2017 Doctoral Projects – Doctor of Strategic Leadership Program


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.


Global Consulting and the Leadership Development Process in Sub-Saharan Africa
Samuel A. Adeyemi | 2017

Sub-Saharan Africa has had its share of political, economic and social challenges. It needs to produce leaders with greater sophistication in leadership skills to overcome these challenges. Cabrera and Unruh (2012) assert that global leaders are not born, but made. Effective leadership development requires leadership training at the individual, organizational and national levels. There is a need to develop individuals to lead in a way that produces positive financial, social and environmental results (Van Velsor et al., 2010). It is pertinent for the leadership development curriculum for sub-Saharan Africa to take into consideration the peculiar cultures in that part of the world.

This dissertation explores the role of global consulting in the leadership development process in sub-Saharan Africa. Specifically, it applies consulting tools with a view to explore ways of making the Daystar Leadership Academy to be an enduring institution that is strategic and effective. It also explores opportunities for upgrading the Daystar Leadership Academy to a government recognized diploma or degree awarding institution over the short and long terms. These opportunities include making it a government-approved institute that awards its own diplomas, upgrading it to a degree awarding university, or making it an offsite campus for an existing university.


From Volunteer to Leader
Christina V. Angelakos | 2017

Volunteers are an integral part of our organizations. They are the driving force of nonprofits, churches, and community projects. Volunteers serve in a variety of roles, offering their support and donating their time, resources, and knowledge to complete tasks and help organizations function at their highest level. However, for all their assistance, very little time is spent developing them spiritually, physically, and emotionally. This is a mistake. Not only are volunteers one of our greatest assets, but they have the potential to become leaders in our organization and help us further expand our volunteer pool by developing others.

There is no “perfect” way to develop leaders, just as there are no “perfect” leaders. There are too many different personalities, situations, organizational cultures, and programs for it to be a one-size-fits-all solution. The purpose of this manuscript isn’t to prescribe a remedy that gives you exact instructions on how to develop volunteers into super leaders, but rather to be used as a compass to help guide you on your journey to grow volunteers into leaders.

The process for developing a volunteer into a leader is broken up into six sections: 1) Know your team, 2) Know yourself, 3) Identify what leadership means to you and your organization, 4) Understand the roadblocks to leadership, 5) Establish the anatomy of your ideal leader within the organizational parameters, and 6) Take practical steps to help volunteers grow spiritually, mentally, emotionally, and professionally.

Leaders never fully arrive at the end of their journey. There is always room for growth no matter how long they have been leading. A vital part of developing leaders (and raising up volunteers) is to teach them how to connect with others who will help them along that journey. Coaching, mentoring, and peer relationships are where this magic happens, and this manuscript discusses various ways to incorporate them into the volunteer/leader experience at your organization.


Spirit of Excellence Workshop
Yolanda Brannen | 2017

Many organizations are faced with the challenge of providing consistent, excellent customer service that leads to customer loyalty and growth in profits. The challenge of excellent customer service stems from the lack of prescribed values in organizations, or the failure to interpret and practice organizational values. The inception and design of the workshop is to ignite the understanding of values as a guiding principle, which can be demonstrated and cultivated in the workplace and society at large with fundamental teaching and exercises.

Values are drivers of excellence. The workshop will assist organizational leaders in understanding the importance of uncovering values then stimulating, activating & motivating (S.A.M) a base set of values in followers in order to align those identifiable values with the organization’s values. The alignment of personal and organizational values will create a plausible solution that drives excellence in customer service in both for-profit and non-profit organizations.

The workshop will present several comprehensive value-based modules to develop the customer service skills of the most vital assets (workforce). Creating a mindset that wants to perform with a “Spirit of Excellence,” that promotes sustain competitive advantage, making the organization a leader in their industry.

The sole intent of this project after its design is to facilitate workshops in organizations to help organizations answer the question, “How excellent is thy name?” The workshop will promote Psalm 8 (KJV), “O Lord, our Lord, how excellent is thy name in all the earth! Who hast set thy glory above the heavens.” While promoting the belief that excellence comes from wisdom.  The delivery of the workshop will provide the wisdom, action, and guidance (W.A.G.) that will deliver measurable results month-over-month after implementation of proven motivational practices from workshop modules focused on understanding ‘values’ and the role they play instrumentally in order to reach a terminal end (goal).

The four-course module workshop’s final output will consist of a program of instruction, module slides, instructor’s notes, and evaluation forms.  The overall mission of workshop is to equip and train leaders from a biblical perspective that changes the world by operating with a ‘Spirit of Excellence’ in order to change the world.


Leadership and Prosperity of Nations
Kriz David | 2017

The search for sustainable source of prosperity of nations has been a long age adventure.  As far back as 1776, Adam Smith, a Scottish philosopher and an economist advocated in his work, An Inquiry into the Nature and Causes of the Wealth of Nations, that the wealth of nations is premised on productivity and free market. David Ricardo (1817) in Principles of Political Economy advanced the thesis of comparative advantage for exploiting factors of productions to gain national advantage and prosperity. His theory dwelled on repository of factor endowments in geographical locations and inexpensive labour in some countries as source of national prosperity The Competitive Advantage of Nations by Michael Porter (1990) focused on microeconomics conditions to espouse source of national prosperity by identifying the four determinants of national advantage. Other researches on this subject focused on macroeconomic conditions as the foundation for economic growth and prosperity of nations.  In their research, Why Nations Fail: The Origin of Power, Prosperity and Poverty, Acemoglu, D. and Robinson, J. A (2013) argued that geographical locations, cultural differences and ignorance of leaders are not the causes of  poverty in nations, but the lack of inclusive polities and inclusive institutions.

One question that remains unanswered is: why are most countries of the world yet to experience development, let alone prosperity, even with the plethora of microeconomics and macroeconomics reforms being carried out by national governments and the expertise advice offered by international nongovernmental institutions such as the International Monetary Fund (IMF), the World Bank, United Nations and several others? The reason for the failure to achieve transformation and prosperity in most countries, despite the billions of funds invested in various reforms and transformation projects, is that those interventions are designed to address symptoms of the problems rather than their root cause. Many of such intervention projects have been counterproductive with unintended consequences to nations, thus leaving most nations underdeveloped, and to wallow in vicious cycle of poverty.

This research establishes that leadership makes the difference between prosperous and poor nations. A nation is a complex system, and it requires systems thinking approach to cultivate national prosperity. It therefore behooves leadership of nations to identify high leverage points in societies, cities and nations to unlock the source of sustained prosperity for their nations. The leadership model – Leverage Points or Pillars of Prosperity of Nations, developed in this research established that the prosperity of a nation is locked in a tripod, which are: faith – value systems, learning – productivity system and law – control system. The three systems interconnect and interact with six subsystems or pillars – human and social capital, cultural values, multifactor productivity, institutional framework, governance framework and market framework to impact on the entire social system called a society or a nation.  It is expected that the model would be a veritable intervention tool for policy makers, leadership of nations and international nongovernmental organizations seeking to provide lasting solutions for nations to attain prosperity.


Thirteen Traits in Thirteen Years: A Leadership Journey from Shepherd to Prime Minister
Richard T. Hawk | 2017

Joseph’s ascension from Canaanite shepherd to Egyptian Prime Minister, second in power only to Pharaoh, was an arduous journey fraught with separation, heartbreak, accusations, and setbacks. Along the way, the favor of God was sovereignly displayed in Joseph’s life, resulting in the saving of Jacob’s family, the Israelite people, and all the inhabitants of Mesopotamia, from a seven-year famine. Joseph’s tenacious faith kept him tethered to his God and along the way Joseph grew in his leadership capacity, being equipped to accomplish his God-sized purpose. Emerging on the scene as a seventeen-year old shepherd boy and developing into a thirty-year old government official, he was exposed to every misfortune in between. Joseph embraced thirteen leadership traits in thirteen years that resulted in his grand achievement and noble success. Not contented to relegate that accomplishment to one person some four thousand years ago, this author argues that modern-day leaders can trust God to unfold His purpose and plan in their life, and through faith and obedience, they can realize their own life of significance.


Twelve Strategic Leadership Competencies for the 21st Century Leaders
Linda A. Heindl | 2017

Strategic leadership competencies are leadership skills and behaviors that encourage superior performance. By using a competency-based system of strategic leadership, organizations should be able to distinguish and develop their next generation of strategic leaders. The importance of strategic leadership competencies and skill development promotes better leadership for the 21st-century leaders.  Nevertheless, skills needed for a specific position may change depending on the specific leadership level in the organization.  By using a competency approach, organizations can determine what positions at which levels require specific competencies. Therefore, the overall structure of using a competency approach is divided into twelve important competencies for leading the organization, leading the self, and leading others in the organizations are listed below:

  1. Building Strategic Partnership
  2. Setting a Vision and Goal Outlook
  3. Making and Managing Change
  4. Solving Problems Productively
  5. Supporting Teams’ Empowerment
  6. Building Teams’ Direction
  7. Influencing Factors in Organizational Learning
  8. Building and Maintaining an Effective Organizational Culture
  9. Designing a Strategy and Structure
  10. Seizing Risks
  11. Consulting and Conducting Conflict Management
  12. Producing Effective Communication

Before we start focusing on those twelve strategic leadership competencies for the 21st century, I want to delve into three major areas: evaluating the 21st-century, projections for the 21st century, and characteristics of projections for the 21st-century that are becoming the front-runners for these twelve strategic leadership competencies.


LIVE Prolific “Leadership Lessons and the Strength to Move”
Alecia Jacobs | 2017

From spirituality to leadership development, leaders must have a complete connection from within to lead others to accomplish organizational, personal and global goals. A leader’s journey doesn’t begin externally; it starts within the walls of the leader’s body, mind, and soul. Within this book, the importance of Knowing Me (KM), self-examination and overall development will be explored to provide insight around how internal development for leaders impacts the performance of others. The gift of influence comes with a large responsibility for not only the follower or member but the leader.

Gaining the strength to drive direction, commitment and alignment among members is a task which starts with humility and ends with a personal relationship with God. The leadership journey discussed within “LIVE Prolific” is about embracing change, innovation, sharing the vision and acting strategically for tomorrow. The time to live abundantly is now, and there are several lessons for leaders young and old.


Christological Leadership in a Postmodern Construct
Scott D. Liebhauser | 2017

In the current age of chaos, confusion, and ever-shifting cultural mores, Christian leaders have the daunting responsibility of presenting objective truth to a society basking in the muddy waters of postmodern ambiguity. This work presents the definitions, acrimony, nuances, challenges, and advantages of postmodernity while encouraging and preparing Christian leaders to effectively and fruitfully lead amid an antithetical culture. In addition to dissecting postmodernity, this writing will cover leadership topics such as truth, conscience, vocation, agape love, leading through reformation principles, leading through change, leadership characteristics, servant leadership, and communication.

While postmodernity is difficult to define, the common thread involves a disconnection to anything empirical, historical, and authoritative. As each of these elements are consistent with Biblical Christianity, Christian leaders today are challenged with leading in both secular and religious environments due to the loss of connection of previously established norms. The postmodern era is a result of the failures of the modern era, in its heavy emphasis on scientific inquiry, to fix all the world’s woes. As a result, the pendulum of change has swung significantly from a time where truth could only be discovered in a lab to postmodernity, where each person determines their own truth without the need of a rational basis. Each of these eons present hazards to engaging Biblical truth.

In modern times, one would accept the premise of a man named Jesus Christ walking the earth over 2000 years ago due to the overwhelming historical evidence; while in the postmodern age, people might discount the existence of Christ simply because it is the way they feel. Furthermore, after discounting the life of Christ, the postmodern may take the liberty of developing their own “christ” and create their personal narrative of this god of their own device. Consequently, Christian leaders, although tempted to acquiesce to the postmodern intellectual gymnastics, must hold firm to the objective truth as presented in the Sacred Text.


Positioning Africa for the 21st Century: The Pivotal Role of Leadership and Think Tanks
James B. Magara | 2017

In the early 1960s, one would not have been faulted to predict a better future for sub-Saharan African countries in comparison with their East Asian peers. With abundant natural resources, vast amounts of arable land, and for some countries, a modest number of intellectuals and professionals, many newly independent African countries looked set for prosperous futures. Over the last fifty years, these sub-Saharan countries and their East Asian peers have charted different paths. The latter have prospered while the former are still floundering. What did the East Asian countries do differently? What can contemporary and emerging African leaders learn from their experience? Some of the answers are traceable to the type of leadership they had, how leaders exercised the practice of national management, and how they approached the thinking about the futures of their countries. The failure of leadership and dearth of adequate development think tank capacity has been a major constraint on Africa’s development. This treatise submits that if African countries address the question of the quality of their leadership, and maximize the prudent use of their intellectual potential through fostering the use of think tanks in policymaking and planning for the future, Africa’s pace of development would accelerate exponentially.

The book defines and discusses the concepts, types, and genesis of think tanks. It gives an overview of leadership and policymaking on the African continent from the pre-colonial era to the present-day, and covers the impact of failure of leadership and planning on Africa’s development. Botswana is studied as an outlier on the African continent, while lessons on transformational leadership and the use of think tanks are drawn from Malaysia, South Korea, and Singapore. The treatise explores the differing consequences of the shock waves of globalization on Africa and Asia with recommendations on how African countries can reposition themselves to ride the waves. It propositions a requisite African leadership paradigm for the twenty-first century and recommends roles that think tanks can play in the development of African countries. Finally, it considers the thorny issue of financing African think tanks.

The deficiency of think tanks on the continent has resulted in African countries mortgaging their long range planning function to outsiders, and in some cases to a few indigenes, thereby denying themselves the participation and input from some of the best minds in the countries. As the continent journeys deeper with the rest of the world into the 21st century, that constraint must be removed to unfetter African nations into accelerated development. This treatise is a contribution towards unlocking Africa’s leadership and thinking potential. It is a call for current and emerging African leaders to avoid mirroring the leadership mistakes of the first fifty years of independence; a call for clear-sightedness and decisiveness so that the growing opportunities for the continent do not slip through its fingers.


Nine Forces of Change
Victor Manyim | 2017

Leadership is a process of influence and action where wonderful things are realized with people and through people consistently. In the volatile world where we live today, consistency requires a lot of agility on the part of the company. This is where change comes in as an ever present factor in the leadership equation. Change itself may well have other components like technology or environment, but as Dan and Chip Heath say in their book Switch: How to Change Things When change is hard: “all change efforts boil down to the same mission: can you get people to start behaving in a new way?” This need for leading change is high everywhere, and even more so in emerging economies where current growth trends will necessarily lead to dramatic revolutions in companies.

We extend Joseph Grenny et Al’s six sources of influence and develop behavioral change methodology which we called Nine Forces of Change (9F). This methodology is based on two principles:

  1. People truly and durably adopt a new behavior only when: (1) they are willing to adopt it, (2) they are able to adopt it, and (3) they are free to adopt it.
  2. People’s willingness and capacity and freedom come from three sources: (1) people themselves, (2) the social network around people, and (3) the organizational system in which they live.

Thus the matrix of nine forces below which potentially play against you or could work for you –if you find creative ways to activate them in any change effort:


We have developed a coaching system that can be used both for individuals and for companies to help them move from here to there regarding people’s behavior. We have developed and delivered a two or days seminar where we explore the Nine Forces framework with participants. We apply the framework to a real change problem, formulate a change objective, run creativity workshops where dozens of Nine Forces activation ideas are generated by participants themselves. We finish the workshop with a beta change plan based on four to six selected ideas. We include simple instruments participants would use to measure behavior adoption and progress toward the change objective, in order to adjust the beta plan. To turn after-training motivation into real action on the ground, we follow-up the training using coaching conversations where recipients are encouraged to reflect on what they are doing, on what works and what does not, and on what to adjust.


Kenya’s Road to Sustainable and Inclusive Development
Felistus Mbole | 2017

Sustainable development is inclusive development. As economies advance from being agrarian to services-based as is expected with the continual social change for the better, human capital is becoming the most important asset of every nation. Sustainable and inclusive development policy interventions are thus those that are targeted at enabling most of the citizens to contribute to the economic growth of their country and to share in this growth. Such interventions entail building the human capital stock of the nation through education and training Kenya’s past economic performance has been minimal, chequered, and unequally distributed. Its current development roadmap, Vision 2030, has little prospects of delivering the rapid, lasting, and wide-ranging growth that typifies sustainable development. A look at Malaysia, a globally acknowledged development success story and Kenya’s peer in many aspects in the 1960s, shows a wide divergence in their growth from the early 1980s. This project applies evidence and lessons from Kenya’s past and Malaysia to build a human capital model for sustainable development. Based on this model, the project then uses scenario analysis to identify credible and practical policy interventions to get Kenya on to the path for sustainable and inclusive growth in the future.


Three Foundations to Organizations Success
Steven Miller | 2017

This workbook considers the values that constitute the systems and structures of process improvement theories, and the principles that aid an organization to survive disruption. Several methods for both categories will be examined with fundamental values extracted. These values will be used to give leaders the tools to grasp organizational development at a deeper level. The proposed outcome of this workbook is to give leaders—aspiring leaders—in-depth knowledge and synthesis on how to manage human behavior and achieve long-lasting organizational excellence.


Narrative Coaching in the Leadership Development of Minority Executives in the United States of America and South African Corporations
Lovemore Moyo | 2017

The underrepresentation of women and non-white males in the leadership ranks of American and South African private sector corporations is a cost to these economies in terms of the suboptimal utilization of human capital and the lost marketing opportunities to a growing and youthful sector in the respective countries. The study examines the problem from the perspective of Black and other Minority Ethnic Executives (BMEEs), points out to the magnitude of the problem, in particular the percentages of these executives against their demographic group population numbers. The persistence of this underrepresentation over the past decades attests to the ineffectiveness of the earlier affirmative action measures and the current diversity and inclusion programs. The project, firstly, identifies the main challenges stifling the advancement of BMEEs and these are stigmatized individual identities, devalued social identities, lack of leader prototypicality, stereotype threat and the limited access to leadership networks. The case of women executives is also considered and analyzed as a special case. The other identified problem area is the absence of appropriate leadership theories needed to back-up the leadership development of minority executives. The observation is that current theories of leadership largely ignore the experiences of historically disadvantaged groups. Similarly, there are no leadership development interventions which are customized to the unique challenges of minority executives. Narrative coaching is suggested as the leadership development option which can overcome the identified challenges of minority executives. To this end, the nature and mechanics of narrative coaching are explained, in particular how this form of coaching relies on stories. The identities of individuals is a product of the stories these individuals tell themselves. People also live the stories they tell and problem saturated stories tend to dominate people’s lives. Narrative coaching helps coachees to migrate from these problem stories to those which are empowering and offer alternative ways of living. An important point made is that the ‘being’ issues of developing leaders need to precede the ‘doing’ of leadership. The current executive training interventions major on the latter and are exposed to the vagaries of identity, acceptance and belonging issues highlighted in the social identity and categorization theories of leadership. Taking the perspective of the organizations, the project explores the concept of unconscious bias, which drives the decisions individuals make and throws light into why biased hiring and promotions occur despite conscious diversity efforts. There are practices in narrative coaching which can be used to solve these challenges of minority executives. These practices, which are explained in the project, are the re-authoring of individuals’ stories to build a new identity, enacting identity entrepreneurship, using networking strategies, externalization of problems and using unique outcomes. It is pointed out in the project that unconscious bias is malleable, and, there are methods such as coaching for implementation intention which can be used to overcome unconscious bias. In that way the quest for diversity and an increased number and effective inclusion of minority executives in South African and American corporations can become a reality.


Small Church Leaders: A Coaching Primer for Growing Leaders & the Kingdom
Jason Newcomb | 2017

Globally, churches are in crisis. The number of Jesus’ followers is decreasing. Consequently, church attendance is in decline. With the majority of churches globally considered “small,” small church leaders need new ways not only to stay relevant, but also to grow. Small church leadership can no longer be set aside or neglected. Pastors are under different kinds of pressures today than ever before. As a result, church leadership faces new struggles in leadership development. The coaching process can meet the needs of small church leaders.

Coaching principles can be implemented for small church leaders to incorporate into their own leadership development program. Coaching is effective as a supplemental leadership development tool or as a stand-alone model. This work is meant to glorify God the Father and to serve as a primer for small church leaders to initiate coaching for leadership development. Devotionals are included to help set the tone. Basic coaching processes are explained such as questioning and building trusting relationships. A model of the coaching process is included as well as example forms. Challenges are included within the chapters, and actions steps are meant to help small church leaders move from learning to application.


Leadership Development Workshop for Bukedea Christian High School (BCHS) Leadership
Samuel Odeke | 2017

In line with Regent University’s School of Business and Leadership requirements for the Doctorate of Strategic Leadership final project; a leadership workshop was chosen as a final project. A leadership development workshop was designed to develop leaders was conducted for BCHS leadership. The workshop was a result of the assessment of the factors responsible for the poor organizational performance of BCHS. The assessment discovered the organization’s business and strategic challenges. It also identified the leadership needs and gaps that impact on the organizational performance. A customized specific initiative was designed; training and resource materials for the workshop were developed. Further, a customized workshop as the solution was delivered the solution and the impact evaluated and discerned.

The leadership development workshop was conducted for the BCHS leadership and management. A total of fifteen (15) participants attended a whole days’ workshop. The workshop was recommended by a rapid assessment that was carried out to establish factors responsible for the poor organizational performance of BCHS. The assessment report identified gaps in leadership, teamwork, healthy workplaces, and communication among others. The school authorities and leadership requested the facilitator to conduct the workshop to develop school leaders and managers to address the problems that the school faced. The leadership development workshop overall purpose was to expose leaders to better knowledge on leadership, healthy workplace, restoration of fallen leaders, effective communication and team building and teamwork.

The leadership development workshop with five modules and PowerPoint presentations were prepared to achieve the five objectives to meet the needs and gaps identified. The training methodology; the facilitator applied multiple methods for facilitation. Among the methods used were; group work discussions, lecture methods, question and answer, demonstrations, illustrations, collaboration, role plays, open dialogue and brainstorming techniques. Storytelling approach was also employed during the workshop. Classroom discussion methods and debriefing methods were also used. Also, selected photos were included in the PowerPoint slides for emphasis and reference.

A leadership development workshop evaluation was conducted at the end of participants. The evaluation had two tools completed; individual tool and group tool. The goal of the evaluation was to measure learning, knowledge, behavior change, and participant’s reactions. The results revealed that the workshop was successful, relevant, useful, and impactful. The members thanked the facilitator for the job well done and requested school authorities to organize more of such workshops. An after action report was prepared that captured all the events and how the workshop was conducted. The after action report summarized the workshop methodology, objectives, participant’s information, evaluation feedback and followed up action for the school leadership and management to improve the organization’s performance.


Coaching the Least of These: A Seminar to Build a Stronger Turnaround Tuesday
Anthony Perdue | 2017

In Matthew 25:31-46, Jesus speaks specifically of His judgment of all nations, admonishing those who did not serve Him, by serving the least of these – the sick, the poor, and those who are imprisoned. Baltimore Maryland is one of the most impoverished cities in America and continues to suffer from a litany of economic and social problems including joblessness. Turnaround Tuesday is a job placement movement, born out of the clash between frustrated citizens and Baltimore authorities, resulting in protests, riots, and an economic standstill within the city.


Beyond the Village: Engaging Parents as Agents of Change in Developing Future Leaders
Cortha McMillian Pringle | 2017

The job of developing leaders is plaguing the minds of many as we look at political and social leaders who often lack the temperament, moral fortitude, and judgment to be considered serious contenders in leading our nation and world. Since entering the 21st century, our world has changed rapidly. Our world has become more interconnected by the incredible power of the digital age of personal computers, iPads, cell phones, and social media. You can literally stay connected with anyone and everyone, anywhere and anytime, who has access to these electronic tools. Some research contends that leadership development should start before the age of 18. In reality, most leadership development opportunities do not start until a person is promoted to a management position after they have been working a few years. For years, many have focused on the village concept of preparing children for the future.

Globalization has created a need for leaders who have the conviction to connect across borders of diversity, change, and time where the status quo is no longer acceptable. During this time of change, leaders are needed who have the ability to share the vision with their followers to create organizations that can move past stereotypes, prejudices, and stagnant mindsets. This fast-paced environment needs leaders who are willing to push themselves and others towards a world that is bound together by our connections and able to move past the brokenness of our differences.

How do we move from an isolated village mentality to an engaged global community that is focused on growing leaders who are not only life-long learners, but culturally aware to handle the issues facing our world? As parents, we must understand the importance of our role in developing global thinkers and leaders. This project will focus on how parents can become agents of change by working with community partners to assist their child and schools in creating conditions for perpetual learning. This process is not simply learning a new system, but creating an environment wherein innovation and experimentation are not just tasks, but are an integral part of the learning process to develop leaders who are benefitting from collaborative teams made up of parents, schools, and the community.


The Importance of Succession Planning: Pastoral Leadership Transition at Its Best
Valerie Rodriguez | 2017

The basis of this paper is to review and analyze the pastoral transition of Crossroads Grace Community Church (Crossroads) in Manteca, California. Having had the same leader for 27 years, the Lead Pastor announced his retirement in the fall of 2014. Looking at leadership, succession planning and managing change, this paper will speak about what a successful transition process looks like. Taking into consideration what a successful transition may look like, how an organization can prepare for succession, and steps a leader can take to ensure success, this paper will evaluate Crossroads’ process in transitioning Lead Pastors.


Prolific Influence: Modern Interpretation of Leadership in an Ambiguous Culture
Julius K. Smith | 2017

If you are a leader, change is coming your way, and your influence is an essential part of achieving goals and implementing an organizational vision. Influencing and leading is an exciting, and invigorating endeavor. How do you change what happens next? The decision maker in all of us cares about what will happen next for the organization. By several indications, culture, innovation, and leading change and on a direct course to influence which seems to be a common mission spanning across organizations worldwide. Change today can be required unexpectedly. Leading and influence are about creating a personal strategic approach, opportunities, and managing the change process. The Prolific Influence: Modern Interpretation of Leadership in an Ambiguous Culture is a reference guidebook of research on the upshot of the elements of leadership. The attributes that are required, influence, and the components that work this day in time. During a one-day senior leadership seminar session, this reference is a guide stemming from research, interviews, and reflections on the art of influencing people from various organizations and situations. It addresses practical approaches to meeting goals and establishing oneself for the task of accomplishing objectives with our greatest asset: people. In this one-day leadership session, presented within this volume, are the categories of creative influence in dealing with people at work, ministry, and politics which also includes insightful compositions from the wisdom of leaders with their perspectives on looking back at leadership and taking a look forward at influential leadership.


Master of Design Thinking & Venture Development Curriculum Developmpent
Thomas M. Waller | 2017

Traditional “linear thinking” forms of marketing, product and service development, and problem solving have been challenged by businesses seeking to find new innovative ways of staying competitive in a global economy. Design Thinking offers a creative, successful alternative methodology to linear thinking for businesses, non-profit organizations and government entities. Design Thinking is the design of things, products, services, and problem solving and the thinking behind the design of things, products, services, and problem solving. It is a human-centered or customer-centric driven approach integrating the needs of people. The customer drives customer-centric design; it is about looking out from the inside, not outside in. It is about observing the customer experience and the way they see the world. Products and services must create intrinsic value and address specific customer needs. This cannot be accomplished unless the customer is an integral part of the entire product life-cycle, not as an afterthought. It is achieved through direct observation of and interaction with customers.

The twelve course Master of Design Thinking & Venture Development (DTVD) Curriculum Development fills a gap in Design Thinking education providing a comprehensive, sequential, and integrated curriculum for the practice and educational advancement of Design Thinking with Venture Development. The curriculum explores the origin and furtherance of Design Thinking’s emergence as a field of professional expertise, introduction and development of a product or service, problem solving, and innovative methods for an established organization.

The DTVD curriculum program and course objectives and learning outcomes engage requirements for moving a product, service or problem solving from customer observation and experience; needfinding and research; problem solving; human-centered design; rapid and rough prototyping; ideation, iteration, and failure; contextual design; design strategy; empathy and storytelling for better design; communications; product market introduction and success; to Design Thinking leadership and culture development. The vision for the DTVD curriculum is to empower individuals—unemployed and employed, start-up entrepreneurs and organizational entrepreneurs, designers and non-designers, and students with and without Design Thinking skills—with the tools enabling innovation and personal effectiveness for their ideas in the creation of products and services, user needs, and discovering solutions for resolving problems.


Law Enforcement Leadership Initiative to Develop Strategies to Establish New Baselines and Reset Law Enforcement Priorities. “A Notional Proposal”
George C. Washington | 2017

Criminal activity in the United States continues to increase particularly for violent crimes involving both citizens and the law enforcement community. Improving law enforcement policies and developing community outreach initiatives are fundamental to decreasing crime. This document introduces The Law Enforcement Leadership Initiative which proposes an effort among key members of the law enforcement community to identify unique and creative methods to curtail crime. Skilled and specialized law enforcement officials from all over the country will participate in specialized meetings providing an opportunity to engage in insightful discussions and collectively identify strategies that can be implemented across jurisdictions. It will identify ways law enforcement leadership partnered with other organizations and members of society can create an environment of peacefulness, safety, and security in a progressive nation reducing criminal activity that can be modeled around the world. Focused topics will allow members to engage constructive discussions concerning areas such as community policing, personal privacy, cross-training between law enforcement organizations, criminal profiling within the community, and messaging and outreach communication.

Partnering with the community is essential to providing better policing towards a safer and more productive society and through this effort will result in:

•  There should be effective information sharing within the law enforcement community and the public to provide rapid information dissemination and a vehicle to support clearer understanding. This entails both law enforcement’s understanding of community needs and desires and public understanding of law enforcement needs and operational realities.

•  The education and development of law enforcement personnel at every level should involve the latest technologies as well as the general development of personnel so they can adapt to whatever scenarios the future holds.

• There is a critical need to develop partnerships with the public, private sector, and other government agencies and nonprofit organizations with the objectives of developing a range of operationally effective communication channels. The results should yield a commission on a “better future” through continued collaboration and intuitive thinking among people that care. Consequently, everyone involved must be motivated to help turn the country around and influence others to change.

Major initiatives like the Law Enforcement Leadership Initiative can be instrumental in the deterrence of crime and change the lives of people who may need encouragement to make better choices. The Leadership Law Enforcement Initiative will provide opportunities for effective leadership and stewardship through the Word of God while providing inspiration and encouragement for all in the law enforcement community.


Unlocking the Potential in Your Strategic Leadership Team
Karen Totten White | 2017

Leaders are the governing body who must keep systems moving in the right direction within an organization. They must understand their vocation to become an effective servant leader for the kingdom. This one-day seminar presenting the first in a series of leadership training modules is designed to enhance the current skills, knowledge, and abilities of present and future leaders. The project is developed to create a sequence of learning and teaching modules for the nonprofit faith-based sector. The modules include PowerPoint presentations accompanied by participant workbooks containing interactive activities.

The seminar poses three objectives. The first objective is designed to explore the individual’s characteristics by conducting a self-assessment to determine their leadership style. The result of the assessment is essential to assist each individual to identify how to maximize the utilization of their talents, gifts, and abilities. For as we have many members in one body, and all members have not the same office (Romans 12:4, NKJV). It is imperative for leaders to comprehend their own self-functionality in order to facilitate others.

The second objective evaluates decision-making techniques by conducting an interactive activity. The prototype for this particular module is based on financial stewardship. The leaders are divided into groups and provided with a case scenario of an individual requesting financial assistance from the organization. Following the group discussion, methods will be introduced for leaders to develop an intervention and resolution for each scenario. A prototype of this objective is conducted on test subjects prior to the seminar.

The third objective examines the application of the Strategic Leadership Action Plan (S.L.A.P.) to achieve personal and organizational goals. Leaders of the twenty-first century must be forward thinkers, creative, and goal-oriented. The seminar participants will walk away with a comprehension of how they can operate alone or function on a team internally or externally by enhancing their role as a servant leader while achieving their goals. The theory is that if an individual enables their own potential, then they increase their ability to be more effective in motivating others to do the same.