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 Future of Learning: An Emergent Learning Approach to Leadership
Grace Alegre | 2018
Learning institutions at every level race time and technology to catch up or keep up, often leaving learners with very little integrated value for the passion of learning. With the influx of technologies today, it is the technology itself that is referred to as smart—smart phones, smart homes, smart cars—anticipating it to fill the holes in the user’s intelligence. The grand assumption is that learners become better leaders when all the gaps in information are filled, but it fails to address the learner within. The Future of Learning introduces a new delivery system centered on the learner. This student-centered learning model integrates the pedagogy-andragogy-heutagogy (PAH) continuum that encourages an emergent learning approach to leadership. It connects leadership theory and action bridging the gap between knowing and doing. This delivery system is called the Spin Scholar™ Learning Model (SSLM™). The SSLM™ holds a unique value proposition because it introduces a foresight component to leadership, which assists learners in making values-based decisions in the face of uncertainty. There are five dimensions of the SSLM™: 1) Learning Leadership, 2) Learning Domains, 3) Learning Capacity, 4) Learning Engagement, and 5) Learning Emergence. The SSLM™ is a platform for the future of learning as well as a foundation for educational research and collaboration.
The Intelligent Team Program Project
Christopher Auger | 2018
Leaders, followers, and teams thrive when team members have relational depth with one another. Authentic and positive relationships are what drive teams to higher performance levels. Globalization, technological advances, and cultural diversity present challenges that can muddy the developmental relationship environment. This document captures the development, implementation, and analysis of a project called The Intelligent Team Program. The Intelligent Team Program Project is a phased program designed to provide participants with Biblically grounded principles and best practices that will facilitate genuine relational development within teams going forward. The program uses experiential learning to deliver content that combines an emotional intelligence assessment, Biblical truth, servant leadership, and emotional social intelligence (ESI). Research on each of the components showed a positive impact on relational development. The Intelligent Team Program Project makes the assertion that the combination of these components creates a synergistic effect that uniquely improves the competencies needed for relational development among team members. The results of the program showed positive improvement amongst all of the project participants as it related to their confidence levels in the five key principles and their three best practices. The results of the project suggest there is opportunity for further formal research on the subject of combining the four components Biblical truth, servant leadership, and ESI delivered through an experiential format.
Leading the Patient Experience: How to Improve Engagement and Outcomes as a Servant Leader
Anthony Baffo | 2018
Leading the Patient Experience addresses the need for a leadership resource on delivering excellent patient experiences. The manuscript focuses on Servant Leadership principles to develop healthcare professionals to effectively lead and sustain lasting change related to patient care. It is a resource to mid and upper level managers from a variety of disciplines in support of their efforts to meet growing patient demand for outstanding service and experiences in their care. The manuscript also provides leaders with practical recommendations to engage employees, stimulate a servant-first culture, and, overall, to help all stakeholders better understand and practice the delivery of exceptional patient experiences with outstanding clinical care.
Leading the Patient Experience shows how the qualities of servant leadership support the guiding principles and best practices of contemporary patient experience theory and practice. Emphasizing servant leadership applications across both clinical and non-clinical healthcare disciplines, the manuscript guides the reader in exploring their personal response to becoming a serving leader focused on the needs of others in all daily actions and relationships. Each chapter details how servant leadership manifests itself to ensure service to others’ (patients, families, employees, etc.) highest needs and provides a litmus test for readers to help guide their journey by asking, does my leadership help those served grow as people? Does my leadership help those served become healthier? Does my leadership help those served become more autonomous? What effect does my leadership have on the most dependent on care? What effect does my leadership have on the patient’s families and what is the effect of my leadership on the organization and the communities we serve?
Leading the Patient Experience can help aspiring and established leaders find something for themselves, their followers, and their organizations to put into practice to provide outstanding patient outcomes while developing self and others as servant-first leaders.
Doing Good – Well: The Applicability of Leadership Theory to Faith-based Leadership
Craig Bell | 2018
It appears that nothing is as simple as it was in the good ole’ days. According to Guy, the requirements for faith-based leadership following the crucifixion were simple. All that church leadership required was “giftedness” from God. Further, in organization and structure, the early church sought to emulate the structure outlined in the New Testament. This meant that leadership was Spirit-directed, and the organizational configuration was simple – “a small organization consisting of one executive and perhaps a few other individuals.”
While these are the conditions that surrounded the beginning of the church, this simple (though effective) paradigm is no longer enough to render leadership effective in the contemporary church. Help, however, is not only on the way; it is already here – and has been for quite some time. The impetus of this book and thus, the solution that you are looking for, is the application of leadership theory to church administration. While both theological insight and leadership theory have progressed since the advent of the New Testament Church, the linkage of the two has not.
This book is an honest attempt to highlight the benefits that faith-based leaders can glean from the advances in leadership theory. Over my lifetime of leadership within faith-based organizations, two things have become apparent. While seminaries do an excellent job of preparing students for ministry, they have traditionally been less focused on the business of the ministry. As a result, many faith-based leaders have assumed the leadership of organizations without a full set of tools and resources readily at their disposal.
The second truism is that church leaders truly desire to do what is right from the standpoint of God concerning their congregations. Although they often lack the requisite tools, they have been remarkably successful despite this – even if this success has been difficult to achieve. Unfortunately, in an increasingly global environment and complex world, leaders can no longer afford the luxury of leading in the absence of these resources.
This book highlights the applicability of several secular leadership theories to church leadership as a method of aiding Faith-based organization in Doing Good, Well.
Developing Leadership Aptitude: To Promote Gender Equality in Leadership Positions
Sylvia M. Corbin Berry | 2018
The purpose of this Doctoral Project is to design a leadership curriculum targeted at male and female professionals in leadership or management positions. The curriculum aims to build leadership aptitude in managers and leaders equipping them with the skills to identify and develop women for management positions. Studies and research have exposed a detrimental perception of women being unsuitable for leadership positions in comparison to their male counterparts. Regardless of a woman’s educational or skill, women face barriers and stereotypes that prevent them from reaching career goals in management. This paradigm is prevailing throughout the United States in leading companies and reaches across cultural boundaries.
The curriculum provides an analysis of issues and problems facing women in precluding them from transitioning to a leadership position. The pedagogy offers leaders an awareness of the benefits to the organization and community when women are empowered to become leaders. Women often face barriers to leadership because of organizational culture, hidden biases, and stereotypes. Leaders can promote equality among potential leaders by developing a strategic plan that changes corporate culture and leader’s propensity to recognize and advance women to professional positions. Leaders will acquire skills to build their capacity to promote equality in the organization. The curriculum is designed in four modules as follows:
- Module 1: Awareness and Overview of the Problem Research shows that women are equally as qualified to hold leadership positions in businesses; however, there are consistent barriers (language and stereotypes). The module will provide awareness and an overview of the issues and obstacles that prevent women from holding leadership positions.
- Module 2: Benefits of Empowering Women for Leadership
This module will provide the data that illustrates the benefits of hiring and training women for leadership positions. Organizations that empower women to become leaders are growing in the 21st century; however, it is at a slow rate. Developing and hiring women for leadership positions not only benefits the organization but it also improves the quality of life for females, with increased income and benefits.
- Module 3: Strategic Plans for Resolving Inequality in Leadership
This module will provide a strategic plan for hiring, developing, and empowering women to become leaders. The module will provide diagnostic tips on changing organizational culture and gender bias, train leaders in recognizing how culture is transmitted and created by leadership, the importance of learning how to manage multicultural groups that are inclusive to empowering women leaders.
- Module 4: How to become a Cultural Agile Professional
This module will provide leadership development training for becoming a cultural agile professional to include the benefits of cross-cultural experiences in working in countries in areas that practice gender bias in leadership. The participant will develop a model or plan of practices to commit to preventing gender biases and promote equality in the workforce.
An Exploration of the Gift of Administration Utilizing the Theory of Minute Evolutionary Spectrum
Tonja R. Clemons | 2018
This manuscript serves as a handbook to provide Christian administrators (working in the sacred or secular arena) with the necessary tools to effectively navigate administrative assignments through a partnership with God to manifest His excellence in their work product, in their team, and in their personal lives. By biblically defining and outlining the multi-faceted dimensions and purposes of the gift of administration, this manuscript reveals how the proper use of the gift of administration releases the glory of God in the earth and develops His people to operate in and at their full potential.
Additionally, this manuscript introduces and intertwines the Theory of Minute Evolutionary Spectrum to demonstrate the process of seeing God in everything and obeying each incremental step He provides to fulfill His ultimate vision for each administrative assignment. This manuscript also meticulously unveils the successful execution of the gift of administration utilizing the Theory of Minute Evolutionary Spectrum in the Genesis account of creation, the Book of Nehemiah, and the Gospel of Mark.
Finally, the manuscript concludes with an outline for the practical application of administration and the Theory of Minute Evolutionary Spectrum in administrators’ lives and provides a poignant explanation of the necessity and core purposes for personal administration.
Succession in the Church: Leading at the Crossroads of Stewardship and Discipleship
Brent Coltharp | 2018
This manuscript makes a case for why an understanding and commitment to healthy succession is essential for the future of Christian organizations and local congregations. The corporate world, along with many other fields and disciplines, has realized the importance of succession planning and management. Far too often Christian organizations are only motivated to address succession when they are forced to reactively execute a succession plan due to a crisis, rather than proactively engaging from a position of strength and stability. Secondarily, the concept of succession in the church is inextricably intertwined with the senior leadership position. The topic is rarely considered with regards to other positions, roles, and responsibilities throughout the organization or congregation. The author proposes that succession should be holistic and healthy, meaning that it should exceed traditional planning to incorporate succession management, addressing the leadership needs of the entire organization in the present, while simultaneously preparing for the future. Also, the argument is made that the Christian church should be leading the way when it comes to succession planning and management, recognizing that there is a biblical foundation for the practice and process. The scriptures emphasize the importance of two core doctrines, stewardship and discipleship. The author believes that when organizational and church leaders lead at the crossroads of stewardship and discipleship, healthy and holistic succession planning and management will be the natural result.
Failure of Effective Leadership in Healthcare: The Case of Life Healthcare Esidimeni (South Africa)
Oladeji Daramola | 2018
The project focuses on the failure of effective leadership in healthcare, with specific reference to the case of Life Healthcare Esidimeni in South Africa. In this case, 144 mental health patients died at unlicensed and ill-equipped Non-Governmental Organizations (NGOs) care homes in Gauteng province largely due to starvation, severe neglect and chronic failure of healthcare leadership, and a further 59 are still unaccounted for. It is imperative to note that the Esidimeni tragedy is South Africa’s worst healthcare case. The decisions and actions of the healthcare leaders in the case of Life Healthcare Esidimeni, highlight the key role that effective leadership and ethics play in patient safety and satisfaction efforts. Recommendations are then presented.
Leadership Seminar- Leadership ReCourse: Leading in a New Direction
Ketra L. Davenport-King | 2018
Leadership skills are essential for a successful career as a leader, yet many organizational training programs do not offer formal training in leadership development. The Rock Dimensional Consulting firm conducts a one-day leadership seminar which consists of organizational Leaders, Pastors, and Lay leaders. The seminar attendees have consistently rated this workshop as a highly effective and interactive experience. However, opportunities for structured training in leadership competencies during the subsequent five to ten years are limited. Given the success of the Leadership ReCourse seminar and the need for continuity in this model of leadership training, we also conduct a half-day workshop for new and current leaders to foster continued organizational training.
The seminar curriculum focuses on the leadership areas of strategy, structure, culture, teams, performance management & assessments, leadership styles, and leadership development which manages the organizational structure and navigate leadership transitions. Also, the curriculum emphasizes both short-term competencies, such as effective participation as a member of a leadership team, and long-term competencies, such as leadership of a research team, division, or department. The inaugural leadership seminar, held in April 2018, was assessed by leader participants to be well organized and highly relevant to leadership concepts and skills. The participants training manual serves as a tool for future reference and training within the organization.
The overall objective of the seminar is to Revisit, Innovate, and Reengage the fundamental aspects of leadership development and the importance of continuously developing leaders well into the 21st Century and beyond.
Stephen H. Dawson | 2018
An organization unable to determine if they should undertake a particular project is a malfunctioning organization. This manuscript presents a structured process to evaluate if an organization can accomplish a proposed project. Responsibility is on the part of the organization to answer if they should undertake a proposed project. The process for acquiring an education is presented, along with obstacles common to the project justification process. Research is conducted evaluating various structured and unstructured project types with analysis of the research. Three original instruments are presented to support the project justification process, applied to two scenarios to prove viability, and culminate in deductive reasoning. Each instrument is explained in detail by background, dimensions, concept, and construct. Supporting figures and appendices are presented to facilitate easier understanding of the project justification process. Further research recommendations are presented. The outcome of the process finds an immoral project can never be justified to bring help to an organization, as immorality always causes harm.
The Conviction to Lead: 30 Attributes of Effective Global Leaders and How to Cultivate Them
Frank Dogbe | 2018
Leadership is influence according to Peter Northouse. Effective leadership is premised on first understanding what attributes one is endowed with and the ability to harness them into transferable qualities that attract, retain, develop and release followers to go and impact their various spheres of influence. The constantly changing business landscape in our world today makes it imperative to have leaders who have the conviction to lead and not just allow circumstances to dictate the pace of progress for their organizations and themselves. Joseph, our main character in this project, uses every experience of his to further his desire to change his then world effectively. This project submits the thirty must have qualities of Joseph and radically effective modern global leaders and how to cultivate them. May you be motivated to lead with conviction from today.
Leading from the Trenches – 10 Key Areas for Personal Leadership Development
Natacha Dolson | 2018
In today’s world being a leader has often been associated with a title or position. However, I was once told by the Dean of Regent University that “leadership is a posture, not a position.” With this being said, this book is intended to assist new or aspiring leaders to understand the responsibility of being a leader and offer a framework of development topics to assist in maximizing their leadership potential. The contents offer a map for self-development, knowledge, and understanding of the need to really ‘get on the ground’ and get to know one’s team, what they do, who they are and how one’s decisions as a leader affect them- both personally and professionally. To be the most efficient and influential leader, one must look inside to one’s core and determine what kind of leader they want to be and work from the inside out. Without a solid foundation in character, the ability to influence others and truly make a difference will diminish.
How a leader communicates, shares knowledge and models wanted behaviors strongly influences those around them. As such, attaining self-awareness and being willing to grow is essential. Often times aspiring or new leaders are so focused on the skills of the profession, they do not understand the need for character development until they begin to fail as leaders. By taking steps to understand what leadership truly is and gaining a perspective of how to approach it, leaders can build a strong foundation for influence and positive change.
Goal Development and Decision Making Workshop
Rebecca M. Domzalski | 2018
This Goal Development and Decision Making Workshop was created to complement the Navy’s leadership process, engaging junior sailors on their first enlistment in order to discuss their personal goals and how these goals can be achieved while on active duty. By harnessing a sailor’s individual goals I hoped to focus their energies both on and off duty to achieve something greater, avoiding engaging destructive behaviors that often present themselves when one has too much time on their hands. Making the decision to join the military is a big step in our future success and it is one that many others have made before us.
Turning goals into an action plan may seem like a very simple concept to many, but if you have never been taught the skills you can spend a great deal of your life waiting for something better without knowing what to do to get it. Teaching junior sailors about writing out the steps needed to accomplish the goal, reducing them to statements that are specific, measurable, achievable, realistic and timely (SMART). The steps of a properly developed action plan should be able to answer who, what, why, when, where and how with a timeline that can be revisited for changes.
Choosing a mentor to help guide us toward developing and achieving an action plan is an important part of the discussion. More than one mentor may be needed to meet the dynamic nature of having goals in more than one area of our lives. Not everyone will be supportive of goals. Even our best friends may discourage us for any number of reasons. Mentorship can help to keep us on a path through encouragement and reassurance, even when those that we trust the most do not appreciate the efforts.
Developing goals helps to give sailors an individual path to success on a journey that they have chosen which complements the Navy’s leadership process. Gaining confidence and competence in all areas of our lives creates more resilient sailors, capable of meeting the challenges of their career.
A Strategy for Developing Organizational Capacity through Tier 4 Leadership Development
Kevin Donaldson | 2018
This manuscript provides a leadership competency framework and training strategy for the Eurasia Region of Assemblies of God World Missions. The document defines the basis for leadership development of missionary leaders and analyzes team leadership best practices of businesses and non-profits that operate globally. The project features a model for the design and delivery of a proposed leadership development program for Assemblies of God World Missions Tier 4 leaders in the Eurasia Region.
Cross-cultural 4D assessment of the High Trust Leader Course in Sub-Saharan Africa
Delphine Fanfon | 2018
Authentic leadership development is a domain that has received little attention in sub-Saharan Africa (SSA) compared to the development of leaders through other approaches like transformational leadership, servant leadership, and situational leadership. However, authentic leadership and its focus on the development of the leader as opposed to skills and competencies has the potential to address the often-ignored underlying issues in the lives of leaders that lead to dysfunction in personal and professional circles.
This project sought to test the High Trust Leader Course (HTLC) – an authentic leader development program developed in North America – for relevance and applicability in SSA. Using the ConneXions Model, the content and design of the HTLC was assessed under the lens of the four dynamics of holistic leader development. Results of the study confirmed that authentic leadership development indeed gets leaders to focus on underlying issues. Specifically, the HTLC proved useful for developing authentic leaders in SSA. However, adaptation of course elements and delivery method are required to make it more effective for those currently served and accessible to those outside of its reach.
This report details the step by step implementation of this project in four SSA countries – Cameroon, Liberia, Uganda, and Zambia. After laying the theoretical foundation, specific background elements of the study are discussed followed by a description of the methodology and presentation of results. It concludes with detailed recommendations for the designers of the HTLC and suggests a way forward for leader development in the region.
Stop Human Trafficking: A Guide for NGOs
Pamela Fields | 2018
The compounding circumstances surrounding human trafficking create an unstable climate in which there exists a lack of an accepted definition, a lack of collaboration, and a lack of remedy. My research on the subject led me to recognize how even the most well-intentioned NGOs lack sufficient resources to make a significant reduction in the number of victims submersed in the problem. This prompted me to create the Global Collaborative Solutions to Human Trafficking 4P Model to serve as a guide for the four key stakeholder communities. This model is comprised of Protection, Prosecution, Prevention and Partnership and is used to effectively understand and subsequently deal with this complex problem. The manuscript incorporates the use of the International Futures (IFs) Model to serve as a centralized data source for all stakeholders, which allows them to model potential scenarios to guide decision-making and aid in developing effective strategies. This pivotal work has significant potential to benefit states, governments, and allied stakeholders throughout the United States and across the world. This manuscript attempts to serve as a guide for the novice and the seasoned expert of human trafficking, fostering learning, understanding, and a motivation to “do” something.
Momentum Change – Organizational Strategies for Innovation
Sheri Fields | 2018
The word innovation is frequently used, undervalued, and often lags behind the maintenance of existing services and products. The challenge that many organizations face with innovation is the dire need for it to continue for the organizational survival. Thus, it becomes an integral component of sustainment (Davila, Epstein, & Shelton). With leadership at its helm, the opportunities for organizations to innovate and sustain the business are immense. Leadership plays a pivotal role in coupling the innovation strategy with the business strategy and devising ways to execute the plans once cemented. Additionally, the organizational role is essential with laying the foundation for change and creating a culture conducive to innovation by aligning the strategy with the business and ensuring that the reward system is appropriate to incentivize needed change. Furthermore, the organizational culture is impacted by the geographical location of the organization. Whether the organization is domestic or global, the cultural norms surrounding it influences how change is perceived, innovation created, and ultimately executed based on what the cultural values dictate. All of these topics will be addressed in the following manuscript to help organizations find the pathway to create, harness, sustain, and change momentum with innovation strategies.
THRIVE2: Living and Leading a Win-Win-Win Organizational Culture
Janice McLaughlin George | 2018
Organizations and their people thrive in the right, healthy corporate culture, and leaders at all levels have the primary responsibility to create and maintain a win-win-win environment that enables success for the corporation, employees (leaders and employees) and customers. To this end, this book, THRIVE2: Living and Leading a Win-Win-Win Organizational Culture, inspires leaders to transform the culture within their jurisdiction and breathe life into the organization, being a contagious force that thrives within and without the corporation. THRIVE2 helps leaders understand the qualities and benefits of a thriving culture and their role in promoting it. THRIVE2 provides a framework for a win-win-win culture where organizations realize their vision and goals while employees enjoy their job as they achieve their career aspirations, contributing to the betterment of the organization, community, and world-at-large.
Each chapter provides the vision for the culture with practical application. Using stories, insightful principles, and knowledge to engage the audience, the author addresses what organizations need to be (character) and do (behavior or performance) to thrive. As the desired culture will not just happen, leaders have to be intentional in achieving the desired results. Therefore, each chapter provides an opportunity for the reader to evaluate their influence on the culture and make a personal commitment to affect positive change within themselves and others for all to thrive.
The Mega Leadership Model: Multi-Dimensional Leaders Thriving in the Realm of Uncertainty and Unthinkable Ideas
Argatha Gilmore | 2018
The Mega Leadership Model manuscript is a pathfinder for leaders that will provoke, challenge, and inspire new and veteran leaders to move from one-dimensional leadership to a multi-dimensional leadership style. Leaders who desire a flourishing organizational culture that promotes unthinkable ideas, forward-thinking, and progressive developments will discover The Mega Leadership Model is a practical guide to prepare 21st century and beyond leaders to navigate current problems as well as future trends.
The Mega Leadership Model highlights the movies Back to the Future and Hidden Figures to provide a real-world exposition and explanation of how leaders might deal with uncertainty and pursue unthinkable ideas and stay well-informed of important trends. Leaders must make tough choices while leading in a world of unpredictable, multifaceted, and ambiguous challenges. The Mega Leadership Model demonstrates how leaders can successfully react and respond to these challenges. The model points out how toxic and narcissistic leaders embody poisonous leadership styles that stop the flow of creative thinking. Toxic leadership prevents followers from reaching their potential as global game changers and kills unthinkable ideas before they can be realized for maturation and development.
A significant hallmark of this work is that it provides leadership guidance for any profession, culture, or leadership style. The manuscript offers a six-pillar formula for the success of a Multi-Dimensional Leader and identifies four significant areas that will equip leaders in engaging their organizations with the rising trends facing the 21st century and beyond. The key challenge for leaders of the 21st century and beyond will be to harness and leverage life to meet the demands of the future. The first step toward a better future for leaders is to demonstrate willingness to stretch beyond one’s comfort zones and embrace the many advantages of becoming a multi-dimensional leader. The Mega Leadership Model is a “ground breaking work,” that will enable leaders to use world events to shape and influence their leadership capacity to engage people, organizations, and societies for a better future.
Coaching is Servant Leadership
Anita Greenlee | 2018
The coaching profession is experiencing explosive growth in the United States and abroad. In my quest to define coaching and the significance of its impact, it was interesting to learn why many have various interpretations of the word. Coaching develops! Coaching is moving individuals from where they currently are to where they ought to be! Coaching is Servant Leadership, comes from observing some leaders’ lack of comprehension of what and how to be a leadership coach is and what is or who is a servant leader. While serving in various positions in faith-based and non-faith based organizations, as well as the military, observing many in leadership positions, provided a definite conclusion of a continuing pattern of behavior from either teaching or tradition questionable methods of coaching and limited understanding of servant leadership.
Coaching has an extensive history tracing back to the Bible. We see examples of coaching in the way God interacted with Adam, with Jesus, and the 12 disciples. The primary foci of coaching improve and develop skills to make better decisions. Leadership coaching is an acceptable way to achieve a particular strategy, improve performances, or directly assist an individual in their personal lives to reach another level. Coaching requires sitting down and listening. Coaching is not telling people what to do; it is not solving problems, it is not focusing on the future; instead, coaching is making a plan. Coaching is a thinking process that assists in leadership and personal development. Coaching has rapidly entered the global mainstream during the 21st century surrounded by an increase of training organizations, professional associates and the material of evidence-based coaching. Leadership is vital to any organization, within the faith community coaching adds another dimension to the capacity and experience of individuals leading and serving. A coach is there to assist another emerge in the gifts and talents given to them by God; these gifts are sharpened through knowledge, experience, education, expertise, and understanding. Coaching relationships are developed by working through processes and reaching milestones, which change human behavior. Skills, characteristics, traits, and competencies of servant-leaders or servant leadership are parallel to coaching; the denominator is the individual who is present and who assists others in reaching his or her goals, desires, or calling by asking thought-provoking questions.
You Thought All Leaders Were The Same…Until This Happened. Real-Life ‘Choose Your Own Adventure’ Case Studies
Bob Habib | 2018
In today’s rapidly changing world, leaders and followers alike oftentimes find themselves in unpredictable situations. Like with most things in life, being armed with information often helps to better navigate challenges that come along, regardless of one’s ability to fully understand every aspect of the situation. Unfortunately, merely having information is not enough. Leaders must balance knowledge with wisdom and experience in order to maximize the propensity for success, regardless of the situation they find themselves in.
Based on the style of RA Montgomery’s Choose Your Own Adventure books, this manuscript provides real-life leadership scenarios, with real players, real possibilities and real potential outcomes and consequences. This book will help leaders at all levels better understand the nuances found between the most published best-practices of leadership and the lesser talked about leadership experiences and outcomes that cannot simply be found in a book. Interestingly, many times those two worlds do not intersect at logical junctures or times. The manuscript promotes engaging leadership discussions and reflections by using real situations but allows the reader to choose how the given scenario is resolved, or at a minimum, choose how they hope it would have turned out.
If there is one takeaway from navigating through the journeys found in this book, it’s this: There are no absolutes in leadership.
Women ROCK: Bridging the Gender Wage Gap
Keitiaunna Howard | 2018
For the past 300 years, women have been fighting. Our fight began in 1777 when we lost the right to vote. We did not fully regain those rights until 1920 when the 19th amendment was approved that declare that all citizens regardless of sex had the right to vote. While we as women gained the right to have our voices heard, we still didn’t have the right to be paid fairly for the work that we did each and every day. 40 years later in 1963, the Equal Pay Act (EPA) was passed. The EPA gave us the promise that we as a people would be properly compensated for the work that we do each and every day. The EPA promised equal pay for everyone regardless of Color, Race, religion, national origin, or sex. Today we stand 55 years later still fighting the same fight. It is 2018 and we still see case after case of women, well-educated women who are making less than their male counterparts. And to take this even a step further, if that woman is a minority, the gap between her and her white male coworker is even greater. While the powers that be would like you to believe that the wage gap has decreased dramatically, the reality is that if the gap were to continue to decrease at the same rate as it is today, it would take another 100 years or more before all women would see fair and equal pay. If you are a woman of color, the wait is even longer. For an African American woman, it would be 106 years before she was paid equally and 230 years for a Hispanic woman.
If we as a country take the proper steps to decrease the wage gap, the future not only for women but for our entire nation will benefit. According to a McKinsey Global Institute study, decreasing the gender wage Gap could increase the global GDP by 11% – 26% by the year 2025. Increasing wages for women is not only beneficial for them, it provides better opportunities for their entire household including opportunities to provide quality education for their children which could translate into better career opportunities when those children grow older. Placing more qualified people into positions of authority such as political positions, could equate to a better quality of life for our country as a whole. Increasing wages for women doesn’t just provide opportunities for a better life at home, studies have shown that when businesses place women into key leadership positions, the companies begin to excel and exceed their financial goals.
The move towards decreasing the gender wage gap is twofold, first there must be a shift in the thought process of our political officials. Not only must they decide that wage disparities are unconstitutional, they must be willing to implement a plan that will make a difference. It’s not good enough to create a ruling for businesses to report salaries if there is nothing in place to punish those businesses who continue to allow the wage gap to exist. It is equally a bad idea to remove that same ruling if there is nothing to replace it.
January 2018, Iceland declared a new law that made it illegal to pay women less than men. In order to ensure proper adherence to that law, companies are required to submit proof of their salaries and are provided with a government certificate that shows that they have pay equality. If they don’t have the certificate they are subject to fines. With only a 16.9% pay gap in 2017, Iceland has been ranked the best in the world for the past 9 years when it comes to the gender wage gap. I truly believe the United States could borrow a few notes from Iceland’s Playbook and begin to decrease our own gap.
The second piece to this puzzle is that women must begin to properly prepare themselves for the positions and advancements that are sure to come. While women may have the desire to move out of their background positions many have not been adequately trained how to do so. We have the education and we have the degrees but the piece that has been missing is the one that will catapult us forward once the doors have been opened. In order to prepare for advancement, we must begin to implement the ROCK model. This model will provide us with the skill that is needed in order to fully operate in any position we learn. The ROCK model teaches women to:
R – recognize your worth
O- only say yes after negotiations
C- understand the importance of culture and creativity
K – Keep pushing
The beauty of the rock model is that it can be implemented even while we are waiting for our country to get fully on board with the idea of decreasing the wage gap. We as women don’t have to sit back and wait for someone else to open these doors for us this is one door that we can open up ourselves, as a matter of fact, we can bust that sucker wide open! We as women can begin creating the future that we want not only for ourselves but the future that we want for our families, for our communities, and for our world.
When Purpose Exceeds Profits – A Foundational Leadership Development Guide
E. Michelle Mickens | 2018
Although most executives would agree that there is a need for leadership development training, the unfortunate reality is that many executives do not see a return on their investments. According to a 2014 McKinsey & Co. study, nearly $14 billion U.S. dollars are annually invested in preparing leaders for leadership roles. Corporate budgets consistently maintain a line item for corporate training and development every year despite reports of unsuccessful leadership development programs. Through in-depth scholarly research and analysis of industry data, the results proved that most leadership development processes fail to deliver. Common reasons for these failures ranged from leadership development programs being too narrowly focused; custom designed for a specific role that needs to be filled within an organization. Or the leadership development process is too broad, lacking sufficient development of skills related to the role being filled or the training is a “one-size-fits-all” program that over-simplifies the process wasting valuable resources for remedial training.
This abbreviated leadership development handbook provides specific, laser-focused insights and strategies to enhance a leadership development program and guide organizational leaders in a more strategic framework through the application of personal leadership development, organizational, sustainability, cultural and global leadership development strategies.
Coaching Millennials—Unlocking a Legacy of Future Potential
David Neal | 2018
This book is a compilation of research, tried-and-tested tools, and coaching examples from working with thousands of Millennials over the last decade with the goal of equipping executive coaches who work directly with Millennials or those who manage Millennials. Every generation brings their unique attributes and challenges to the workforce environment and culture. With today’s current fast pace of change moving into the global arena, today’s leaders risk not achieving organizational goals if Millennials and those who lead them are not equipped to handle future opportunities and uncertainties. Understanding Millennials is the key to being able to influence their behaviors.
Drawing from decades of coaching Millennials and data from research and surveys, the first chapter breaks down Millennials’ unique attributes and how they compare to the other five (listed in the book) living generations. Chapter two and its sub-sections identify the Millennials’ top pain points to help a coach get to the heart of a Millennial’s problem. A coach/manager’s understanding of their client/employee’s pain points will have a direct impact on their ability to influence a Millennial’s motivations, behaviors, and approaches to the issue or opportunity.
The next three chapters provide additional coaching tools for the executive coach and those who coach Millennials through breaking down the importance of an individual’s attitude, identifying available resources and their relationship to building skills, and how assessments provide insight into the individual. Chapters six and seven speak to generational gaps and break down the needs and requirements of a supportive environment. Looking forward to 2030, chapter eight anticipates the environment and potential tools coaches will need or have available to operate within the technologically-advanced and globally-connected universe of future Millennials and Gen Zers.
Wide Awake: An Invitation to Christian Leaders to Awaken their Devotion to Spiritual Truth, to God, and to Others
Quiana Preston | 2018
Believers in God want to flourish in an environment where a responsive and reassuring spiritual culture exists for them to learn from wise counsel, to grow in grace, and to apply teachable moments to their commonplace experiences. The nature of humanity is such that people in leadership often act in careless and callous ways toward others.
This book awakens the reader to some key features in Christian leadership behaviors as well as invites them to reflect on their personal commitment to lead individuals God’s way. The author challenges Christian leaders to think about what she views as the conspicuous decline of spiritual leadership. You will consider questions such as “How spiritual is my view of leadership?”, “What spiritual disciplines are important in building the capacity to learn and grow in God?”, and “How do I put others first when it counts the most?”
At the end of this book, readers will have reflected on some of the key features of how the American culture such as religious liberty has influenced Christianity over time. Keeping this influence in mind, readers will understand the responsibility of a spiritual leader in a secular world, and in spiritual formation activity. They will consider their devotion to truth, to God and to people as a Christian leader. They will recognize the virtue of empathy as the essential spiritual agent that helps Christian leaders to lead, relate to, and be sensitive to theirs and others imperfections.
Christian leadership is about God’s truth revealed, it is about building a strong relationship with God, and it is about extending grace and understanding to others.
JRTC & Fort Polk Campaign Plan 2027: Making Sense of the Amazingly Complex
Chad Roehrman | 2018
Throughout history, armies have trained for the warfare in which they expected to engage. Unfortunately, as an interwar US Army lieutenant colonel aptly stated, we are good at planning for and training for the last war (Berman, 2013). In the 1940’s, the US Government acquired a large portion of western and central Louisiana to conduct large scale training exercises. These Louisiana Maneuvers prepared units for service in Europe during World War II. Currently, the Joint Readiness Training Center (JRTC) and Fort Polk, occupying a portion of the land used during the Louisiana Maneuvers, trains infantry brigade combat teams for current conflicts. However, in this hyperchange environment, the rate of change will continue to accelerate and the difference between past and future warfare will be more significant (Cornish, 2004). The present environment does not equal the future environment, therefore we must prepare for the future of warfare to enable future success.
Military technology and capabilities continued to develop over time, yet our shortsightedness results in both our inability to project and be prepared for the future and our inability to influence the future. The use of strategic foresight tools and methodologies, coupled with the military planning process, facilitate a greater understanding of the future to enable adequate preparation. The purpose of the two and a half day workshop is to ensure we are poised to train the future infantry brigade combat teams for future warfare. This workshop focuses four key areas of change impacting future warfare and the US Army: mass migration and mega cities, technological advancements and enhanced cognition, technology leadership fusion and artificial intelligence, and medical advancements improving soldier health and capability. Our understanding of the plausible futures sets us on the path to accomplish the long-term objectives. Ultimately, the benefit of the effort through the workshops is the future infantry brigade combat teams will be best trained to meet their future warfare requirements. They will be capable of winning in the increasingly complex world of the future.
After Sunday, Then What? Making a Difference in the Workplace
Adrienne Ruffin | 2018
After Sunday, Then What? Making a Difference in the Workplace is a practical guide designed to help business leaders discover who God is, what His purpose is for man, and how biblical and secular leadership insights can transform a leader’s approach to life, faith, and work.
In Part 1, Knowing God and Understanding His Plan for Work, we explore the power of storytelling and how it complements our framework for learning about God’s creative power and His attributes, which include self-existence, sovereign, all-knowing, holiness, and purposeful. We also examine the purpose of worship and work, and the attributes—including being made in God’s image and likeness, dominion, fruitfulness, relationship, and reflection and rest—which help man achieve his God-given purpose on the earth. This section also explores the consequences of man’s rebellion, and the impact of that rebellion on man’s relationship with God and the faith-work gap; the eternal gift of Jesus Christ as our bridge back to God; and our call to discipleship, including the biblical perspective of our vocation.
In Part 2, Leadership Lessons from Biblical Examples, we explore how the lives of biblical figures provide important leadership lessons that we can apply in today’s workplace. The Proverbs 31 Woman serves as an illustration of wisdom, and a model for successful business innovation. Nehemiah illustrates the important role a leader’s vision can play in creating and implementing organizational change. Joshua offers an illustration of courage as a leadership virtue, and how God prepares emerging leaders. Apostle Paul underscores the importance of understanding God’s purpose for our lives, and the global leadership competencies that can contribute to our success.
In Part 3, Moving Forward, we address the challenges and opportunities associated with leadership in today’s business environment, including the role of, and opportunity to integrate, Christian ethics and leadership in secular organizations. We also examine the human element of organizational life, and the three essential elements of organizational success: strategic leadership, strategy development, and a pro-active, transformational learning culture.
“U” Matter: A Leadership Development Model for Youth and Adolescents: Developing “U” for Purpose Fulfillment
Lakeisha Walker | 2018
Daily youth and adolescents struggle with maneuvering through the stages of development. The “U” Matter Leadership Development Model takes a self-regulatory approach of guiding youth and adolescents between the ages of 6 and 21 through four phases of development which ultimately results in increased self-esteem (How Do “U” See “U”), emotional intelligence, (The Emotional “U”), improved self-care (Becoming a Healthier “U”), and positive decision making, strong character and values, as well as leadership development (Developing the Leader Within “U”). The premise of this model is to address underlying issues that impact one’s actions and then work to build a solid foundation with restructured thinking and changed actions.
This model is holistic in nature, evidenced-based, and universal in its service delivery. It can be implemented within private residences, school settings (including colleges and universities), faith-based institutions, mental health facilities, etc. as it addresses issues that hinder the development of youth and adolescents while providing coping, calming, and problem-solving strategies to resolve many of those known issues. Leaders can be developed at any age and this model is equipped with vital tools to develop the leader within during the crucial time of youth and adolescence when identity, world-views, and values are being shaped. A major part of this model is the training module which is offered to individuals who have a direct impact with youth and adolescents; these individuals complete a certification process in which they are equipped with the skill set to develop youth and adolescents to higher dimensions.