership and organizational structure will be challenged and forever changed. Globalism, technology, and a diminishing workforce are all players in the emergence of a more agile competitive structure we call Open Organization.

Garvais, Jodi

  • A Management's Guide to Critical Incident Leadership: How to Effectively Lead an Officer Through a Critical Incident

    Jodi Garvais

    The term Critical Incident (CI) is commonly used in empirical literature when referring to traumatic events that involve the potential for severe injury, death and/or devastation. It has been estimated that approximately 90% of all police officers will be affected by a CI during their career.

    Although law enforcement has always been considered a potentially dangerous occupation, increasing acts of terror and the continued growth of criminal elements around the globe are making it even more challenging. Effective leadership after a CI can positively impact an officers' ability to cope and recover from traumatic experiences. The consequences of failing to cope with significant stresses are serious; at times, the accumulated effect may even be life threatening.

    Effective leadership will not only be necessary during and after a CI, it will be expected. When the training scenario becomes a reality, officers will rely on their leaders to provide them with the appropriate guidance to get them through this often chaotic experience. The challenge for police administrators, executives, policy makers, and scholars is to advance the awareness and management of CI's by seeking out answers and improving practices.

    A Management's Guide to Critical Incident Leadership: How to Effectively Lead an Officer Through a Critical Incident, incorporates historical research, current leadership strategies as well as a case study from an actual CI. This guide is designed to encourage critical thinking and provide recommendations to law enforcement leaders on how to successfully lead officers through a CI. Important leadership strategies covered in this guide include the development of officer situational awareness, establishment of a peer support program, incorporation of problem based learning, navigation of the media after a CI, protection of the constitutional rights of an officer during an investigation, incorporating the art of storytelling into training, effective Critical Incident Debriefings, establishing trust through communication and the necessary steps to take in order to effectively lead the 'Walking Wounded' during their road to recovery. This guide also includes a representative list of historically significant CI's encountered by peace keepers worldwide from the year 1764 to 2013, as well as a section on how to conduct a step-by-step foresight analysis, crucial when identifying areas that can be improved, developed, mitigated, or eliminated; these analyses promote efficiency and effectiveness of the organization when responding to future CI's. Fortunately, CI's do not have to result in officers losing their career, or more importantly their sanity. The good news is, that when managed properly, officers can overcome these extremely traumatic events and not fall victim to depression and officer-related suicide.

Gorham, James S.

  • Seminar Title: "Cultivation of organizational leaders of tomorrow begins today, A practical guide for an ever-changing workplace as generation X and Generation Y assume leadership roles held by Baby Boomers"

    James S. Gorham

    21st century organizations will be facing an upcoming challenge like none other. In organizations today many leaders are comprised of Baby Boomers. However, over the next decade, these leaders will begin retiring. Who will be left to assume those leadership ranks? Generation X and Generation Y are left to fill those gaps. However, these generations are not yet qualified to step directly into these leadership roles vacated by Baby Boomers. In addition, a gap exists with amount of Baby Boomers with leadership roles today and the actual number of potential future leaders.

    This two day seminar is designed for organizational leaders and managers and it is intended to allow organizations to proactively address future leadership gaps. During this seminar, organizational leaders and managers will understand the issue created by the Baby Boomer exodus, translate this change into how it impacts organizational culture, understand the leadership skills Generation X and Generation Y will need to meet future leadership demands, discuss the behaviors and motivations by generation and their specific generational differences, and develop and train these futures leaders of tomorrow. At the conclusion of the seminar participants will be able to apply what they have learned within their organization.

    This seminar allows organizations to proactively begin thinking of their organizational risk when it comes to leadership gaps of the future. The success of an organization may be contingent on these future leaders and their ability to have the skill-sets necessary to compete in a global environment. Therefore, this message must resonate and be understood throughout an organization. One of the key applications from this seminar is the ability of an organization to measure the success of this seminar from the standpoint of awareness, education, and proactive development and training of Generation X and Y. Only then will organizations have confidence to know if they are mitigating the risk associated with the leadership gaps presented over the next decade.

Grace, Douglas A.

  • Developing a Resilient Ministry by Applying Leadership Values, Assessment Skills, and Foresight Planning

    Douglas A. Grace

    Pastors use their biblical training and pastoral capstone class to understand daily church responsibilities; however, the ineffective adaptation to continual change within society brings increased burnout rates and decreased recruitment. Clergy respond with the stress of ministry riddled with moral failures, depression, and lack of vision, which only perpetuates problems within church ministry. The lack of continual professional development is clouded by only pursuing higher degrees and not the practical lessons to aide their ministry. Professional development is integrated within numerous job fields, yet ministers lack opportunity for learning seminars that can keep them current in ministry and community needs.

    Integrating the social texture of the Bible reinforces a foundation where the clergy can build their leadership identity. While developing a community link, clergy will identify various areas of need within their locality. Ministry programs enter burnout while continually struggling by meeting the perpetual symptoms within a community and not their needs. Fashioning a foresight generated strategic plan within ministry can survive the test of time with tools accounting for societal shifts. Clergy's inability to plan with a continual changing environment may lead to a higher burnout rate. There are resources and various methods within foresight that are tactical shifts making a ministry plan conducive to the rate of change.

    Collaborating with fellow clergy will increase each participant's knowledge of global trends impacting local people. Ministering to the community's need identified with consistent foresight assessment will sustain a resilient ministry. Presented as an 8-hour seminar, clergy will learn assessment skills, horizon scanning, and develop a foresight based ministry plan. Combining these three areas can adaptably reduce clergy burnout because foresight leaders produce a ministry system that remains effective regardless of revolving fads. Instilling a resilient model for ministry fabricates continual programs adjusting with social shifts and meeting community needs.

Habtewold, Assegid

  • Seminar on Developing the Nine Cardinal Building Blocks for Continued Success in Leadership

    Assegid Habtewold

    Leadership is universally recognized as a deal maker or breaker. John Maxwell, the renowned leadership expert, famously declared that "Everything rises and falls on leadership." He is right. Numerous researches have shown that the crisis we are facing at individual, family, societal, organizational, national, and global levels are the results of failure in leadership, not because of a shortage of leaders. The problem we are having is the lack of well-rounded leaders who are well equipped to wither away challenges; leaders who are exemplary in their personality and character; and leaders who are resourceful to empower and raise other leaders. We have seen confusion, chaos, disarrays, shortsightedness, scandals, and incompetence chronically arresting the progress of individuals, organizations, and nations because of their leaders' failure to comprehend the full spectrum of leadership, and as a result of their inability to adopt and develop the most fundamental leadership attributes.

    The aforementioned and many other similar challenges call for a framework that introduces prospective, emerging, and seasoned leaders to the nine cardinal building blocks for continued success in leadership. This framework is aimed at guiding leaders in their protracted and twisted journey of leadership, and as they identify, develop, and refine the most essential leadership attributes they need to succeed continually. The framework is adequately explained in a workbook.

    The workbook is a reference to recognize the most important fundamental leadership building blocks that are relevant to both emerging and experienced leaders alike. It is a comprehensive resource that provides the insights, steps, processes, and assessment tools to develop, refine, and fine-tune the nine cardinal building blocks. At the end of each building block, the workbook provides individual and group assignments, the opportunity to reflect on new realizations, and write action items. The workbook is also crafted to serve as a guideline and reference manual as leaders mentor the people under their influence.

    The seminar follows the outline of the workbook, and emphasizes on the practical application of the framework. It is designed to equip emerging leaders, and assist seasoned leaders to assess their progress as they advance on the leadership spectrum. The seminar also offers small and large group discussion opportunities where leaders from diverse industries exchange views and share their experiences.

    Whether a leader is in the lower end of the spectrum or experienced enough to acquire and develop the majority of these building blocks, and at the higher end, she needs to make sure whether she has all the fundamental leadership traits, and recognizes those attributes that need improvement. The framework makes this process easy by providing reality checks, systematic assessment tools, and the necessary steps to take her leadership to new heights. That is what the workbook and the seminar attempt to achieve- helping both emerging and seasoned leaders develop the nine cardinal building blocks for continued success.

Hayes, Melvin T.

  • Implementing Fivefold Leadership in the local Church

    Melvin T. Hayes

    At the time of the writing of Ephesians (CE 62), the church began to face the absence of the initial leaders who started the Christian movement. A major transition of power and authority was beginning to occur within the newly formed Christian community. The community formed after the resurrection of Christ was composed essentially of followers who witnessed and shared the story of his continuing presence. Over time, like any human endeavor, what began as an informal movement, by necessity began to take on a more formal structure. Ephesians 4:11-12 reflects a point of transition in the movement. In particular, the movement is trying to identify leaders who can equip the church for its ongoing service in Christ. However, Ephesians shows a biblical church does not create its own leaders, Christ does. The ascended Christ has bestowed his grace on every member of the Christian community, but he has especially gifted certain individuals to share leadership in the community. This paper argues that the same identification, diversity, and discharge of those five gifted type leaders is still required to lead the local church today.

Johnson, Mildred L.

  • Ethical Leadership and Its Impact on the Law Enforcement Community

    Mildred L. Johnson

    When meeting with law enforcement officers of all ranks, including chiefs, I have heard some of the following: "We just don't have those sorts of problems." "We have good people in our department, so we don't worry about ethics violations." We accept the positions noted above as opinions held by stalwart members of law enforcement agencies who feel they don't have a problem within their ranks, but the challenges to police authority and the public's perception of law enforcement officers as "out of control" indicates there is an ethical problem within the profession.

    When one department has a problem, it does reflect negatively on all law enforcement agencies and the negative has been on the front page far too often. Something needs to be done that helps minimize the lapses and enhances the opportunity for law enforcement leaders and their officers to operate in the highest ethical manner possible. Today's law enforcement leaders must take action to strive for higher standards and values that incorporate ethical leadership and demonstrate their commitment to the ideals of integrity, honesty, fairness, justice, courage, loyalty, and compassion.

    For this project, I will utilize a quantitative approach through the use of surveys and interviews with leaders and officers from the Cartersville Department of Public Safety in an attempt to answer four major questions: (1) What is ethical leadership? (2) How do the leaders and officers of the Cartersville Department of Public Safety view ethical leadership? (3) What do you see as the more pressing ethical issues in law enforcement today? (4) If you could design an ethics training program, what topics would you include?

    The analysis of the data collected will propose a strategy through the use of a one-day seminar with scenarios, a curriculum workbook, and power point slides. After the seminar, I will test again through the use of action steps to see if any changes have occurred in regards to the mindset of ethical leadership in law enforcement because of a strategy that I employed.

Johnson, Robin

  • Iron Sharpens Iron: Eradicating Leadership Loneliness through Coaching-Leadership

    Robin Johnson

    Leadership loneliness is a phenomenon felt by many leaders both in the boardroom and on the front line, and while many leaders have not managed to avoid loneliness and isolation, it is possible. Through Iron Sharpens Iron: Eradicating Leadership Loneliness through Coaching Leadership, new managers learn the three most common reasons why they are likely to experience the pain of loneliness and isolation: their own behavior, technology and because employees do not talk to them. The good news is, new managers can avoid the experience by relinquishing the command and control style of leadership and become a coaching-leader, by building relationships instead. Iron Sharpens Iron informs the reader of what it takes to lead with the intent to coach. It provides a coaching model which will assist employees in improving performance and reaching goals, while also helping the leader build the necessary relationships to feel purposeful, to build learning organizations, and to eliminate loneliness.

Kienle, Frederick

  • Coaching George Washington: Teaching Leadership Coaching Using the Yorktown Campaign of 1781

    Frederick Kienle

    The Commandant of the Joint Forces Staff College, requested development and delivery of a two-day coaching-leadership seminar/symposium leveraging lessons from George Washington's leadership in the historical Yorktown Campaign of 1781. The seminar/symposium was delivered in both a seminar/workshop venue and on-site at the Yorktown Battlefield National Historic Park. The coaching seminar/symposium targeted mid-level military officers, from all U.S. military services, in a deliberate effort to improve their understanding and appreciation of coaching as a preferred and viable leadership approach for current and future joint force officers .

    The Joint Forces Staff College Coaching George Washington seminar/symposium included several major components:

    • An overview of a coaching style of leadership and coaching models in a seminar setting
    • A practical application of the G-R-O-W (goals, reality, options, way ahead) coaching model through student participation within a practical exercise
    • Developing an appreciation of George Washington's historical application of a coaching style
    • An opportunity for student participants to "coach" George Washington through the 1781 Yorktown Campaign in the context of a military-style staff ride on the actual battlefield

    Through the use of preparatory guided discussions and an actual on-site battlefield visit, the seminar/symposium successfully generated a confluence of theory, personality, time and space in a powerful, patriotic and historical educational setting that resonated with military mid-level leaders and reinforced the techniques and benefits of coaching as a leadership style and a preferred approach to developing leaders. As a result of the seminar/symposium, student participants were better able to comprehend coaching as a developmental tool for use by leaders, apply coaching to specific situations and analyze the employment of coaching in a historical scenario.

    The Coaching George Washington seminar/symposium after action review demonstrated that the military participants were clearly able to learn and apply leadership and coaching lessons through a facilitated examination of coaching and then apply that understanding to George Washington's Yorktown Campaign of 1781 through a military staff ride methodology that engendered positive learning at the synthesis and evaluation levels of Bloom's taxonomy. This seminar/symposium met all of the desired outcomes of the Joint Forces Staff College Commandant and definitely inculcated coaching into the leadership portfolio of numerous joint force officers.

Lanier, John A.

  • Value-Creation in Middle Market Private Equity: The Little Blue Book of Best Practices

    John A. Lanier

    Small business is the job creating engine in the U.S. economy. Private equity investment is a significant source of small business capital. Both the small businesses in which private equity firms invest, and the private equity firms making the investments, face intra-company leadership challenges as they grow. Moreover, there are inter-company leadership challenges. The fiduciary responsibilities of the private equity firm necessitate an activist board role. This posture carries over into the portfolio company's daily operations. The complexities continue. Individual private equity professionals are typically members of multiple investment teams for the firm. The teams may be characterized by mixed membership, i.e., deal teams may not be identical across the portfolio companies they support. Not only may each deal team have its own unique leadership style, but its diverse members have to assimilate styles for each team they support relative to a specific portfolio company. Finally, acquisitions are high probability scenarios for portfolio companies during the investment hold period. Acquisition integration poses yet another leadership challenge as the acquiree must be integrated into the acquiring company. Cultural integration ranks among the most chronic acquisition obstacles. Given the commonly leveraged capital structure of portfolio companies, the cost of a misstep is painful. Accordingly, the stakeholders of private equity transactions do well to embrace leadership best practices in their value-creation toolbox. Such best practices may be applied to the more chronic challenges of value creation in the middle market.

Lawson, Steve B.

  • Giant Killers: Overcoming Obstacles and Seizing Opportunities

    Steve B. Lawson

    At different points in their lives, every leader faces crisis moments threatening to limit their potential as a leader and/or stifle their growth and potential. These crisis moments may be the revelation of internal attitudes, wrong thinking, or emotions that have limited their influence. They may have external situations such as personal and/or organizational financial struggles, relationship breakdowns or family problems leaving them emotionally exhausted, burned out or severely distracted. Or they may be presented with a tremendous opportunity like a new business venture, a promotion, or the launch of a new ministry. These opportunities may be daunting leaving the leader unsure if he or she should move forward or stay where they are.

    This manuscript will demonstrate the value of certain key character qualities of identity, discipline, graciousness, action, and hope that, when combined with the power of God's grace - will enable any leader to not only overcome any obstacle, but will prepare them to seize opportunities as well. This manuscript will examine each of these key character qualities as they are demonstrated in the life of King David, as he faced Goliath and led Israel. David is a great example of a person with those key character qualities that will enable any leader to face fear, sin, tragedy, and triumph.

Lewis, Deon A.

  • Organizational Leadership Transformation through Family Transformation

    Deon A. Lewis

    A great challenge of the world today is leadership deficiency. To effectively address the leadership issue transformational interventions are required at the organizational source of leadership as well as the primary source of leadership. The primary incubator for leadership development is the family. Family, whether God's family or our own, is intended to be a where we learn and where character and the individual's belief system and leadership are formed. This occurs in the midst of similar conditions as in the organizational environment. Organizational leadership going back to the roots of the family can provide revelatory perspective to organizational leadership. Whilst society that consists of family units is undergoing enormous challenges that can benefit from the advancements in organizational leadership studies. This manuscript seeks to make a call for the renewal, restoration and development of leadership by exploring the linkage and lessons that can be learned between organizational leadership and the family as primary incubator of leadership with biblical application and foundation. It is be explored by integrating organizational leadership studies to the family unit as incubator, identifying similar conditions in family and organizations for the application of leadership principles, organizations learning leadership lessons from the family incubator, family learning leadership lessons from organizational studies, and integrating biblical application and solutions.

    An attempt is made to provide an overview of huge themes of which each one can be individually explored in detail and thus laid a foundation for future research. Integrating organizational leadership studies to the family unit as incubator is explored in discussion of the human family and under nine areas of organizational leadership. Leadership need to be seen as a whole and addressed from the root from which great benefit can be derived. In so doing the hope is to see the whole person, family, society, nation and world be transformed to lead as mandated by God in Genesis 1:26-28. Father God, the Perfect Leader chose the family unit, even throughout the Bible through which we operate to accomplish His objectives of leadership. Restoration of leadership from a fallen state to God's original intention is possible, as it has already been achieved in Christ Jesus. This manuscript has a multi-dimensional relevance including organizational leadership, the family, including the Family of God and the empowerment of the individual. It brings awareness to organizations, families and governments the importance of primary and secondary leadership development and investment to address leadership deficiency from the root as well as awareness of the consistencies, inequalities and imbalances of the quality of leadership. Anyone can benefit, learn and relate to this book as all can relate to family and will make applying organizational leadership uncomplicated.

Lindo, Navon N.

  • High-Impact Leadership: Developing Leaders Who Can Inspire and Mobilize People to Advance Christ's Territory in the 21st Century and Beyond

    Navon N. Lindo

    These ever-changing times call for leaders who are able to navigate their organization through change and ensure that goals and objectives are accomplished. Church and ministry leaders are not exempt from the driving/restraining forces of change within the ministry context. It brings to bare a key question that all senior leaders must ask: What kind of leaders must we be developing to respond to these ever changing times? The most viable answer, both now and in the future is High-Impact leadership. Leaders are needed to Inspire and Mobilize People to Advance Christ's Territory (I.M.P.A.C.T.).

    Three key problems hinder churches and para-church ministries from developing High-Impact leaders; namely a weak or non-existent organizational strategy, a weak or non-existent leadership strategy, and a weak or non-existent leadership development strategy. Organizational strategy, leadership strategy, and leadership development strategy are all interconnected aspects of the organizational system. Neglect of any part of the system can negatively impact leadership development efforts.

    This book provides a full-orbed view of leadership development in relation to organizational leadership strategy. It is written to help senior leaders create a robust leadership development framework, and subsequently an effective leadership development plan. The strategies presented are contextualized for church and ministry leaders. The case for developing High-Impact leaders is not only made, but practical aspects of constructing a leadership development strategy are presented.

Marion, Todd D.

  • Discovering the Velocity of Your Future: A young person's guide to calling, vocation, and other leadership opportunities

    Todd D. Marion

    As a young person you are in a unique position to evaluate where you are in the journey of life and begin to make some decisions on where you go from here. Undoubtedly, God has equipped you with skills, abilities and gifts to prepare you for His calling on your life. There is much more to the journey of life than a vocation. God desires that you serve Him in all areas of your life and has prepared you to do just that. It is critical to identify your gifts, skills and abilities so you can seek further education and training as preparation for what God has in store for you. Alongside this knowledge, there are some foundational principles that are important to build into your life to make the journey a little smoother. On some level, we are all leaders in at least one area of our life. This leadership requires foundational principles to be in place if we want to lead well. The foundation must be based on your faith in Christ, an understanding of Godly stewardship, healthy relationships, and a willingness to pursue innovation. This foundation sets us up to live under Godly principles of leadership which include an understanding of authority and its function, the role of the heart, hearing God's direction and handling the leadership positions and influence that I earn. King David is an example of a young person called to lead at an early age. He was equipped by God with the skills, abilities, gifts and knowledge to carry out His calling. God has also equipped you for the journey He has laid before you.

Maxwell, Jacquelin W.

  • Programs, Pews, and Porches: Kingdom Leaders Becoming Relationally Strategic and Missionally Effective Through the Power of Community

    Jacquelin W. Maxwell

    Heretofore, church leadership development programs have worked from the assumption that strong church congregations are the result of effective leaders overseeing well-developed programs. In the last half of the twentieth century scores of studies demonstrate many positive outcomes from these programs. However, these programs have focused on empirically measuring program effectiveness and leaders with little or no attention given to the communities and their particular characteristics. Programs, Pews, and Porches: Kingdom Leaders Becoming Relationally Strategic and Missionally Effective Through the Power of Community is an eight-hour introductory workshop of a transformational process. It lays a foundation to understanding how a community of Kingdom leaders feels and works by employing activities and experiential learning to provide leadership development and coaching; incorporating a theoretical and conceptual social learning model.

Perez, Nilda

  • The Leadership Shift: The Strategic Positioning of Latino Business Leaders

    Nilda Perez

    The U.S. demography is steadily and rapidly changing. The projections report that by 2050 there will be about 91.5 million Latinos in the U.S. accounting for one-third of the U.S. population. This kind of increase will by default shift the role of the Latino. The face of leadership in America is certain to be redefined and Latinos will quickly become the most likely candidates for leadership. America's businesses are losing their impact and influence to perform in this rapidly changing sphere because they are currently culturally or linguistically inept. Globalization has re-characterized the business landscape – forming a diverse mergence. America's business leadership is rapidly falling behind in this global marketplace. What is critical in today's businesses are well equipped global leaders that are proficient in multi-cultural and multi-lingual interactions both domestic and international. The logical choice is this growing population of Latinos for global leadership.

    In the series of six modules we cover the history, present trends and the future of Latinos in leadership. We also set the framework to equip the Latino for global leadership. Beginning by delineating the strengths that Latinos bring into business as global leaders and illustrate how to further sharpen the innate and cultural dexterity that will assemble Latinos for a flourishing future. The leadership shift is inevitable therefore, providing Latinos with quintessential leadership development is the best course of action for the thriving future of these emerging global and business leaders. Latinos that prepare for this shift will dominate the global marketplace in the very near future.

Peters, Robert W. III

  • Seminar: Culture D.I.V.I.N.E. Transforming Church Organizational Culture from Membership to Discipleship.

    Robert W. Peters III

    Christian church leaders face a strategic dilemma globally. Jesus Christ's command "Go therefore and make disciples of all the nations…" Matthew 28:19 (NKVJ) is realized in direct relation to a church's organizational culture. The organizational culture of a church either supports a culture of discipleship or it supports a culture of membership, however, these two cultures do not agree. Culture D.I.V.I.N.E. provides church leaders the tools and understanding to effectively transform church organizational culture in order to fulfill the command of Jesus Christ.

    Culture D.I.V.I.N.E. is a two or three day seminar that addresses and resolves this dilemma through eight dynamic classes. The first, A Way of Life, explains the scope of the seminar and defines key words and terms. The second, Church Culture, introduces the Church Culture Assessment Instrument (CCAI), which reveals current organizational culture. The third class, Declaration, reveals the role organizational culture has on a Christian's declaration and the accomplishment of the church's mission. The fourth, Invitation, provides insight into the core principles of discipleship and the impact of organizational culture on the disciple's invitation to others. The fifth, Validation, teaches ways to validate persons inside and outside the church. The sixth, Integration, describes the two areas of work where disciples must be integrated within the church and how organizational culture enables or hinders this process. The seventh class, New Emulation, teaches the correlation between church strategy, global evangelism and new emulation. The eighth, The Way and The Life, provides an exit CCAI along with a detailed course of action needed to realize the desired organizational culture.

    Culture D.I.V.I.N.E. is not just a seminar; it is a way of life. The church organization that exhibits Declaration, Invitation, Validation, and Integration fostering New Emulation, is possessed by a culture of discipleship. Culture D.I.V.I.N.E. is the church leaders' answer to understanding and transforming church organizational culture from that of membership to discipleship.

Porter, Tecoy

  • Faith To Innovate 21st Century Tools & Strategies for Leadership Transformation

    Tecoy Porter

    Faith To Innovate: 21st Century Tools & Strategies for Leadership Transformation is tailor-made for leaders of any organization who desire to increase their effectiveness by becoming an innovative leader of the 21st Century. Today's reality is the rules have drastically changed. The processes leaders previously used to achieve their objectives are no longer valid and the traditional roles and hierarchical working relationships are no longer effective. The new rules have not only impacted the way we do business, but also our politics, social ideologies, and especially our faith! New times call for new techniques, methods and ideas - all of which requires profound faith! Faith to innovate!

    Within this book you will learn:

    • Why innovation is key to being an effective leader and how to increase your capacity to innovate!
    • Why it's not just about the economy and what 3 cultural trends are significantly shaping the future of the world's social, political and religious landscape.
    • What a coaching leader is and why it is essential for YOU to become one. How you can (Re) Structure your organization's design to better lead, develop, and deploy your greatest resource - people!
    • What culture is and how it is essential in the transformation process! Why faith is critical to all innovation and why it's suicidal to be a leader without it.
Ramírez-Rodríguez, Pedro J.

  • Inevitability of Alignment for Success

    Pedro J. Ramírez-Rodríguez

    Success in business and in professions stems from aligning activities to the driving forces pertinent to the business and profession. To be successful, a firm needs to align its sales agents: strategies, customers and stakeholders, processes, and people (employees). Internally these should be considered for the sacrifices that they impose. Externally these should be considered for the revenue effects that they have on the market. Getting all of these aligned is the essential function of a leader. The mission will not be complied with, and the vision will not be fulfilled if there is no alignment. This is a vital role for the leader to accomplish.

    The leader has to effectively use the analytic tools on the present status to discern the gap to realize the vision; promote stakeholder's participation; assess cost and operational problems within resources and capabilities and be able to display them at the right time and with the right impact to win the market with a sustained advantage and customer value. The extraction of the tools should, also, be aligned to maintain the perspectives of vision and mission to implement the strategies within the changing markets with consideration to the uncertainties in their realization. The alignment to these changes will contribute to make an organization adaptable, learning, and resilient. All these are within normative values and ethics.

Rodges, Phyllis

  • Fundamental Elements of Ministry Success Series

    Phyllis Rodges

    The ever-changing global landscape indicates a strong need for comprehensive leadership competency and skills. Moreover, in order for ministry to be effective and efficient there must be leaders, staff and support personnel who have adequate contemporary leadership training, "cutting edge" concepts, which encourage development in technical, personal and leadership skills.

    Fundamental Elements of Ministry Success Series, is a six -week seminar-training program. The practicality of the classes stem from the examination of the challenges leaders and workers face every day, among the topics presented are personnel/volunteer training, cross-cultural competencies, church management, leadership training, organizational culture and leader/follower relationships.

Rogers, Sawnya A.

  • Axis Leaders: Advancing the Common Good through Catalytic Servant Leadership

    Sawnya A. Rogers

    By and large, we act out what we believe or value; therefore, our behavior is a good indicator of what we truly believe, and it is also an outgrowth of our character. Sadly, it has become somewhat normal for influential leaders to exhibit behavior that reflects a societal transition "from having a commitment to the common good based on shared values, to an emphasis on personal good and individual values" (Barna, 2009). Hence, disheartening stories of ethical and moral failure in leadership, which is often the result of shifting the commitment from common good to individual good, are prevalent across many sectors of society. In her book, The Allure of Toxic Leaders, Jean Lipman-Blumen, asserts that if new types of leaders are to be developed, then "education for leadership should teach us that we are accountable to the entire group, not just to ourselves, our kin, or our neighborhood" (Lipman-Blumen, 2005).

    This project, Axis Leaders: Advancing the Common Good through Catalytic Servant Leadership, focuses on designing and developing the Axis Leaders Program, as well as the Axis Leaders Guidebook. The guidebook, which synthesizes a wide range of leadership research pertinent for an emerging catalytic servant leader will serve as the primary book to be used in conjunction with the program. The yearlong Axis Leaders Program is designed to equip both emerging and reluctant leaders with key virtues, values, and skills needed to lead themselves, their teams, and organizations as servant leaders who ignite positive change and innovation for the common good. The program emphasizes leading well and finishing well, which involves building a leadership legacy marked by integrity and skillfulness, coupled with, passing the baton properly to the next leader.

Slabaugh, Kenton

  • Leading Congregational Transformation: Five Transformative Leadership Behaviors for Pastors

    Kenton Slabaugh

    "Leading Congregational Transformation: Five Transformative Leadership Behaviors for Pastors" details five leadership behaviors pastors and church leaders can employ in leading their congregations into becoming the expressions of the body of Christ, God intends for them to be. Based on research including transformational, authentic, and servant leadership studies as well as organizational leadership research by Jim Collins, Thom Rainer and James Kouzes & Barry Posner; this book synthesizes these streams, and applies them to congregational leadership and organizational development.

    The five transformative leadership behaviors comprise a collection of leadership practices leaders can use to initiate congregational change and transformation. These include championing a vision, which involves leadership passion and authenticity for the vision as well as the need to inspire others to share in its realization. Presenting a compelling cause, which includes discovering one's passion as a leader and the motivation to make a difference in the lives of others. Modeling a guiding set of values, which entails helping leaders define their values and how these values can be established as core values that guide congregational life. Embracing organizational creativity, which includes becoming proactive as an innovative leader and encouraging the creativity of congregants in the fulfillment of the shared vision. Enhancing the lives of participants, which highlight the importance of investing in the lives of congregational participants, ways this can be accomplished, and the importance of encouragement.

    These five transformative behaviors can serve as a game plan for the personal leadership development of pastoral leaders and can function to mobilize a congregation towards greater ministry effectiveness. Because transformation involves change, leading congregational change initiatives and well as leading congregational transformation is discussed. This includes answering the questions: what needs to change, why and how will these changes be made, who will be affected, how will resistance to the changes be handled, and what are the anticipated outcomes to be realized? As change is achieved, congregational culture is shaped and group transformation is realized. Congregational transformation is the responsibility of pastoral leaders and this book resources church leadership in achieving this goal.

Suderman, Jeffrey

  • FutureReady: Developing Competitive Agility Through the Integration of Strategic Planning and Strategic Foresight

    Jeffrey Suderman

    Modern organizations exist in an era of unprecedented change and discontinuity. This reality requires organizational strategy to change and adapt as quickly as their environment does. However, traditional strategic planning processes are often built on a faulty principle which inhibits this - the premise of control. Since plans focus on a singular preferred future, organizations are often unprepared when unexpected events occur.

    The FutureReady multi-day planning curriculum is designed to help organizations create strategic agility by integrating strategic planning with strategic thinking. Blending deliberate strategy (planning) with realistic insights about the future (thinking) helps organizations develop the agility to respond to emergent change. The FutureReady process helps improve organizational performance by facilitating organizational dialogue, enhancing organizational learning, shifting change-resistant mindsets and informing strategic planning processes.

    The FutureReady workshop walks participants through three phases of strategy. First, shared clarity about the current state and strategic plan is established. Then, work is done to create scenarios about plausible industry-specific futures. Finally, the insights from this process are evaluated in light of current plans and assumptions. Together, the insights about the future are used to help organizations lead more effectively in the present. This creates a state of FutureReadiness and the agility to thrive amidst a changing environment.

Tindal, Livingston

  • Coaching: True Transformation

    Livingston Tindal

    The U.S. Navy has always recognized the unique power and capability of the Chief Petty Officer (CPO) community and has subsequently invested heavily in their leadership education and training. Mentoring has been a huge part of naval leadership training, and various programs have been instituted to promote mentoring, thereby making it a fabric of today's naval leadership. However, with the dynamics of an ever-changing environment, something more than mentoring is required. Today's sailor is more knowledgeable and informed, and just presenting answers is not "good enough" anymore.

    This paper shows that coaching is a viable means to helping CPOs become that leader who can lead the Navy into and beyond the 21st century by truly transforming their sailors by creating awareness and responsibility. Data were attained from seminar questionnaires that were presented to eight CPO selectees. The results identified the usefulness of adding coaching to CPO training.

    The Chiefs' ability to coach will enable them to truly transform their sailors into great leaders and will assist them in leading the Millennials into the 21st century. Further research on coaching and Chief's training is suggested to ensure proper fit and function, which is a primary Navy concern prior to training being institutionalized.

Venter, Anton

  • Organizational Design Considerations for a Christian Multi-Site Church

    Anton Venter

    The much loved Christian church has been functioning and growing for more than 2,000 years. As many generations before us we too have to consider the functioning of this miraculous social organization in our modern day context. The book starts in chapter one with an exploration of what the church really is. A brief overview of the history of the church is given. The local church is presented as a social organization consisting of people who have discovered their identity in Christ, having been mandated by God to reveal to man the effect of the cross on the identity of every human being.

    The multi-site church is then discussed as one of the modern expressions of the local church. A multi-site church is defined as one church meeting in multiple locations who shares a common vision, budget, leadership and board. The star model of organizational design is discussed in chapter two. The model presents strategy, structure, processes, people and rewards as primary organizational design categories. After that the triadic nature of the church is presented consisting of a unique combination of the churches spiritual essence expressed through an organic, life-giving community supported by organizational functioning. This paradigm is used throughout the book when organizational design considerations for the multi-site church are explored. The discussion of some underlying patterns of organizational design explores some of the tensions and tradeoffs that leaders have to make. These tensions are used in the book to highlight some of the implications of organizational design decisions.

    In chapter's three to seven each of the five organizational design decision categories is explored for the multi-site church. Throughout these chapters organizational design considerations for multi-site church leaders are highlighted from a triadic perspective of the multi-site church. Leaders in multi-site churches are encouraged to prayerfully consider the strategy, structure, processes, people and rewards of their multi-site churches. The functional design and alignment of these organizational design considerations can enhance the effectiveness of the multi-site church tremendously. A lot more can and should be researched regarding the organizational design of multi-site churches.

Anderson, Sid S.

Values-Based Leadership: Unleashing your Leadership Potential through Self-Reflection Seminar

Armstrong, Janice

From the Street to the Executive Suite: Remixing ‘Street Smarts’ and Life Lessons into Leadership Success

Bower, Kay M.

Business Plan for the establishment of the function of Organization Development and Change Management for Creative Partners, Inc.

Burkus, David

Myths of Creativity: Leading Evidence-Based Innovation

Daniels, Kimberly

Poverty Reduction Seminar-Workshop: Understanding a Causal Model of Poverty in Burkina Faso and Working with Leaders Towards Holistic and Sustainable Solutions in Achieving MDG Goal 1

Dewhurst, Jay

The Nehemiah Institute Organizational Plan

Eche, Ocheje

Seminar: “Managing Change for Leaders in the 21st Century”

Emma-Okorie, Amblessed

Church Succession Planning: Case study examination on the succession planning process within a family church organization

Fournier, Lisa

The Barnabas Effect: Starting a Benefit Corporation to Renew Your Community

Gilbert, Jillian

Renovation: Developing the Leader Within A Two Day Interactive Workshop Designed to Help You Understand and Renew Your Leadership Identity.

Hightower, J. Stephen

Passing the Mantle: A Biblical and Practical Case for Pastoral Succession Planning

Hughes, Ralph

Leader Formation: Developing Emotionally Intelligent Law Enforcement Leaders for the 21st Century

Hunt, Janelle L.

Learning to Heal: Heal for Your Dream

Jones, Catherine

Curriculum: Masters of Science in Strategic Leadership

Klevecz, John

Helping Heal the Invisible Wounds of War

Leblanc, R. Kenny

Haiti: The Absence of Leadership Skills in a Failed State

Mudambanuki, Weston Tafadzwa

A Manual for Change: Breaking Organizational Barriers and Encouraging Growth within The United Methodist Church in Africa

Murphy, Linda

Designing for the Future Through Cultural Change

Oghenejobo, Mason J. O.

Seminar: Overcoming Personal and Organizational Leadership Poverty: A New Strategic Leadership Paradigm for Thriving Amidst Dynamic Global Changes

Oisamoje, Felix O.

Leveraging Creativity and Innovation for Enhanced Employee Performance in a Depressed Economic Climate

Okantey, Peter Carlos

Africa: A New Frontier for Leadership: A Focus on Sub-Saharan African Corporate Leadership

Patrick, Randy

Meeting the Future Through Community Transformation: Breaking the Chains of Municipal Structure

Randolph, Nathan

The Power Dynamics of Church Leadership

Reinke, Darrin A.

Church Leaders Understanding Their Past, Present, and Future

Shigley, Edward H.

Reclaiming America: A Leadership Model to Equip the Church in Rediscovering Relevance in the 21st Century.

Soto, Fred

The Five Conversations: How Supervisors Release the Potential of their Workforce

Thornton, Susan

Interlinks: A Virtual Culture of Growth

Vanderpyl, Tim

The Art of HR: Providing Effective and Scalable HR Services to Organizations

Von Spears, Ulf Hansson

The Leadership Family Model: Multiplying Leadership Families through Mentoring and Coaching

Wilson, Eugene

Realignment: Connecting the Five-Fold Ministry With Its Purpose

Hollinger, Thomas D.

Leadership Learning Initiatives: A Comprehensive, Integrated, and Action-oriented Approach to Leadership and Organizational Development

Brandon, Norma

Accessing Strategic Foresight: The Future of the Workforce

Briggs, Irene

Hispanic Women and the Concrete Ceiling: Leadership Initiatives to Chisel Through the Concrete Ceiling

Macon, Corinne A.

Sabotaging the Message: Identifying Pastoral Practices that Undermine God's Kingdom & How to Recover

Maslennikova, Olena

Transitioning into the Global Environment Seminar

Peters III, Robert W.

Seminar: Culture D.I.V.I.N.E. Transforming Church Organizational Culture From Membership to Discipleship.

Rhodes, Gary

Get Over Yourself – Leaders Aren't All That!

Roberson, Kathleen

Moses is Dead! Now What? Planning for Leadership Continuity in Ministry

Skipper, David A.

The Leader's Guide To Campus Safety and Security in Higher Education: Maximizing Vision to Practice

Staats, Lorin K.

Between Two Cultures: A Biblical Leadership Response to the Cultural Dimensions of Individualism And Collectivism

Bennot, William

Developing an Apostolic Leadership Culture for Effective Transformation

Jones, Tresnessa

3D Leadership: How to Obtain It, Maintain It, and Transfer It

Kamate, Jean Baptiste

Balancing the Life of an NGO Leader in Africa

Moseley, Alphronzo

Coaching ROI: Delivering Strategic Value Employing Executive Coaching in Defense Acquisition

Oladokun, Victor B.

The Future of Media: Beyond Technology—Using Global Leadership Competencies and Strategic Foresight Principles to Anticipate Future Media Horizons

Tiller, Reginald M.

Leadership Basics for New Superintendents in National Park Service: A Two Day Interactive Seminar to Examine Key Leadership Concepts and Life-long Learning

Williams Sr., Edward C.

Achieving Public Service Excellence Through Emotional Intelligence

Anderson, Deidre D.

Launching BreakthrUniversity®: A Women’s Small Group Coaching Model
Fostering Breakthrough in Leaders’ Personal Growth and Development

Atkins, Jimmy A.

Leading Strategic Community Change: A Shepherd’s Guide to Strategic Planning and Organizational Development for Church and Faith-Based Community Development Agencies

Backstrom, Jim

Learning to Lead in a Global Village: A Leadership Development Curriculum for 21st Century Chinese Global Leaders

Brimmer, Stephen E.

Futurecasting: Empowering Church Leaders to Lead from the Future

Cazort, Melody J.A.

How to Start-up a New Small Business and Integrate Leadership to Support it

Cunningham, Dahlia D.

Bridging the Divide: The Challenge for Leadership Promoting Cultural Diversity in Christian Universities

Doublestein, Barry A.

Leading Medicine From the Future

Gilmore, Bridget R.

Building and Sustaining a Great Company Through Strategic Leadership

Jenks, Deborah F.

Developing the Kingdom Leaders for Such a Time Seminar and Two Organizations by Applying Theory U+

Mallory, Christine A.

Metaydac Consulting, LCC: Designing training products and services to meet the needs of today’s nonprofit leader

Mayhorn, Jonathan P.

Finding the Greatness Within: A Holistic Approach to Becoming a Life Leader

Quist, Allen H.

'Mind'-ing your Organization: Reinventing Socio-Technical Systems for Creativity and Innovation.

Raimo, Steve

The 21st Century Church: Emerging Organizational Structures and Leadership Requirements

Rice, Kenneth W.

Workforce Diversity: How to Leverage the Diversity of the New Workforce for Improved Organizational Performance.

Richardson, Virginia

Healthcare Leadership for Value Innovation: Blueprinting the Future toward Global Advantage

Robinson, Myra Lisa

Sounding the Alarm: Shifting Corporate Mindsets on the Glass Ceiling

Rutherford-Coulson, Karen A.

The Spiritual Effect: Fusing Spirituality with Organizational Design

TerMorshuizen, S. Art The Yin and Yang of Leadership Followership

Upshur-Myles, Chantel C.

Organizational Leadership That Pleases God

Aasen, Ronald C.

Effective Church Leadership in Today's Culture

Agbor, Emmanuel

Designing Catholic Parishes as Leaderful Organizations: St Peter the Apostle Church

Anderson, Joe

The Writings of Robert K. Greenleaf: An Interpretive Analysis and the Future of Servant Leadership

Baker, Paul

Security Leadership

Banks, Bonnie

The Imperative for Socially Responsible Leadership: Highlighting the Premise of Social Entrepreneurship as a Leadership Model

Brawley III, Don Leading Life-Change Coaching and Consultancy, LLC
Davis, Deshaun Understanding Rest: A Strategic Approach
Faulhaber, Jacqueline A.

A Biblical Approach to Developing the Inner Qualities of a Leader

Green, Daryl

Impending Danger: The Federal Handbook for Rethinking Leadership in the 21st Century

Gomez, Ascencion Leadership: The Unrecognized Leader "The Teacher"
Hale, Renée N. Launching WellSpirit Consulting Group, Inc.
Hays, Steven M.

Leadership Coaching for Health Care Professionals

Henderson, Bea An Organizational Redesign of a Non-Profit Organization: NNOA, Inc.
Hill, Angela C. A Glimpse of Four Dimensions of Leadership Workshop
Hoomans, Joel R. Developing Strategic Agility: Re-Thinking Rock, Paper & Scissors Approaches To Strategic Leadership
Jackson, Phillip E. Leading the 21st Century Healthcare Organization: Essential Competencies for Successful Stewardship
Keller, Gray Philanthropic Leadership: What It Takes To Make a Difference
Martinez, Boris Leadership Training Program for Church Planters in the Mexican National Presbyterian Church
O'Neill, Tracy D. The Coaching L.A.B.: Learn, Align, & Build Coaching Into Your Organization
Reid, Joni E. Vision Quest Youth Leadership Development Seminar
Solomon, Don R. A Devotional Series on the Leadership of Jesus in the Gospel of Mark
Upton, Sandra Preparing 21st Century Leaders in the field of Human Services: Creating New Mindsets for Strategic Collaboration and Creative Solutions
Ward, Robert S.

Strategic Leadership

Wilson-Bridges, Cheryl

Levite Praise
God’s Biblical Design for Praise & Worship

Adams, Theresa

Parents as Leaders

Bruton, Robert

Developing Biblically Principled Leaders for the 21st Century
Coffey, Steve Toward a Pauline Values Assessment
Cordle, Neal

Devotional Project

Di Salvo, Carmelo

Organizational Stress and what to do about it

Ewen, Gary The Art and Discipline of Strategic Problem Solving and Decision-Making for Leaders
Ferleman, Thomas E. The Future of Russia in 2020
Gerwig, Robert Creativity and Rest for Today's Overloaded Quality & Process Improvement Professionals
Gibbons, Susan Leading in the Spirit: A Devotional Guide on the Leadership Values of the Fruit of the Spirit
Gribling, Richard A Curriculum in Leadership for 21st Century Strategic Leaders:
A New Approach to Global Leader Development within
the Department of Defense
Herman, Harvey

The Strategic Missionary: An Introduction to Missionary Leadership

Jinwright, Dianne Application of Strategic Leadership In a Business Start-up
Kim, Charles

The World Peace Museum and Park

Koh, Boon S.

Using Strategic and Innovative Thinking to Reach Our One-Fourth World

Krajacic, Denny

Follow the Leader: New Christian and Missionary Alliance Pastors’ Guidebook to Elder Training

Mayorga, Mauricio

Increasing Leadership Effectiveness of Christian Broadcasters: A Latin American Challenge

McNair, Karen

Governance as Leadership: New Mindsets of Development for Nonprofit Boards

Middleton, Gordon R.

Leadership Knowledge Map — Pilot Project

O'Neal, Jayce The Leadership Matrix: A Guidebook for Young Emerging Leaders
Oster, Gary Leading Corporate Innovation
Perren, D. Ray The Seven Virtues of Servant Leadership
Prigel, Donald W. Complexity Science for Leaders in High-Reliability,
Highly Regulated, High Risk Enterprises
Prokop, Duane R Cultivating Strategic Collaboration between Non-Profit Service Organizations
Radford, Jeffrey A.

Merciful Leadership
Examining the Characteristics of a Merciful Leader

Rogers, Daniel P.

Tactical Leadership: A Common Spiritual Framework Underlying Secular Leadership Theory

Ross, Larry F. So you want to be a Strategic Leader?
Here are the Essentials to get you Started
Salgado, Leo The Mind of Christ in Strategy: How we should lead our organizations
Sampedro H., Jesus A. "A leadership framework for transformation."
Values-based ideas and stories for emerging entities around the globe.
Shaw, Wayne Power, Influence, and Leadership in Organizations
Thorp, J. Hall C. Courage, Inc.
Wadell, Gregory S.

The Learning Institution: Reframing a Small College's Central Function

Wallace, Rocky On His Last Day: Reflections on Leadership, Life, and Values
Walters, F. Dennis Integrating Strategic Foresight into Professional Military Education
Williams, Brenda A Leadership Development Program: Developing Servant Leaders from a Trinitarian Perspective
Yorkovich, Scott A.

Succession Management Practices in College Campus Ministries

Zarate, Rodrigo

Four Factors that Influence our Leadership Style

Brodbeck, Luann Best Practices in Assimilation and Equipping Ministries
Chamberlain, Larry N. Trust: The Foundation for Effective Christian Leadership
Chen, Stuart Rewiring the Corporate Brain: Organizational Transformation at BOL
Collins, Mickey K. The Power of Leader: The Heartbeat of God
Crute, Bryan E. The Center for Creative Leadership & Ministry Innovation (CCLMI):
Building a Ministry University
Derbyshire, Elizabeth The Design and Development of a Research Center for Christian Public Education
Edwards, Conway Z.C. If We Only Knew . . . Insights on Leadership from Some of today's Top Christian Sages
Hammett, Howard Unbalanced Influence - Seven Paradoxes and Myths of Effective Executive Leadership
Henderson, James W. Balanced Leadership: A Practical Guide to Leadership in an Unbalanced World
Holly, Ted Enhancing the Viability of Faith-Based Organizations in Turbulent Environments
Petri, Mark Advance Practical Application of Leadership Concepts and Methods Focusing on Assessment and Developmental Transitions
Seidel, Brian R. Let them Lead: Strategic Christian Leadership for a Strategic Generation
Bieschke, Marcus D. The Church in Emerging Culture: Seminar Series
Brinson, Jerry Exploring Transformational Leadership within a Military Training Academy
Brown, Hopelyn M. The Women's Mentoring Network: Building Women's Mentoring Network in Church and Business Communities
Cottingham, Ted A New Model for Leadership Development: Placing God's Voice at the Center
Disher, Latona Leadership Qualities that Influence the Success of African American Small Business Owners in Metropolitan Atlanta
Fields, Greg The Pilgrimage
Haddowgreen, Wendy Mentoring in the Workplace: Using the Beatitudes to Guide You in "Coaching" Your Employees
Hamn, Florence L. Caring Federal Leaders: Building a Caring Federal Family through Bereavement Acknowledgement
Hawkins, Emile H. Dynamic Leadership
Islin, Cynthia T. Company Grade Officer Development in the Air National Guard
Minthorne, Liz Values and Behaviors in Leadership Development
Oppel, Wayne A. Leadership of the 21st Century: A Two Day Seminar to Explore Methods, Tools, and Research of Future Leadership.
Savell, Donald Police Suicide Awareness Training Model for the Harris County Sheriff's Office
Weir, Thomas Rapid Advance Strategy Development for Urban Influence
Amaya, Alejandro Multidisciplinary Leadership Training Through Teamwork and Networking
Edwards, Rhonda Training Leaders to Value Teams in the Age of Accountability: An Exercise in Teambuilding
Hirsch, William Towards a Biblical Worldview of Leadership [to be posted]
Miller, Richard A Correlation Study to Examine the Relationship between Self-Efficacy and Biblical Spiritual Development
Richardson, Agnes Leadership Styles, Behaviors, Traits, and Characteristics Related to Female and Male Leaders
Sarker, Abraham Comparative Study of Islamic and Servant Leadership Models
Tonkin, Terry Workforce Optimization through Technology and Trust
Owens, Rosalie Out on Mount Sinai: How Bishop Ida Bell Robinson Loosed the Women.
An Examination of her Leadership Style