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.
The New Rules of Teaming in a Global Economy
David Mack Arrington Sr. | 2016
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.
Coaching Adolescents – Developing Good Followers Today to Build Effective Servant Leaders Tomorrow
Robin N. Beauregard | 2016
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.
F.A.C.T.S.© – Future ACTS: 10 Leadership Development Workshops to Promote Learning and Change
Kathleen Cabler | 2016
Future ACTS Leadership Workshops is a collection of 10 ready-to-use workshops that will engage participates, accelerate learning, and promote change. These ten training designs have been selected as the ‘core’ information necessary for seasoned and new leaders. Not only do they represent the ‘best practices’ of active training programs, but also include relevant topics in the current world of training and development.
Future ACTS Workshops provide customizable material for either one-day, two-day or half-day designs. Sufficient information is included for the trainer/facilitator to understand the objectives, key points, and instructions for each activity. At the end of each workshop are reproducible handouts for the participants. Additionally, a power point presentation is designed to accompany each workshop.
Although each workshop is a unique active learning experience, it is also ideal as a complete interpersonal skills and business acumen Leadership Development Curriculum package.
Turning Point: From Subject Matter Expert to Leader
Joed I. Carbonell-Lopez | 2016
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.
Reignite: The Formation of the Strategic Plan for Agape Family Worship Center, Rahway, NJ
Juanita Jones Daly | 2016
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.
Jason Graber | 2016
We are living in an era where opportunities for business growth and innovation are unparalleled to any moment in history, yet productivity and long-term viability are at an all-time low. Today, operational costs are much cheaper due to the advancement of technology and globalization, allowing businesses greater access to resources and opportunities. At VISTA CO., we coach and develop business leaders to acquire the necessary skills, mindset, and knowledge to take advantage and engage with global business opportunities.
VISTA CO. is a purpose-driven global strategic advisory and consulting firm that focuses on mid-market companies, while taking a socially responsible approach in giving back 50% of profits to the business community by providing investments for startups and small businesses who can’t traditionally afford consulting and professional services. We make it a priority to build global bridges and apply our innovative resources built on a strong training program and coaching system to deliver amazing outcomes. Our strength lies in the diverse network of consultants and professionals we have built, allowing us access and insights to vast markets and industries.
VISTA CO. is focused on building meaningful and innovative companies that are positioned to achieve long-term results. We have created a hybrid model, that not only focuses on solving our clients’ current problems, but guarantees a legacy to pass on. Our cohort methodology fosters and facilitates continuous learning experiences, entrepreneurship, and knowledge sharing between our global partners and industries. VISTA CO.’s consultants are relentlessly positive, determined to hold our clients accountable, and won’t stop doing what we can until our clients succeed.
What makes VISTA CO. unique is the full-service consulting approach that uses technology based analytics to develop, deliver and capture the essentials that matter the most. Change is hard, but when implemented and engrained as part of the business model, it becomes the life-line of success. Leaders today must realize that if they don’t continuously disrupt, they will be disrupted. At VISTA CO., we coach, mentor, and roll up our sleeves to ensure amazing outcomes. Along with our training and cohort programs, we connect our clients to the real world where together we interact and work side-by-side with other global business leaders.
Youth Leadership Coaching Matters: Developing At-Risk Youth: The Introduction of the Herbin Youth Leadership Coaching Concept (HYLC2)
Serelda Herbin | 2016
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.
The Inverted Donut, the Lattice, and the Starfish: Designing the Organizational Architecture for All
Peifeng Mary Tzen Ho | 2016
All Nations Family—also known as All Nations—is a mission organization that exists to start church planting movements among the least reached peoples of the world, as part of the global church endeavor to finish the Great Commission in this generation. All Nations currently has two sending hubs which have workers church-planting in 34 countries. To be part of finishing the Great Commission in this generation, All Nations believes that it must train and send more local and near-cultural workers, not just Western cross-cultural workers. Therefore, All Nations aims to multiply 40 sending hubs and church planting communities in strategic cities and locations around the world to mobilize more local and near-cultural workers to ignite church planting movements over the next ten years.
This paper seeks to design a global organizational architecture for multiplying hubs and church movements. To do so, this paper has: 1) analyzed the existing literature on organizational structure, global networks, lattices, federations, and loosely-coupled structures; 2) revisited the historical structures that propelled mission and church planting movements in the previous centuries, and 3) interviewed ten mission organizations and churches that are focused on multiplying hubs and catalyzing church movements. This paper concludes that All Nations—as a global mission organization focused on multiplication—require the scalable configurations of a federal “inverted donut” structure, a lattice structure, and a “starfish” network structure.
Leading Strategic Change: The Application of Strategic Influence
Timothy S. McWilliams | 2016
Today’s rapidly changing, hypercompetitive, and increasingly globalized strategic environment is filled with competing ideas and interests that divide people, lead to conflict, and create significant challenges for nations and organizations alike. These competing ideas not only create obstacles to success in the external environment, but also create dissention and division within. Amid this environment, governments and organizations often expend considerable resources attempting to shape public opinion, cultivate support across diverse audiences, or influence the thinking or behaviors of others. Unfortunately, many of these efforts miss their mark because their strategic communication efforts lack holistic, long-term direction, credibility, or even power. There are number of reasons for this, but they essentially come down to the failure of strategic leaders to: (1) understand the complex dynamics that exists within the arena of ideas that is part of today’s strategic environment; (2) demonstrate leadership; and (3) communicate strategically.
This book is about the effective application of strategic influence to create strategic change—both in the external strategic environment and internally in the form of organizational culture and climate change. Strategic influence is the ability to influence the attitudes, values, beliefs, and behaviors of multiple differing audiences in the strategic environment simultaneously to achieve long-term strategic goals. It is the product of effective strategic leadership rooted in legitimate power and authority, and is manifested in both strategic actions that focus on strategy implementation and strategic communication that focuses on conveying specific messages to different target audiences. This book is unique because it not only explains the symbiotic relationship between strategic leadership and strategic communication required to produce effective influence, but also demonstrates how to leverage this symbiotic relationship to affect strategic change to address an important issue in every organization or institution—ethical change.
Exploring the Electronic Health Record, Interoperability and Patient Engagement: The App Solution
Stephanie Morish | 2016
The healthcare industry in the United States is considered broken based upon published reports which rank the United States healthcare system last compared to other industrialized nations (Commonwealth Fund, 2014). The ranking of 8th (The Commonwealth Fund) has government agencies (The Department of Health and Human Services, through the Centers for Medicare and Medicaid Services-CMS) and healthcare organizations scrambling to address cost, decrease waste and utilization while remaining viable entities in their communities. The facts state 31% of primary care physician’s (PCP’s) in the U.S are able to receive routine notifications electronically of a patient encounter in the hospital setting, although the use of electronic health records has increased from 10% in 2012 to 69% in 2015 (Health IT Dashboard).
The issues around the lack of effective communication are rooted in understanding the internal and external culture and subcultures that inhibits organizational goals in healthcare institutions nationally. The American Hospital Association reports approximately, “100,000 people die annually in hospitals from medical errors—and 1 out of every 370 people admitted to a hospital dies due to medical errors”. These numbers also state that hospitals are becoming very dangerous environments, where there is vulnerability and the absence of detail (Houle and Fleece, 2012).
A major contributing factor associated with the aforementioned statistics is receiving medical histories and relevant facts with the details that are buried in electronic folders within the electronic health records (EHR). Most EHR’s inhibit the ability to make effective care decisions timely, and in the case of the transient patient—the correct past medical history is absent and therefore inhibits proper care management. The U.S. is respected internationally for initiating the best trauma services, but weak providing concurrent care (continued care post trauma care) contributing to low quality scores. Within the healthcare arena, emergent care is supported in most cases by an assigned hospitalist physician whose potential practice patterns are absent of co-management by the PCP (who has the best knowledge of the hospitalized patient). Another factor is increasing hospital length of stay (LOS) with physicians waiting on pertinent health details that could impact the treatment plan and prevent hospital-borne (nosocomial) infections and sentinel (adverse) events that contribute to readmissions.
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 | 2016
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.
Three Cords of Apostolic Leadership
Amy Olson | 2016
Inspire and challenge your ministry leaders and significantly improve the impact of your church administration with this thorough study of leadership and organizational development. This resource presents a realistic approach to help you build a team with powerful direction.
The Three Cords of Apostolic Leadership addresses three central aspects of church leadership:
- The spiritual disciplines upon which apostolic leadership is built;
- Leadership practices, with in-depth models of servant leadership and transformational leadership; and
- Innovation, outreach, and team-building practices to improve the community aspect of your church.
Whether you’re new to church leadership or you’re looking to improve a long-standing institution, you will gain clarity in how to empower every aspect of your church. From its spiritual core to the outer community, your church will grow from the inside out.
Wielding the SWORD of Leadership: Using the Paladin Approach© to Leadership Development
Thom Owens | 2016
This course curriculum is an answer to a perceived gap in Christian leadership in business and is the culmination of three years of work at refining my knowledge, skills, and attitudes of what it means to be a Christian leader on a course to change the world. This curriculum, the leadership model it is based on, and the leadership development journey it represents, encapsulates that refinement and allows me to fulfill my purpose. Designed to develop Christian leaders, at all levels, to embrace their own unique purpose, this approach seeks to imbue the knowledge, skills, and attitudes of a spiritual warrior using a biblically-based leadership model known as the Paladin Approach© Leadership Model.
Knowing that God has a purpose for each of His children that include plans to prosper us and not harm us but to give us a hope and a future (Jeremiah 29:11) is not enough. We must develop the life infrastructure to carry the weight (responsibility) of that God-sized dream before we can take part in that plan. Between the God-sized dreams, the center of which is our purpose, and the solid foundation of Christ, lies the main beam of our character that keeps the support pillars of the structure, stewardship, worship, ownership, relationship and discipleship, in contact with the foundation of our lives – Jesus.
Using the Analyze, Design, Develop, Implement and Evaluate (ADDIE) Model, this seven-module course was created to highlight the knowledge, skills, and attitudes needed in those critical areas by students of the course. The final output for this project is the course curriculum for “Wielding the SWORD of Leadership” complete with a program of instruction, courseware including slides, instructor notes and evaluation sheets, and a student workbook. Students who complete this course are better able to embrace their role as Paladins – warriors for Christ and engage in the spiritual battle to develop as a leader as they fulfill their purpose through the integration of their faith in business.
The Transformer in You
Lawrence Powell | 2016
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.
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 | 2016
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.
The Latino Initiative: A Ten Year Forecast of U.S. Hispanics in Higher Education
Peter Rios | 2016
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.
Full-orbed Leadership: The Five Phases of Church Leadership
Marcus Streater | 2016
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.
The Right-Fit Leadership Coaching: Leveraging Western and Eastern Principles and Practices for Success
Sim Cheok (Janice) Tan | 2016
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.
Ethical and Unethical Leadership in the Church: Leadership Principles and Theory
NaDene Tucker | 2016
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.
Reinventing the California State Military Reserve
Joseph von Sauers | 2016
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.
The Seventh Dimension of Leadership
Kathy E. Williams | 2016
The Seventh Dimension of Leadership is a documentary, a guidebook, and a leadership manual to explore the journey of 21st century leadership. The project uses the woman at the well from the Gospel of St. John, Chapter 4 and her seven relationships of five husbands, a live-in, and Jesus Christ overlaid to the seven dispensations of time – innocence, conscience, authority, promise, law, grace, and sovereign reign. Using her life journey from a traditional upbringing through drug addiction and dropping out of high school, continuing through the saga of single parenting and dealing with poverty, K. Williams offers a road map for others to trace the roots of their own development in leadership. Each chapter includes an application section that speaks as the consultant and executive coach to activate the content into the reader’s organization.
The project includes sections between each chapter titled “Reading Between the Lines” that contain in-depth stories from the author’s experiences. One such story includes a story of the author’s then 8-year old daughter questioning her mother’s feeling about having biracial children. Another includes the story of the shooting of one of her sons with the admonition of “Walk wobbly if you need to, but keep walking.” Other sections address micromanagement, more commonly known as control freaks (and how to be healed from that plague) and the arrival at sovereign reign as the seventh dimension of leadership. The entire project is written toward the perspective of being a leader who is Christian and mastering “love with no agenda.” In our multicultural, global world of the 21st century, this project offers effective tools for truly operating as ambassadors of Christ.