Doctoral Projects – Doctor of Strategic Leadership Program

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.

2020

Challenges to Healthcare Access Among the Zimbabwean Rural Communities

Edward Bawa | 2020

Abstract

Access to health care is a fundamental human right as enshrined in the universal health coverage goals and the United Nations Sustainable Development Goals (SDGs). Efforts and attempts have been made to achieve these goals, but literature and primary research investigations indicate that access to universal health care remains a far-fetched dream and aspiration. Disparity to health care access is highly evident between developed and developing countries. A study of health care access in Zimbabwe as per this research has further revealed access to health care disparities between the rural and urban populace in Zimbabwe. This study established that rural communities have remained marginalized in terms of access to health care. There are various factors documented from primary research carried out from 45 health care consumers and ten health care workers (49% males and 51% females) in five rural areas in Zimbabwe, which are Kwekwe, Goromonzi, Seke Communal, Mazowe, and Gwanda. From the analytical findings, 80% of medical conditions being handled in rural areas are of primary health care, the demand for health care stood at 73%, but only 49% perceived medical clinics as the place for treatment.

Key Words: access to health care, primary health care, leadership, workforce, rebranding

Visionary Christian Leadership: Engineering Exceptional Personal, Business, and Organizational Leadership Outcomes

Abdulay Bayoh | 2020

Abstract

An era often described as unpredictable, complex, and one that is dominated by accelerated change processes requires a swift, smart, visionary, bold, and ingenious leadership. Indeed, the Christian leaders that seem to be the most effective in today’s world possess enlightened hearts, strategic foresight, strategic thinking skills, ingenuity, future smartness, discernment aptitude, character excellence, the ability to imagine and create a compelling future, and the discipline to effectively lead others to accomplish what they envision. Those men and women are called Visionary Christian leaders. Visionary Christian leadership is a top call of God to this generation and this book outlines that assignment and provides a road map to becoming a Visionary Christian leader. God wants to use His men and women to revolutionize the way the world thinks, acts, transact, govern, do business, and minister. He is searching for those that are ahead of their time and demonstrate a willingness to step away from the principles, limitations, and standards of their world so they fulfill His divine plan and agenda. Those leaders dare to challenge the status quo, reinvent systems and processes, see the world through God’s perspective, dream big, create transformational entities, and lead in ways that inspire eternal change. They serve with exceptional cooperation with the Holy Spirit and uncommon insight, engineer excellent outcomes, create innovative platforms and unique products and services, and build visionary institutions. Like those that came before them, they use the power of ingenuity, absolute faith in the Lord, faithfully using one’s God-given abilities, fortitude, and character distinction to champion the accomplishment of extraordinary objectives and missions.

Small Business and Non-Profit Leadership Development Curriculum

April R. Bennett | 2020

Abstract

Many entrepreneurs enter into business ownership with solely an idea and determination. Many lack the knowledge, understanding, and skillset necessary to effectively start and operate a successful business or organization. This in turn, may result in operational complexities or the eventual dissolution of the business. This curriculum is designed to train both novice and experienced entrepreneurs in the discipline of small business and non-profit organization start-ups, ownership methodologies, and leadership development. This project will reap many benefits for clients who complete the curriculum.

One of the main causes of business and organizational failure is untrained leadership. Many entrepreneurs have grand intentions but do not encompass the knowledge to execute their plan. After completion of this curriculum, entrepreneurs will occupy the understanding necessary to start or continue a successful, thriving business or non-profit organization.

In addition to advancing entrepreneurs, many external businesses and organizations can utilize the curriculum to strengthen their clientele. The Small Business Administration (SBA) can benefit from the use of this curriculum to develop and educate their clients on various small business matters. Many prospective business owners seek assistance from the SBA as they attempt to navigate the process of starting a small business or organization. The SBA can use this curriculum to guide them in their journey. Colleges and universities can also offer this curriculum to students seeking business degrees or utilize as a certificate program. Banking institutions can also mandate customers participate in the curriculum before receiving business loans. This training will greatly reduce the chances of business failure and the inability to repay loans.

Each lesson will also have an accompanying assessment to test the student’s understanding of the lesson and how the content relates to their current or future company or organization.

Leadership Development in an Increasingly Diverse World

Brittany Bowman | 2020

Abstract

The world we live in is ever-changing. The advancements in technology, the diversity between cultures and generations, and the evolution of leadership as a whole keep organizations on their toes. Leaders have many significant factors to consider and acknowledge in today’s organizations in order for them to be effective and successful. Many leaders are aware of the diversity that is necessary within organizations, but many leaders are unsuccessful in the inclusion process. According to Forbes, the biggest challenges that companies face include keeping top talent, maintaining clear communication, and company culture. Looking at the bigger picture, these three challenges are foundational pieces to organizations in a diverse world.

This online program, Leadership Development in an Increasingly Diverse World, serves as a practical resource and tool for organizations to utilize as a stepping stone to effective leadership development. The Leadership Development in an Increasingly Diverse World program consists of four, six-week, online courses that embody each significant element of leadership development. This online program serves as a starter guide for senior leaders and future leaders that any organization can implement.

The H.E.A.R.T. of Leadership: Understanding Key Characteristics Which Strengthen Organizational Capacity

Carla D. Brown | 2020

Abstract

What are the qualities that one looks for in a leader? How do leadership characteristics impact organizational effectiveness? While successful leaders are capable of motivating others toward common goals, extraordinary leaders can create social order, change organizational culture, and complete the mission of an organization. Several theories seek to explain various leadership styles and their impact on how organizations function. It is the leadership style of the leader that plays an integral role in being able to sustain as well as transform organizations. Research has proven that leaders can inspire followers to accomplish goals through characteristics that are indicative of not only who they are and but what they do.

To effectively achieve the mission of an organization, leaders must consider their most important resources, the workers, and ensure that they share the same espoused values as the leader. This manuscript will examine leadership character traits that are identified as critical to business operations and further understand how leadership characteristics motivate employees’ efforts toward organizational goals.

Leadership Practices. A Global and Biblical Perspective

Widza Bryant | 2020

Abstract

The term leadership has been the dominant trend for decades, and countless definitions have evolved as a result. Many scholars have dedicated their time in an attempt to invent the most appropriate meaning over the years. Scholars’ interpretations of leadership have led to countless definitions and explanations. However, despite the work by many over the years to define leadership in ways consistent to God’s intended purposes, misrepresentative applications, variation in viewpoints often overshadow its originality resulting in continued quests to harmonizing leadership definition, intent, and practices.

Could the inexorable quests to define leadership and align its practices be the cause of man’s biased applications from the origin of Biblical intended purpose? A trend that commenced before humanity existed – the rebellion of Lucifer, according to Isaiah 14:12-15 against God: “How you have fallen from heaven, O morning star, son of the dawn! You have been cast down to the earth, you who once laid low the nations! You said in your heart; I will ascend to heaven; I will raise my throne above the stars of God; I will sit enthroned on the mount of assembly, on the utmost heights of the sacred mountain. I will make myself like the Most-High. But you are brought down to the grave, to the depths of the pit.”

Humanity is impacted due to the one-sided nature of our understanding of leadership as influenced by dominance for most of the earth’s history” (Stanley, 2017). Beginning with Adam and Eve disobedience that followed Satan’s successful effort to turn the first family from the will of the Maker and Giver of life. Humanity’s mockery to God’s purpose continues throughout Biblical history, which often leads to harmful consequences. “The narrative of Matthew 20:20-24 reveals the degree to which even Jesus’ disciples were impacted by self-ascendant and dominance tendencies. The mother of James and John sought to persuade Jesus to honor her sons with high positions in his kingdom, and the jealousy and anger among the other disciples reveal that unhealthy ambition lurked just below the surface among them” (Stanley, 2017). Glaring evidence of the quest for self-seeking glory dominated Biblical stories and continues to be detrimental today in leadership practices.

Both the New and the Old Testament fundamental element of leadership captures a globalized and inclusive aspect of God’s intention for leadership. One that is rooted in deep obedience to the inerrancy of His Word beginning with Genesis 1:1, with a controversial yet straightforward and troublesome statement: “In the beginning, God created the heavens and the earth.”

Think Mission and Beyond: Using Foresight for Social Impact

Doreen Bryant-Escobar | 2020

Abstract

Social entrepreneurs are disrupting systems everywhere through their influence and desire to produce meaningful results. Passion for social advocacy without adequate resources can cause the mission to become stagnant over time. Resources exist to ground a venture, but moving beyond the one to five-year life cycle requires additional insights and tools. This project examined social entrepreneurs and explored how a social foresight curriculum can help them imagine a prosperous future and legacy of carrying out their mission as caregivers of social change. The outcome of this inquiry is a twelve-week social foresight curriculum for social entrepreneurs. The value proposition for designing a foresight course for global social entrepreneurs arises from a deep desire to help them make informed decisions about the future of their grassroots endeavors and infrastructures. Social Foresight complements social entrepreneurship in that each contemplates the reality of social events and the impact of societal change. Social Foresight is a passport to the future. Its precepts can equip social entrepreneurs with the preparation skills required to design groundbreaking initiatives.

The Think Mission and Beyond: Using Foresight for Social Impact curriculum encourages applied learning based on theoretical concepts and methodology. Mission, change, impact (MCI) is the fiat of this domain of study. Therefore, course discussions and activities will challenge entrepreneurs to analyze the short and long-term elasticity of their mission, create opportunities to change the social landscape and life cycle of their solutions, and gain impact insight from stakeholders. The imports of a Social Foresight curriculum for social entrepreneurs are far-reaching as it holds the potential to uncover the covert assumptions and values connected with the future. Moreover, it will raise the consciousness of unsuspecting business owners to the insidious and subtle ways through which change reproduces itself in and through their internal and external environments.

Leadership Coaching – Future Smart Design

Colleen A. Chapp | 2020

Abstract

In today’s rapidly evolving and changing healthcare environment, nurse leaders must think differently and prepare to learn new skills to provide innovative leadership to transform healthcare practice and outcomes.  Leadership development for nurse leaders must provide a foundation built on evidence and integrate essential skills to make more informed decisions and lead the way for necessary changes.  A crucial aspect of leadership development is leadership coaching.  This project focuses on designing a Leadership Coaching model and program integrating evidence-based nurse leadership competencies, the concepts of future smart thinking, and strategic and innovation leadership tenets.  This project also focuses on essential knowledge and skills for Leadership Coaches to provide an optimal coaching experience resulting in the practical application of program model leadership concepts.

The American Organization of Nurse Leaders (AONL) evidence-based nurse leadership competencies reflect key competencies for nurse leaders in all positions. The program will begin with a self-assessment using the AONL Competencies.  The areas of strength and opportunity for growth will be incorporated into a Leadership Development Plan created by the leadership coach.  The concept of Future Smart was influenced by James Canton, author of Future Smart, Managing the Game-Changing Trends That Will Transform Your World. Canton (2015) believed that it is imperative to become future-ready to navigate the uncertain, disruptive, and complex challenges on the horizon.  The curriculum courses include Future Smart Mindset, Future Smart Skills, and Future Smart Game-Changers.  The Strategic and Innovation Leadership component of the curriculum reflects courses on strategic leadership characteristics, strategic foresight, and an ethical decision-making model; innovation leadership characteristics, organization design, and design thinking; global innovation and cultural agility; self-leadership inclusive of emotional intelligence and executive presence.  The program encompasses didactic classes and practices with a leadership coach on-site and remote options throughout the program.  The Leadership Development Plan is inclusive of the program components, regular progress reviews, practical application, and a plan for sustainability at the end of the program.

The Leadership Coaching – Future Smart Design supports internal career progression and enrichment from novice to expert nurse leaders.  The intended outcomes of the Leadership Coaching program reflect the development and expansion of leadership thinking to better lead and influence healthcare teams and organizations in the ever-changing healthcare landscape, with an increased ability to actualize the practical applications of the program curriculum to anticipate future directions and make informed decisions.

Leadership and Culture

Matthew Corbitt | 2020

Abstract

Transforming the culture of an organization is difficult and time consuming, yet the rewards are real and tangible. As both technology and society changes rapidly, it is important to keep flexibility as part of a company’s culture, ensuring that the company is able to adapt quickly. Culture is built upon the values a group of individuals hold. These values are in turn built on the beliefs each individual shares. By controlling the beliefs of employees through consistent action and repetition, and guiding these beliefs into the appropriate values, a leader has the ability to shape and reshape the culture of an organization over time.

There are times when a leader must plan for culture change and times when culture change happens independent of the intentions of a leader. External pressure causing culture change is rarely an expected event. These crisis times demand leaders to be knowledgeable about culture change and have the ability to navigate the waters of culture change with positive results. The real challenge for any leader is to monitor and guide. While it is impossible for anyone to foresee the future, it is possible to come to the table as prepared as a leader can be- and in the end, that preparation could allow one person to change the world by the chain reaction of simply changing one culture. Whether your company or organization or church: changing a culture is a challenge best left to those that understand its volatility and rewards. The first step to culture change starts with you: by understanding the process and equipping yourself as a leader, you can successfully navigate the stormy waters of culture change. The purpose of this manuscript is to provide instruction and guidance to those that aspire to lead or direct culture change. This document provides crucial information that will help readers recognize and navigate the challenges that rise out of the complexities of changing a culture. It includes an explanation of the fundamentals of culture, culture in relation to history, and directives in developing personal self as well as cautionary measures and examples to ensure successful implementation of long-term culture change.

A Look at Authentic Leadership through the Eyes of Job

Darlene Davis | 2020

Abstract

The world is crying out for leaders, and, more specifically, authentic leaders. This book is a personal walk through the book of Job using the real-life experience of loss and tragedy to illustrate leading when there is no clear direction of where to go. The writing speaks to leading in uncertainty, despair, and hopelessness, all the while being made into an image created by Christ. Using Job’s experiences with his friends, his conversations with God, and his fight to maintain his integrity as a springboard into discussing authentic leadership.  With all that is currently happening in the world today, people are looking for answers from leaders, but what should the leader say or do when it appears God himself has turned a blind eye to their plight?

The reader is challenged to take an inventory of their own life experiences of pain and view those pressures not as punitive but as authenticating. The story of Job is intricately woven into personal accounts of leader journeys which then segues into issues related to being transparent with idiosyncrasies of insecurity and fear of failure. The writing challenges the reader to imagine God’s conversation concerning their integrity when pressed beyond their limits. No one would volunteer for leading if they truly understood the cost of sacrifice, exposure, and transparency. Job’s friends and family understood his suffering to be both cause and effect. They believed as many do today, that pain and suffering are a direct effect of punishment of sin. The story of Job is used to illustrate a personal, transparent, and motivational look into authentic leadership from the perspective of passion. The reader will walk away, inspired, and motivated as the author examines the purpose of pain in the transformation of the authentic leader.

An Objective and Scholarly Look at Leadership and Its Practicality

Kenneth S. Dixon | 2020

Abstract

This book presents the topic of leadership. The presentation of leadership in this book is presented in a certain way as to inform the average person or those aspiring to be leaders or better leaders, but presenting leadership in a practical way to both a popular and scholarly audience, primarily to the popular audience but written in a way that will satisfy the scholarly audience. Also, the aim of this book is to differentiate itself from popular books on leadership by presenting leadership in scholarly format. Objectivity is also a focus of the book as the author attempts to give factual information supported by substantive evidence-based of credible peer reviewed sources, to include scholarly books with authors of credible and faultless repute regarding the subject of leadership. An in-depth look is taken as leadership is introduced. Approaches to leadership, leadership theories, and types of leadership are presented in this book, which are trait approach, skills approach, situational approach, behavioral approach, path-goal theory, leader-member exchange theory, adaptive leadership, authentic leadership, servant leadership, and transformational leadership are presented in this book.

Where are All the Black Executives?: A History and Blueprint for Black Emerging Leaders

Ashley Gary-Roper | 2020

Abstract

This manuscript details the barriers facing black millennial men from reaching the C-Suite in Fortune 500 companies. This document backgrounds workplace ethnic and generational attitudes preventing promotion at the executive level. Additionally, it defines the basis of development for black business professionals who are emerging leaders within their organization and provides a leadership framework and strategy specifically for black millennial men working in Corporate America. This project features a model for coaching questions and a leadership assessment for emerging leaders of color in Fortune 500 companies located in North America.

Confident Leadership 101: A Complete 4-Step Roadmap to Confident and Effective Leadership

Alicia Granholm | 2020

Abstract

In this online course, you will go from feeling insecure about your leadership capacities and overwhelmed by your leadership demands, to feeling equipped to maximize your leadership potential as you discover essential leadership skills, mindsets, and boundaries that will empower you to successfully lead your team for the long haul while avoiding burnout. Confident Leadership 101: A Complete 4-Step Roadmap to Confident and Effective Leadership equips you to craft your personal leadership development plan that will set you, and your team, up for long-term success.

Brain on Fire: Extinguishing the Flames of Societal Trends Damaging our Children’s Brains

Deena Graves | 2020

Abstract

The Brain on Fire Advanced Conference exposed the truth about trauma, teaching professionals and first responders how to work safely and effectively with highly traumatized children. Governmental agencies in the United States are mandating life-threatening “treatment,” such as harm reduction, for children whose lives have been decimated by severe abuse and neglect, including sex trafficking, pornography, and running away. Professionals have thrown their arms up in frustration because their efforts to help children heal largely prove futile. They fail to understand that children turn to high-risk behaviors in an unsuccessful effort to escape the recurring nightmare of the trauma they are not getting relief from. The endless cycle of failure has resulted in such government mandates as allowing children, who do not have the emotional maturity, psychological ability, or physical strength to make such lethal decisions, to return to their pimps.

This conference and its content were developed explicitly and strategically for people who work with children who have lived through extremely traumatic events, such as sex trafficking. Targeted professionals and first responders included child welfare, law enforcement, juvenile justice, district attorney staff, juvenile court, mental health, medical professionals, educators, nonprofits, and ministries.

The ‘Corps’ of Servant Leadership: One Marine’s Story

Teresa Habib | 2020

Abstract

Every Marine is a leader, and each lives the motto – never leave a Marine behind, which is a true indication of how Marines instinctively understand the meaning of selfless service. Although leadership training has become more state of the art, many military leadership courses fall short on embedding Servant Leadership principles as a foundation. It is the middle managers who are the backbone of the Corps, and who are key for building rapport and nurturing relationships needed for success. Therefore, their leadership training should include more than the standard Marine Corps’ fourteen leadership traits. The training should also embed those traits into the seven Servant Leadership Constructs of Love, Humility, Altruism, Vision, Trust, Empowerment, and Service. Through story-telling, which is one of the oldest arts and historically effective for sharing experiences, this leadership handbook merges the seven constructs and fourteen traits in ways that are easy to understand. While this manuscript provides significant insight into the world of Servant Leadership and how it intersects with Marine Corps values and leadership traits, it is also a valuable tool for any leader seeking to implement Servant Leadership into secular organizations. Moreover, this handbook demonstrates how leading with the heart can impact teams and organizations to maximize performance, commitment, empowerment, and organizational success; critical objectives for all individuals and organizations.

The Benevolent Dictator – Competitive Advantage Through Leadership

Justin Hamrick | 2020

Abstract

The Benevolent Dictator is a leadership method that creates a competitive advantage. This advantage comes through acts of service and properly using power to engage followers. Benevolent Dictators are a mix of servant leadership, influencer, and dictator. Within this book, readers will learn how to build the benevolent dictator leadership pyramid to execute strategic visions to take advantage of opportunities properly. The Benevolent Dictator Pyramid is a helpful model to show where the focus should be on leadership and what it takes to build such a leadership program. The reader will learn how to create the foundation for success along with how to execute plans.

This book is designed with a customer-centric view, followed by the importance of organizational followers. This leadership style views questions as a teaching opportunity that in the long run, frees up the leader to focus on strategy. Organizational leaders that embrace this methodology will create an environment that promotes growth and innovation. This will create an organization that can sustain and grow with long-term goals. The book will cover the need for leaders to balance short-term goals and long-term objectives.

Leaders must learn how to avoid the dangers of toxic leadership while becoming Benevolent Dictators. The chapter on toxic leadership is a reminder for any leader on what to avoid as a leader. The value of human capital and knowledge become a critical component of a leader’s success. This leadership style creates a culture that values service without being a people-pleaser.

Leadership Fitness: Five Truths to Greater Influence

Justin Hardcastle | 2020

Abstract

Welcome to Leadership Fitness: Five Truths to Greater Influence! This manuscript provides a balanced approach to leadership. These truths are developed from practical experience and academic research. Leadership Fitness provides leaders with a taste of who they can become through a holistic leadership approach. The Five Truths are practical and can implemented in any leader and can benefit any organization. Those who commit to the study or and implementation of the Five Truths can improve their influence. To illustrate the Five Truths to Greater Influence, comes a discovery through the use various life stories, biblical events, and academic research to convince the reader of the importance of and application of each truth.

This manuscript will encourage leaders to become their best self through personal development. The first of the Five Truths bring together the idea that ‘Healthy Leaders Strive for Physical Fitness,’ promoting physical fitness to increase influence and leadership longevity. The second is ‘Discovering the Power of a Healthy Mind.’ When leaders learn, leaders grow, and they grow their followers. The third principal is ‘Developing Healthy Emotion.’ Leaders who focus on becoming emotionally healthy will not only have stronger leadership but can also work better with others. The fourth of the Five Truths provides insight into ‘Leading with Healthy Finances’ and it is in this chapter that leaders are advised to focus on their financial health so they can lead well and provide a greater societal impact. Finally, the Fifth Truth brings together the importance of bringing your whole self to leadership. ‘Spiritual Fitness Cannot Be Ignored’ is an attempt to convince leaders to discover and develop their spirituality. Altogether, these Five Truths become a source of both personal and professional holistic development.

Seminar: The Hive Followership Framework (HF2): An Innovative Approach to Supporting the Level 5 Leader

Cheryl A. Harris | 2020

Abstract

Followers and leaders have the same DNA, but how they define and embrace their roles shapes and differentiates their behaviors that establishes the synergy required to serve as partners and official stewards within the organization. Subject matter experts are partial to debating and researching the topic of leadership with an occasional honorable mention of followership in the context of subordinate responsibilities. Followers are more than the second-class citizens relegated to doing the work behind the scene. They are vibrant, enthusiastic, intelligent, and vested in the future direction of the organization with the same passion and dedication as their leaders. Prudent superiors must learn how to respect and celebrate followership by giving followers a voice and seat at the table with a vote on critical initiatives the future direction of the organization. Jim Collins’s seminal work on the level 5 leadership hierarchy and the sequential and progressive pyramid of leadership skillsets1 is the motivation for creating a complementary followership framework. Robert Kelley2, Ira Chaleff3 and Barbara Kellerman4 are the subject matter experts on followership that characterized the behaviors of followers in the context of their leaders.

The Hive Followership Framework (HF2): An Innovative Approach to Supporting the Level 5 Leader seminar is an interactive forum for practitioners to catapult the topic of followership into the spotlight. Exploring the behaviors between followers in their network is the basis for the introduction and explanation of a new followership framework.  The HF2 uses the analogy of a honeybee hive to illustrate how followers master multiple roles that are situationally dependent on varying stimuli within the environment. Followers exhibit autonomy and flexibility when change is on the horizon or happens extemporaneously. To understand the synergy between leadership and followership, subject matter experts must study both disciplines side by side with equal emphasis on the importance of partnerships, trust and enduring relationships.


1Jim Collins’s book Good to Great: Why Some Companies Make the Leap and Others Don’t.

2Robert Kelley’s book The Power of Followership.

3Ira Chaleff’s book Courageous Follower: Standing Up To & For Our Leaders.

4Barbara Kellerman’s book Followership: How Followers are Creating Change and Changing Leaders.

Your Roadmap to Your Journey to the Greatness Within: A Leader Development Series

LaQueta Hatton | 2020

Abstract

Individual Leadership and Organizational successes rise and fall based upon the caliber of Leaders that are in place. Expounding upon a thought of Dr. Steven Crowther, “For proper development of leadership in an organization … the individual needs to be trained and equipped in the areas of personal development,”1 Your Roadmap to Your Journey to the Greatness Within: A Leader Development Series introduces a catalytic paradigm shift in traditional Leadership Training and Development programs. By shifting the focus of Leadership Development as the successful performance of leading others, to Holistic Leader Development as [first and foremost] successful and effective Self-Leadership, Leaders are led through a journey to discover “Who” they are at their Core and how their “Who” shows up in their role as Leader.1

This Series is a personal Leader journey, designed to expand and stretch, to build upon the capabilities currently present in the individual, and to Equip Empower and Establish HILI (Holistic Integrated Leader Identity)—the synergistic connectedness of the Heart, Mind, Body, and Spirit and the Person—as Leader. This training will transform the face of leadership by increasing the capacity of Leaders to be impactful and influential in their interpretation and practice of Leadership.

1Crowther, Steven. Biblical Servant Leadership: An Exploration of Leadership for the Comtemporary Context. (2011), p. 31).

The Leadership Sphere: Forging Influential Relationships with your Bosses, Peers, Employees, Family, Friends, and Communities

Patrick J. Hill | 2020

Abstract

Leadership experts and scholars agree that leadership is not about a rank, title, or position and it is not about telling people what to do; it is about your ability to inspire and influence people towards a common goal.iThere was something else they all have in common: The examples they used to illustrate their leadership concepts all appear to be CEOs, high-ranking military leaders, heads of state, and senior leaders of organizations. These examples illustrated how they turned their organizations around or won battles by effectively leading their employees or soldiers. It would seem from the examples that leadership is a top-down, linear relationship between the leader and follower.

This is great when you’re the boss, but what about when you’re not? What if you’re a middle-manager or entry-level employee? If leadership is truly about influence, then is it possible to lead your peers and bosses? If leadership is truly about influence, then it is not a linear relationship between the leader and his or her followers. Influence is the action or process of producing effects on the actions, behavior, opinions, etc., of another or others.iiIt is 3-dimensional. “Another or others” does not end at followers or employees, nor does it end with colleagues or professional relationships. We can have influence on any relationship; our families, friends, and neighbors.

In The 7 Habits of Highly Effective People, Stephen Covey talks about a “Circle of Influence.” They are things and relationships we have control, authority, or the opportunity to persuade or inspire.iiiLimiting ourselves to our professional relationships leaves our circle with only our bosses, peers, and employees. However, we can influence anyone. You don’t have to be in charge to be a leader. The case studies are from real people. The stories are about their environments and personal relationships outside of work. Some are in leadership positions; some are in lower level positions; others are peer to peer or social relationships.

Not all the stories have happy or successful endings. Some were failures resulting in damaged relationships and scars carried into future relationships, but all had lessons learned for the people involved and us. I did this on purpose because not every story in life has a happy ending. We need to know how to navigate through life when things don’t go as we want or expect. We need to know how to adapt, change, and grow.


iNorthouse, P. (2016). Leadership: Theory and practice, seventh edition. Los Angeles, CA: SAGE Publications.

iiInfluence. (2002). In Dictionary.com. Retrieved from https://www.dictionary.com/browse/influence?s=t

iiiCovey, S. (2004). The 7 habits of highly effective people: Powerful lessons in personal change, 25th anniversary edition. New York, NY: Simon & Schuster, Inc.

Leadership Coaching in Chinese Churches in North America

Fanhui Kong | 2020

Abstract

Chinese churches in North America are in a struggle. Week after week, they manage to put up Sunday worship services to maintain the ministry. But many lack a strong vision to unify congregations and filter church programs; church leaders are engaged in frequent power struggles; capable people are reluctant to participate in ministry; and churches lack deliberate, life-shaping discipleship models. In such a setting, believers cannot live out the life of Christ, and churches are detached from their communities. While they claim to bring the gospel to the world, but in reality, churches have lost motivation, leaving many on the brink of closing doors.

This book discusses four essential principles of rebuilding healthy and growing churches to address these very needs within the Chinese church. First, restoring a healthy church starts with clarifying the vision and purposes that motivate people and drive the church ministries. Second, only when people’s souls are touched by the spirit of God in worship, their lives will be transformed, and they can become the vessels in the hands of God. Third, to facilitate spiritual growth requires an understanding of the laws of spiritual development and make proper use of these laws. Finally, only when Christians actively approach people beyond the four walls of their church, they can win the community for Christ.

Applying these simple principles often encounters spiritual, cultural, traditional, and structural obstacles. Enhancing pastoral leadership is crucial to overcome these difficulties and achieve the objectives of the church. In this book, we introduce leadership essentials and the underlying behavioral habits for superior leadership. We suggest coaching as a leadership approach to help pastors and church leaders reevaluate their goals and motivations, re-assess the risks they are willing to take, and the prices they are willing to pay, explore various options that exist and choose the ones that best fit their context. Proper coaching can increase their awareness, facilitate their thinking, support their choices, and keep them accountable. Consider the specific obstacles in each area of Chinese churches, and we provide suggestions on how coaches can assist pastors in fulfilling their God-given calling and achieving the church’s purpose.

The Cure to Ineffective Leadership

Marissa Layton | 2020

Abstract

Are leaders born or made? A burning question scholars have debated for decades. Researchers have proven that though some leaders are born with natural leadership capabilities, leadership traits can be developed and instilled into individuals. Despite being able to achieve effective leadership through training, ineffective leadership is still a major issue the world faces today. Many enter the workforce unprepared and unequipped to manage a team and work well with others. The solution is implementing change prior to individuals beginning their professional journey. Developing leaders at an earlier age will eventually lead to the cure of ineffective leaders in corporate and government positions around the world. A leadership development program created to equip high school students with the skills and personal qualities needed to excel in executive and managerial positions proved that students desire more opportunities to grow. The program yielded positive results with simply one session for nearly 200 students. Every participant learned something new and desired more opportunities such as the program in their school. Building up the next generation of leaders is the cure to ineffective leadership.

Launching the Idaho Museum of International Diaspora

Palina Louangketh | 2020

Abstract

Founded in 2018, the Idaho Museum of International Diaspora (IMID – pronounced ‘eye mid’) was established as an independent non-profit in February 2019 in the state of Idaho and became a 501(c)(3) non-profit corporation in September 2019. Diaspora – the displacement of people from their origin homelands (Cohen, 2008) – is the foundation that represents sacred narratives of domestic and global voices of the human struggles. Issues concerning displaced peoples, families, and children often manifest from human decisions that have profound implications on the lives of the disadvantaged. The IMID is a nascent project with incredible energy to bring international communities together in special ways. Its innovative approach as a multipurpose museum will not only preserve the realities of the human journey through stories and art but will also bring together people from all cultural backgrounds to celebrate diversity in very unique ways through strategic and global partnerships.

The human migration will continue into the future throughout the world and create shifting narratives that evolve over time as told by different voices. These powerful narratives through innovative learning platforms will enable the IMID to influence a positive community transformation and inspire a movement of additional international museums in countries that have diaspora resettlement. The IMID has identified 113 countries of origin and distinct peoples into Idaho over its history. As the steward of the world’s collective cultural heritage, the IMID becomes the anchor institution for preserving the integrity of the human journey stories on an international scale. It will provide rich and authentic information to multigenerational learners of all backgrounds not just in Idaho and across the U.S., but around the world.

I Didn’t Plan for This: Leading Uncomfortably in Itinerant Ministry

Tammi Love | 2020

Abstract

Living out a plan you did not plan for yourself is uncomfortable. Living and leading in ministry that directs you from state to state, serving the people and communities God positions on your path, uncover the jewels of His calling and reveal valuable nuggets of leadership. I Didn’t Plan for This is a glimpse at a personal journey of leading differently in the church. It is a manuscript that reveals how a desperate encounter with God can transform and direct a Christian leader to surrender the details of their will to God’s will.

Itinerant ministry upholds the words of Jesus in Matthew 6:25, “Therefore I tell you, do not be anxious about your life, what you will eat or what you will drink, nor about your body, what you will put on. Is not life more than food, and the body more than clothing?” I Didn’t Plan for This highlights leadership lessons learned while serving God, uncomfortably, through the church, along with snapshots of transparency. The lessons are shaped by (1) an examination of a personal calling, (2) a determination to speak the truth, (3) an intention to lead a revolution, (4) a motivation to reach the globe, (5) persistence to pursue obedience, and (6) a focus on what matters most. God requires a higher standard from those He calls to lead. His calling often leads us to a plan that isn’t our own. Will you trust the details of your leadership journey with the uncomfortable plans of God?

Burnout or Breakout: Systems Thinking for Stifled Leaders and Stuck Churches

John Messer | 2020

Abstract

Ministry leadership is fraught with occupational hazards. Two prominent hazards are the stifling forces that produce leadership burnout and the processes that keep churches stuck and ineffective. Burnout or Breakout addresses both hazards. This book brings new insights to churches and church leaders frustrated with working tirelessly, yet constantly falling short of their goals and objectives. The primary emphases are equipping stifled leaders to see from a new perspective to avoid burnout and freeing churches from the unhealthy processes that keep them stuck. Burnout or Breakout equips church leaders to apply systemic thinking to common church system problems, such as declining attendance, mission confusion, and volunteer shortages. Based on a comprehensive overview of systems thinking (systems dynamics), leaders are encouraged to see their congregations as complex systems of interrelated and interdependent elements. Effective leadership, from a systems perspective, aligns organizational elements to achieve intended outcomes. The book describes how “a church can be structured to accomplish the exact opposite of its stated mission” because the structure and mission are not properly aligned. Building on biblical and experiential evidence, the author suggests that burnout is largely a systemic problem. Further, it diagnoses systems designed for burnout from the account of Jethro and Moses in Exodus 18. The book proposes that “there are no dysfunctional churches” and methodically demonstrates how what we might perceive to be as a church gone awry, is more accurately diagnosed as an organization lacking in functional structures. Burnout or Breakout was written to bring hope to leaders on the verge of or experiencing burnout by providing straight-forward solutions and resources to achieve effective long-term results.

Empowering Leadership: How to Develop Empowered Followers

Daniel K. Mundt | 2020

Abstract

Empowering leadership might be described as the act of giving and sharing power with those they lead. Whether leading people, managing them, or serving them, organizations and their leaders are wise to empower the individuals they lead. Likewise, in the workplace today, most individuals want to contribute to the overall goal of the organization. They want to make a difference. They want to have a voice. When leaders empower their followers, it gives them a place at the table. This empowerment inspires the follower to give their best to help the organization fulfill its mission and purpose.

Although empowering leadership seems to be a recent concept, the truth is, the principles of empowerment are as old as humankind. In the garden of Eden, the Creator empowered the first humans to name the animals and have dominion over their land. God enabled Abraham to be the father of the nation and that “all the families of the earth will be blessed” (Genesis 12:3, NASB). Throughout the Bible narrative, one can see empowerment at work leading to Jesus empowering His disciples to take the Gospel to all the world (Matthew 28:18-19). Also, at the very foundation of the Church, empowerment is the theme as Christ designed the church “for the equipping of the saints for the work of service” (Ephesians 4:12).

This manuscript provides a model for empowering leadership by looking at the attributes and actions of empowering leaders. The empowering attributes are humility, trust, self-awareness, and self-empowerment. The actions of an empowering leader are collaborating, sponsoring, listening, and serving. The book closes by looking at the effect that empowering leadership has on followers. Frankly, for those followers being led by empowering leaders, they fair better in the workplace, they become better employees, better team members, and better leaders themselves. Simply put, all followers have a tendency to emulate what they see their leader practice.

Learning to Lead – Observations of Servant Leadership in the Real World

Brian O’Rear | 2020

Abstract

This book examines eight characteristics and behaviors of Servant Leadership through vignettes of real-life scenarios I have observed as either a leader or a follower. The characteristics and behaviors include the following:

  1. Empathy
  2. Putting others first
  3. Empowering
  4. Conceptualization and casting a vision
  5. Healing and extending grace
  6. Creating, building, and adding value to community
  7. Ethical leadership
  8. Helping followers grow and succeed

Each vignette offers clear lessons, and the book seeks to draw out those instructive lessons as they relate to servant leadership. Rather than confining the illustrative stories to a narrow timeframe or leadership position, I examine experiences that stretch across several decades and multiple organizations and diverse groups, including military, sports, and small business applications. The principles are universal. The book creates reflective opportunities for readers to understand, internalize, and apply principles from servant leadership to real-world scenarios.

Keywords: servant-leadership, empathy, empower, vision, ethics

Joint Leadership: Leading in a Joint & Combined Organization

Ted G. Roberts | 2020

Abstract

U.S. military officers typically serve in their respective service and career field specialty and become tactical experts. Army Infantry officers know ground combat tactics and small unit leadership. Navy Surface Warfare Officers (SWOs) know how to run a ship and conduct surface warfare operations. Air Force pilots know how to fly their aircraft and have become experts in aerial combat. Marines and Space Force operators know their respective services and career specialties. Once these officers reach the field grade level (Majors-Colonel), they often find themselves assigned to work in a Joint (multi-service) or a Combined (multi-nation) headquarters organization with minimal preparation to work and lead at the Operational and Strategic levels.

The 1986 Goldwater-Nichols Act levied a requirement that all officers must become Joint Qualified Officers (JQOs) before they are eligible for promotion to the senior executive levels (General and Flag Officers). Becoming a JQO requires officers serve in a joint duty assignment for two to three years and complete Joint Professional Military Education Level II (JPME II). Ideally, officers would attend JPME II en route to their joint assignment or early in their joint tours. However, many officers don’t attend until late in their tour or even after they have completed their joint assignment and returned to their respective service. Those that do attend JPME II will gain valuable instruction on strategy development and the Joint Planning Process, but they receive almost no instruction on how to lead officers from other services or nations. They receive no formal training on the diverse rating systems from other services.

This book seeks to address these shortfalls. It will help officers assigned to a joint or combined organization gain some insight into the different service cultures, understand joint organizations and multi-service perspectives, and learn about the joint or combined environment they will enter. It will provide a primer to how strategy is developed in joint organizations, how that strategy fits in to the larger national strategy, and build initial understanding of the Joint Planning Process. Finally, this book will help prepare the officer to lead in a joint and combined organization, and how leading mid-level officers from other services at an operational-level headquarters differs from leading junior personnel at the tactical level in their own service and functional area. The reader will finally learn about the very different appraisal systems and forms each of the services uses to rate on their officers and understand some basic rules, both written and unwritten, that guide how to fairly and accurately rate an officer from each of the military services. The book concludes with a basic checklist and recommended reading list that officers notified of their assignment to a joint organization can use as a starting point to help them prepare and succeed in this new environment.

The Brand New Leader: Recognizing the Impact of your Leadership Brand

Melva Robertson | 2020

Abstract

The extensive leadership literature of our day focuses on the what and how of leadership success. Numerous definitions, concepts, behaviors, and traits of leadership all aim to pinpoint the “magic formula” that makes leaders effective. However, one vital yet often overlooked area in these conversations is the emphasis on the personal aspects of leadership.

This book takes a deep dive into the notion of leadership as a personal brand. It provides theories, strategies, and examples, along with evidence suggesting that leadership derives from — and is influenced by — a more personal context. It is based on the premise that there is no separation between the leader as a person and the leadership title. Leadership values stem primarily from personal values, and even the perceptions of a leader are automatically associated with the individual.

As we recognize leadership as a personal brand, we will also dissect the concept of branding and discuss steps to establish a leadership brand that aligns leadership with personal values and attributes. We explore how an awareness of such qualities contributes to leadership development, responsibility, and outcomes. Throughout this book, readers will develop strategies to connect more common leadership concepts to their leadership brands. Through these discoveries, leaders will unveil unique and specific characteristics to help generate productive and sustainable leadership success. This book aims to help broaden the idea of leadership and consider a new perspective that ignites more impactful leadership results.

Building a Business and Creating a Brand

Victoria Rodriguez | 2020

Abstract

Building a thriving business takes a sound initial foundation and being adaptable to growth and change over time. There is room in the market for new and creative ideas and voices. Several innovative ideas can transform into a business. Some individuals only need additional guidance to begin.

This project took an existing business and readdressed its current strategy, updated its current business plan, and built upon the existing brand by adding a new service delivery branch with a new name. The new business entity explicitly focuses on business strategy and development consulting for new business owners/entrepreneurs.   Throughout the project, the goals revolved around strategic development, branding, marketing, and taking on new and initial clients. The project pulled from knowledge and experience obtained through coursework to create new business and potentially successful ventures.

Final Deliverables included: business plans for two businesses, marketing and strategic branding plans (including website development, pitch decks, and outreach plan), completed business development plans for four newly acquired clients to the consulting branch, and business resources looking for individuals who want to start a business.

Are You Ready for Gen Z?

Joel Simons | 2020

Abstract

Are You Ready for Gen Z? is a three-part seminar series designed to prepare modern organizations for the needs and nuances of their future employees. This seminar considers Generation Z as the disruptive generation through their integration of technology into all aspects of life and learning. Generation Z is coming to each organization over the next twenty years, so firms must adapt their strategies for employee recruitment, development, and communication.

Part 1 focuses on setting the stage for a multi-generational workforce. Generation Z is highly educated, achievement oriented, and concerned with social justice. They prefer virtual communication and desire a job that is interesting and engaging, but demand convenience and struggle with basic soft skills. Organizations must learn to trim the waste in their communication through visuals, technology, and hands-on learning to improve accessibility of content. Part 2 focuses on the development of Generation Z, who desire a culture of safety, fear making mistakes, and feel unprepared for their career despite extensive education. Generation Z is motivated by honesty, reliability, and commitment from their peers and supervisors. However, Generation Z desires recognition for their work and believes respect is earned rather than given based on an authority position. Part 3 pivots to transitioning your organizational communication strategy to one that Generation Z natively understands. Although Generation Z is a disruptor to communication, their tendencies provide organizations with an opportunity to modernize and streamline their communication strategies. In fact, changing the way you communicate allows leaders to convey large amounts of information in small windows of time and space.

Fear of Monday Morning: A Structural Perspective of Youth Un/employment in Africa and How to be Future-ready

Katindi Sivi | 2020

Abstract

Africa’s bulging youth population and the unprecedented levels of unemployment have been of significant concern. The corresponding youth programs are designed to fix the problem quickly, sometimes temporarily without addressing the structural factors that got the continent to this situation in the first place. As a result, the numerous ad hoc interventions enable Sub-Saharan Africa to register low unemployment rates, which grossly mask the unacceptable levels of unpaid labor, underemployment, vulnerable employment, and precarious informal work. The fundamental argument in this book is that goals and strategies that commit to sustained, inclusive, productive employment, and decent work for SSA’s young people cannot be achieved without fixing the foundational concerns of youth unemployment because the end result will still be solutions that are predicated on a fundamentally broken system.

The book in the first section takes a historical analysis, including the various socio-economic patterns over time, to establish some of the forces driving the problem. The second section explores various responses to youth unemployment and their effectiveness. The third section unpacks what it would take to get unstuck and become future-ready. The first strategic idea is to bridge the localized and glocalized ‘aspirational gap’ among youth by inculcating human, social, physical, financial, and identity capitals among them. The other idea is to implore development actors to move away from tragic neoliberal to inclusive development models. These models advocate for: (i) increased infrastructural development, (ii) a widening of the economic base by diversifying the mix of sectoral choices that if considered would catapult youths occupational choices and in turn help with increased labor absorption, and increased wage employment, (iii) the institution of social welfare programs to protect the most vulnerable in society, and (iv) empower everyone to participate meaningfully in economic development through human capital development. This book is written for the consideration of all development actors that exert their policy preferences on Africa. It is a call to the actors to reconsider their model of operation for the true realization of young people’s welfare.

Stronger People Leaders: A Leader Development Solution

Sarah Skidmore | 2020

Abstract

Stronger People Leaders is a resource designed for the 21st century business environment. A contemporary leader faces challenges of poor leadership, disengaged employees, employee retention issues, program funding, employee-manager relationships, and more. Stronger People Leaders is a pioneering leader development solution that offers practical, powerful, and positive insights for a learner to apply in contextually relevant ways. By focusing on the thinking and roles of a People Leader, a learner can maximize their potential, bolster their impact, and cultivate a positive human experience for themselves, their teams, and their organizations. Stronger People Leaders contains 10 lessons split between two primary sections: Section A – The Thinking of a People Leader and Section B – The Roles of a People Leader. Scalable for teams of any size, a learner engages in feedback-driven conversations and experiences that rely on reflection and connection as methods of learning. The four learning components of engage, discover, reflect, and integrate are infused each of the ten lessons. A learner experiences the powerful conversations that arise from the provided discussion prompts + potential points. A learner also experiences positive impacts such as greater awareness + learning + flourishing + engagement + development + relationships + connection. Learn more about bringing Stronger People Leaders to life in your context by visiting www.StrongerPeopleLeaders.com.

The Selection Process: Choosing Leaders Who Fit

Sherita Smith | 2020

Abstract

A troubling reality exists in organizational environments today in that many companies take for granted the seriousness of hiring the right leaders. To fill positions quickly, organizations often hire leaders in haste. They hire leaders based on a resume, a brief telephone conversation, or following a one-hour face-to-face interview with limited team or organizational exposure. These practices only scratch the surface and fail to assess candidates on their suitability within an organization or its culture.  Often, it is through painful situations that they find out that the wrong leader was hired.

Organizations should desire good leaders who fit within their roles, align with the organization’s culture, and bring value to their companies. Therefore, a more in-depth evaluation of leaders for organizational fit is necessary if companies want to hire the right leaders who get results and change the game. This manuscript encourages organizations to take a deeper look at the overall qualifications of leaders. As the way forward, organizations should spend time developing hiring processes that better enable them to choose the right leaders. This occurs by viewing leader qualifications from the perspective of fit.

Several fit theories, such as person-environment fit, person-organization fit, person-job fit, and person-group fit, are explored in this manuscript and are proven to have relevance in human resource practices. Each fit uses a distinct level of analysis and impacts organizational effectiveness in different ways. The use of each fit in the hiring process will help organizations think deeply about their methods of execution and how they bring leaders into their organizations. This manuscript helps organizations to uncover what it takes to hire the right leaders.

Genome Modification: Learning from the Past, Understanding the Present, Preparing for the Future

Andrea Stefanovik | 2020

Abstract

In our modern society, the medical and scientific fields are advancing swiftly, particularly in the area of genome modification, also known as genome engineering, or gene editing. An increasing focus is on gene editing for medical breakthroughs and patient interventions, as well as human genetic engineering to create the perfect human being; these aspects of genome modification are gaining world-wide attention and interest.1 Pharmaceutical organizations, both large and small, are competing to lead the way to new treatments for rare diseases and discoveries. However, although many advances have been made in research, in both in vivo and in vitro studies, the conclusive evidence of success is still to be fully explored in the clinical arena. The goal is to take the next step and use genome modification on actual human beings. The risks are high, but so is the need. However, if we embrace this challenge without fully understanding the risk, we will fail because we will not know what to do when something goes wrong. To move forward without considering possible unintended outcomes or the potential perils of human genome modification will set us up for failure at best, and loss of life at worst.

However, our society cannot hide from new discoveries such as genome modification due to ignorance, apprehension, and fear. Change must be embraced so it can be used to positively revolutionize the future. Nevertheless, for change to be successful, we must be willing to expect the unexpected.

Nothing in life is to be feared, it is only to be understood. Now is the time to understand more, so that we may fear less.

― Marie Curie

Leaders and scientists are standing on the precipice of new discoveries which will change lives forever. Although we have achieved mapping the entire human genome, there remain many unanswered questions and new challenges to be faced when dealing with human gene modification and its relation to disease interventions and treatments.2 To change the world and alleviate fear of gene modification, all associated and interrelated areas of genome innovation must be learned, discussed, and tested. We must learn from past mistakes, make changes today, take a leap of faith to transform the future, and be willing to face the future no matter the outcome. We cannot focus only on the positive aspects of genetic science. We must study the negative effects of what changing human DNA will do in the future and prepare for unexpected adverse effects which might not surface until generations later.


1Jamie F. Mezl, Hacking Darwin: Genetic Engineering and the Future of Humanity (Napperville, IL: Sourcebooks, Inc., 2019)

2Kevin Blighe et al., “Gene Editing in the Context of an Increasingly Complex Genome,” BMC Genomics 19 no.1 (2018).

Leadership from the Inside Out…7 Do-It-Yourself Steps to Grow Your Leadership Skills

Johnetta Thurston | 2020

Abstract

Some people desire leadership positions, while others have leader positions thrust upon them. Nevertheless, often after assuming a leadership role, one is left with questions such as, “What do I do now? Furthermore, what is a leader?” Effective and authentic leaders are needed in every industry and organization; they play a pivotal role in all aspects of society. Regardless of how leaders and leadership are defined, the fact remains that individuals are needed to move plans and projects forward; and at the center of leadership is the leader, the person that impacts and influences others.

Companies must attract and retain talent, and after attracting top talent, organizations are then tasked with developing those individuals into effective leaders. However, to become an authentic and effective leader, one must develop their unique abilities and utilize those gifts to live out their purpose, help others, and impact the world around them.

Leadership development continues to evolve and is not the responsibility of organizations alone. Gone are the days of people waiting for others to provide the tools needed to become an authentic leader. Leaders must take ownership of their development. Leadership From the Inside Out follows the leadership journey of the fictional character Jason McMillian, as he learns that leadership is much more than technical skills and giving orders. Readers follow Jason as he explores seven dimensions of leadership.

Additionally, the reader can utilize exercises and answer questions, through-out the text that will aid in personal leadership development. Whether a new leader or a seasoned leader with a desire to sharpen their leadership skills, the process requires an individual assessment, self-reflection, and hard work. Explore self-awareness, identify and develop a personal mission and vision statement, delve into values and discover how they drive decisions and behavior, outline strengths and weaknesses and perform a SWOT analysis, identify ethics, and finally assess relationships. Whether improving performance, positioning for career advancement, enhancing relationships, managing stress, or motivating a team, it all begins with growing your leadership skills.

Enemies To Leadership: The Complexities of Leadership & Lessons Learned

Kaenean T Warren | 2020

Abstract

Leadership is an honor and a privilege. However, it comes with many challenges and complexities. Many people look from the outside and covet the position. However, true leadership comes from the inside. It is a self-less and self-sacrificing role. Yet, leadership is a full-filling role to serve others. When  God calls and chooses one to lead then expect enemies to show up on the scene. Leaders have many enemies and then there is the enemy: Satan. Thus, enemies against leadership come in many forms. The Bible provides many stories of those who came against leadership. In this book I discuss the spirit of those characters in reference to their behavior and actions not the actual person. However, every challenging person is not necessarily an enemy. There are times a leader may be facing personality and character differences, sociocultural, and psychological issues such as emotional intelligence. The Bible gives us a blueprint for detecting and managing our enemies. As such, a leader’s ability to recognize and overcome enemies is the purpose and goal of this book for leaders and leadership.

Keywords: Leadership, Enemies, Amalekites, Judas, Betrayal

The Poetic Nature of Leading Others: An Evaluation of Organizational Relationships, Team Communication, and Leader Experience

Morgan A. Wells | 2020

Abstract

The relationship between organizational leaders and employees can flourish because of common knowledge, shared communications, and a leader’s experience level. Leaders and followers develop interpersonal connections and drive productive behaviors in the workplace. Organizational cultures offer a professional environment unique to a home or social setting. Leaders in this setting make decisions that influence employees across the entire organizational platform. Stakeholders contribute to the culture of their workplace in how they interact with others to share information. Understanding various system thinking perspectives of leaders can assist followers. Leaders should assist followers to motivate progress through their organizational journey. Leaders can integrate specific leadership strategies that aim to improve collaborative techniques. Engaging leaders prove to encourage diversely-talented, communicative teams. These positive results correlate with an increase of attention to sharing language and experiences.

As a writer’s poetic nature is displayed as they approach the design of their prose, a leader must encourage their team. A goal to improve the utilization of cross-collaboration and communication skills happens from strategic planning and elevated project management techniques. Such techniques should include planned goals to improve team performance and ways leaders can incorporate interactive communication systems with a collaborative mindset.

The purpose of this manuscript is to review organizational management literature and develop a framework for leaders to utilize interpersonal communication strategies to approach project collaboration. Through leadership and communication theory research, a Team Workmanship model emerged. This Team Workmanship model demonstrates how the “Whole Table Approach” effectively facilitates leader learning for the betterment of team communication skills-building and performance management. This manuscript will explore organizational relationships and team communication as they relate to a leader’s demonstrated experience. This document will illustrate lessons from leadership-focused poetic works to help readers impact their leader strategy within their organizational cultures. When finished reading this manuscript, leaders will understand the benefit of utilizing the Team Workmanship theory and the Whole Table Approach to practice team consulting or to improve team performance in any organizational culture. Lastly, leaders should utilize this manuscript to reflect on their current strategy and design new organizational plans to allow for the success this theory promises.


KEYWORDS: Organizational culture, leader-follower relationships; communication; interaction, team performance, leadership experience, collaboration, consulting.

Understanding Harmful Discrimination in the Church and Religious Organizations From a Biblical Perspective

Judy Williams | 2020

Abstract

The purpose of the seminar/workshop was to intentionally give participants an understanding of what harmful discrimination is in the church, and organizations look like from a biblical perspective in the 21st century. Dr. Martin Luther King Jr. once stated that “Sunday is the most segregated day of the week.” Therefore, the presenter of this seminar/workshop accomplished an informal qualitative experiment. The answer to the statement is correct. Once a Christian grows to a mature Christian achieving, God’s will in Jesus’ name. With facilitation from the Holy Spirit, there should be no such thing as harmful discrimination occurring in any church or organization. However, that is not the case. Leadership is responsible for teaching the congregation the way of the Bible. By doing an informal study by observation and voluntary working in one of the churches, it is apparent that individuals are either ignorant or intentionally trying to keep the member’s status quo with them versus us mentality. Individuals attending this awareness seminar/workshop may want to make a change in spiritual and personal life activities. Included are in-depth definitions. Along with illustrated examples of the distinct levels of discrimination from seminal authors such as the renowned professor Allport. It may be possible that by the end of this seminar/workshop, individuals and leaders will have a more detailed understanding of what harmful discrimination is and ways to alleviate it. The tools that will facilitate and alleviate harmful discrimination are the Holy Spirit, personal development and several other tools such as servant leadership. Also, to self-reflect to change the current behavior if the behavior is not in-line with that of the Lord and Savior’s purpose or will. It is recommended that leadership seek help with personnel development by seeking a coach or mentors. Here is an essential note in Scripture, Ephesians 4:17-18 New Testament Amplified [17] so then I say and solemnly testified in [the name of] the Lord [as in His presence] that you must no longer live as the heathen (the Gentiles) do in their perverseness [in the folly, vanity, and emptiness of their souls and the futility) of their minds. [18] their moral understanding is darkened, and their reasoning is beclouded. [They are] alienated estranged, self-banished) from the life of God [with no share in it: this is] because of the ignorance (the want of knowledge and perception, the willful blindness) that is deep-seated in them, due to their hardness of heart [to the insensitiveness of their moral nature]. Therefore it is imperative to engage in this seminar/workshop with an open mind.

2019

The Diversity & Inclusion Leadership Program

Natalie Aaron | 2019

Abstract

We live in a world where we like to believe that everyone is given a fair chance. A fair chance at education, family prospects, careers, and any other opportunities an individual desires. A world where human beings, regardless of physical features or where people are from or what they may think or believe, have limitless opportunities because most nations believe in such values as equality, freedom, peace, and unity.  However, while the promotion of equal opportunity and diversity is significantly higher than in past decades, research exposes an unequal reality in organizations across the globe.  While leaders recognize the importance of diversity and inclusion in organizations, real knowledge of diversity and inclusion and implementation are unsuccessful.

Trudy Bourgeois, President and CEO of The Center for Workforce Excellence, served as an inspiration for this DSL Final Project with her Huffington Post article “The Role of Education in Advancing a Diversity and Inclusion Breakthrough” (2018) where she discusses how diversity and inclusion initiatives need to be infused into schools at all levels, from elementary through higher education, if we want inclusive leaders and to build inclusive cultures in the workforce. Upon further research, there are quite a few diversity and inclusion certification programs and modules for seasoned management and executive leaders, but very few courses or programs for universities.  This prompted me to create The Diversity and Inclusion (D&I) Leadership Program.  The D&I Leadership Program consists of four, eight-week, online courses that build upon each other and intended for students at the doctoral stage. The courses prepare leaders to be at the forefront of D&I conversations and initiatives on the individual, interpersonal, departmental, and organizational levels.

The Church of Pentecost as a Transformation Agent: Employing Values, Kingdom Principles, and Change Initiatives to Transform Society

Henry Asante-Ghansah | 2019

Abstract

The Church of Jesus Christ as the Ecclesia visibly represents the Kingdom of God on the earth, and its role includes the transformation of society with values, kingdom principles, and change Initiative principles. This doctoral project analyses the definition of the The church as the Ecclesia under the umbrella of the Kingdom of God and its Policies and the empowerment of the basic knowledge of all believers. It evaluates the strategies of organizational change and presents a five-year vision plan and its implementation of the Church of Pentecost worldwide to transform society with global impact.

The Bible refers to Christians as called out ones from darkness into God’s marvelous light and organized into the body of Christ-an organization-Ecclesia. As the called-out ones, the Church is also sent back to the world to serve as a transforming agent likened to the properties of salt. Some Christians lack this basic knowledge and therefore are limited in the execution of their roles as transforming agents. As the District Pastor of the Church, Harrisburg District, The U.S.A., I present to the congregation a 5-year vision plan that spells out the transforming role of Christians as transforming agents of every aspect of society through values and Kingdom principles. Also, thorough implementation framework that details the different functional ministries of the Church and the shared five-years vision plan to equip the Church and to transform society.

Thinking Strategy For A Change Thinking Means Everything When Developing Strategic Initiatives”

Alan Bixler | 2019

Abstract

The complexities involved in thinking toward the development of a strategic change initiative are not only achievable, but they are definable. The following research and seminar compel definable processes with accompanied actions toward the end of creating a successful thinking-change initiative. These initiatives develop through four strategic realities. The first and second aspects involve strategic thinking which brings forth strategic meaning. aThe third and fourth aspects establish the groundwork for the strategic development and in turn successful and intentional strategic change. These realities include past, present, and perceived ultimate truths, creating the need for contemplative thought, critical analysis, and considered engagement to produce strategic outcomes.

The Bible confirms the power of thinking as it establishes a person’s whole being. It says, “For as he thinks within himself, so is he” (Proverbs 23:7, TPT).  Therefore, the basis by which the concept of thinking controls a person’s ability to initiate a strategic plan determines their entire strategic approach. Consequently, the power of thinking defines the whole person, and as a defining influence, thinking affects everything creative at the starting point of a strategy endeavor.

Whether the desired change initiative encompasses an individual, team, or organization, the reality of developing a thinking strategy must find consideration in the strategic process. Therefore, this seminar prepares individuals, groups, and organizations with the overall concept and sense of understanding a successful thinking strategy for a strategic change initiative.

The Church’s Cry for Leadership: The Blueprint for Leading

Rickardo Bodden | 2019

Abstract

Many people are placed in to leadership positions and do not have a guide to teach them what genuine leadership is and what it looks like.  The Church, especially, needs guidance and foundational teachings on what Christian Leadership is about and how to demonstrate it in a practical lifestyle.  The Church’s Cry for Leadership is essentially the blueprint for leading one’s life or organization.  It includes concrete information for the novice to the advanced professional.  The document concentrates on providing leaders with not only leadership theory, thoughtful insights, and personal hindrances to leading, but also on how the leader ought to be or become.  The inner-life, or the spiritual formation, of a leader is a major emphasis throughout the book.  For the Christian leader, it is not just about what one does, but about how one thinks, lives and develops.  Self-reflection and self-analysis is a main theme each reader is motivated to do.

Lenses: The Story of Gen Z

James Aaron Brown | 2019

Abstract

Generation Z, born between the years 1995 and 2013, is the newest generation to join the American experience. Unfortunately, Gen Z has higher rates of depression, anxiety, and suicide compared to any previous generation. Three areas that contribute to the mental health epidemic of Gen Z include smartphones and social media technology, parenting styles, and worldview.

Generation theory, developed by William Strauss and Neil Howe in 1991, received expansion in 1997’s The fourth turning: An American prophecy. Strauss and Howe’s theory lays out a framework that identifies four turnings or events in the American experience. The first turning is a high. The second turning is a spiritual awakening. The third turning is an unraveling. Finally, the fourth turning is a secular crisis. Strauss and Howe’s theory utilizes the four turnings to explain the formation of generations, their corresponding and general personalities, and the impact each generation has on the American experience.

First, generation theory provides predictable patterns that help leaders develop developmental strategies for Gen Z for the next sixty years of the generation’s lifespan. Second, leaders of various organizations must consider the majority of Gen Z entering their house of worship or place of employment have some level of anxiety and depression. Third, Gen Z is a generation that mentally and emotionally mature slower than previous generations due to smartphone usage and parenting styles. Gen Z also have lower levels of happiness as well as competing ideologies due to holding an American progressive worldview.

Finally, the solution for the crisis is for leaders of various organizations to incorporate cognitive behavioral therapy tools into their liturgical observations, curriculum, employee onboarding, and leadership development programs. Such tools involve breathing, visualization, muscle relaxation, and problem-solving tools. Ultimately, the goal of leaders is to help Gen Z gain emotional maturity not developed during Gen Z’s teen and collegiate phases of life.

Financial Literacy Seminar Series

Kimberly M. Brown | 2019

Abstract

The United States of America is faced with countless challenges, diseases, and epidemics. One of the growing challenges the nation is faced with is the increase in outstanding consumer debt. Unfortunately, properly addressing this challenge is often placed low on the list of priorities while the outstanding debt continues to rise. Home mortgages lead the pack in largest amount of outstanding debt and student loans trail behind as the second highest outstanding consumer debt. Student loans have become one of the greatest financial burdens Americans are facing and can be attributed, in part, to the lack of adequate financial literacy.

Debt does not have to be negative. However, debt unmanaged can breed a world of chaos and many Americans find themselves in a whirlwind of debt accumulation. Without proper knowledge, it is difficult for one to make wise decisions. Educating students before they incur debt is an invaluable lesson and may serve to be the solution to combat the growing consumer debt in America. To further evidence the need for financial literacy programs and the benefit such a course would be amongst high school students, a case study was performed within a public high school business class as detailed within. Based on the results of the pre-assessment and post-assessment, even an 8-hour seminar series proved to breed increased knowledge and understanding amongst high school students. It is time to sound the alarm on the growing debt crisis. Action must be taken to address this crisis and help alleviate the increasing debt problem in America.

Keywords: financial literacy, debt, education, crisis

Leadership Data Against Bullying (LDAB) Project: An 8-Point Plan That Eliminates or Manage Bullying

Angelita Buckman | 2019

Abstract

This research project taught bullying could be eliminated or managed when the Leadership Data Against Bullying (LDAB) project is applied. The formula uses an octagon (eight-point) plan to handle bullying. The plan involves four theories that teach individuals they can control and positively manipulate circumstances that predispose them towards bad behavior: a. Theory of Planned (TPB) prescribes individuals can change and control their behavior, b. General Strain Theory (GST)  teaches individuals to navigate strains/vices positively, c. Leader-Member Exchange (LMX) explains individuals will perform favorably when they are equipped, d. Social Control Theory (SCT) teaches moral individuals will not commit crimes. The next step proved servant and transformational leadership styles positively managed the bully. This research also showed implementing earlier education programs proved students would be hesitant to participate in bullying practices. Next, it was shown clinician’s involvement would have a profound impact on aiding the bullying epidemic. Understanding bystander responsibly taught individuals to intervene and help victims. Grooming upstanders were an excellent way to build more victim advocates. Next, it was shown individuals are less likely to bully when they are taught empathy and social skills. Lastly, research showed individuals are less likely to bully when they have severe consequences or made to pay higher fines. The research results from testing four targeted groups: pregnant parents, caretakers of children under 10, children under 10 and bystanders, proved this plan would have a profound impact in managing bullying incidents. Furthermore, the research showed why the congruent octagon formula worked, because each part is just as responsible as the other for eliminating or managing bullying incidents.

City of Things (CoT): Taking the SMART Approach to a Collaborative Future

Creston Burse

Abstract

Municipal governments and communities around the world face growing challenges that  directly impact their ability to reinvent their communities to compete and meet the rapidly changing demands of the 21st century. As cities once thrived and reaped the benefits in many urbanized areas across the country, today many of those same cities are drastically struggling to create significant new opportunities for social and economic development for all stakeholders and citizens. A smart city is a developed urban area that creates sustainable economic development and high quality of life.[i] In this manuscript, Mississippi, due to its conservative nature, rich history, grim statistics, and breeding ground for opportunity and progress, is used as a case study to provide a comprehensive analysis of the feasibility of implementing a SMART approach in an urban community. This paper explores several Smart Cities and their approaches to education, healthcare, policy and stakeholder engagement. This manuscript also explores the educational, healthcare, and political climates as well as stakeholder engagement in Jackson, MS.  Results of the comprehensive analysis showed that through stakeholder engagement, new radical futuristic administration, and innovative approaches to technology, Jackson, MS is poised to become a Smart city that can serve as the model for other Mississippi communities. Results showed that there are several strategies and approaches that have been implemented such as the ONELINE modern transportation project and a TechJxn conference sponsored by the city of Jackson. This manuscript offers recommendations for the city of Jackson to sustainability move towards a SMART city approach.

Abstract keywords: Smart city; Strategy; Mississippi; Stakeholders; Collaboration

[i] Business Dictionary. (2019). Smart City. Business Dictionary. Retrieved from http://www.businessdictionary.com/definition/smart-city.html

Moving Faith Forward: The Future of the Church in Uncertain Times

Karen Cress | 2019

Abstract

This curriculum, designed for three Continuing Education Units (3 CEUs), intends to help pastoral teams in America who want to successfully lead congregations toward an uncertain future to challenge their assumptions and biases of hindsight, insight, and foresight, and create a new road map to position their church for the future. The curriculum begins with patterns of the past and ends with patterns of the future organization. Participants learn new skills in historical mapping, designing Causal Loop Diagrams, completing both S.T.E.E.P.S. and S.W.O.T. analyses on their communities, completing a Business Model Canvas and a Value Proposition Canvas. Also, they will learn common business models, ending with evaluating their plans with organizational design’s goal evaluation tool and creating an implementation schedule to act on the roadmaps made throughout the course.

Toward What is Ahead: Elements of an Anticipatory Leadership Model

Joseph M. Davenport, III | 2019

Abstract

The art of leadership is as old as the existence of humanity on the planet and yet the challenges that modern leaders face appear to be richer, faster-paced, and more complex than ever. While many leaders find that merely keeping up with the demands of these leadership challenges is enough, premier leaders find ways to anticipate and avoid the problems that plague lesser practitioners of the art, rather than spend their precious hours developing remedies to situations that seem to have evolved out of thin air.1

This book opens with the age-old debate concerning whether managers or leaders better utilize the anticipatory tools essential to modern organizations. We take a look into existing models available to contemporary leaders, exploring their strengths and weaknesses and the commonalities between the models that allow leaders to “see” the future. The exploration continues laying out the framework for the development of the individual as an anticipatory leader.

The second section of the book focuses on the internal organizational forces which impact anticipatory leaders and their ability to apply anticipatory leadership. The third section explores external factors impacting the anticipatory leader, including a detailed look at the Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) environment and ways the anticipatory leader can meet and thrive its impact on corporate operations and strategies.

The book concludes with the framing of all three elements as they best fit the anticipatory leadership model, using a systems view of the anticipatory leadership model to provide the leader a visual for further insight into the systems thinking mode and demonstrate the interactions among elements in the model. As with any art, flexibility and adaptability remain indispensable for maximum model efficiency within the context of your organization.

1Steven C. Harper, “Timing-The Bedrock of Anticipatory Management” Business Horizons 43, Issue 1 (January-February 2000): 75-76.

Breaking the Cycle of Generational Poverty Using Integrative Leadership

Ted Davis | 2019

Abstract

The thesis of this book is that, to reduce generational poverty, communities must forge and sustain resilient, cross-sectoral partnerships using integrative public leadership models capable of producing significant social change.  The book examines the causes and perpetuators of generational poverty using two social change models—the structural-functional and the socio-psychological models. Secondly, the book defines and explains integrative public leadership for dealing with intractable problems.  Thirdly, the book offers recommendations for specific community leaders (e.g., mayors, school boards, business executives, social services executives, and government executives).

Generational poverty occurs when two or more family generations are born in poverty, and therefore, lack resources to move out of poverty.  There are four categories of the causes of generational poverty:  lack of tangible resources, spatial disadvantages, lack of social and political resources, and lack of economic opportunity.  These dysfunctions create an environment in which the impoverished learn to survive above all else.  People learn and pass to subsequent generations survival behaviors and perspectives such as strong present-time orientation with little ability for delayed gratification and planning, a sense of resignation and fatalism, low self-esteem and a sense of inadequacy, low esteem for education, and distrust of organizations.

Integrative or collaborative public leadership fosters collective action by multiple stakeholders from various sectors of society, such as coalitions, that work together for the common good.  The model brings diverse groups together and guides them in aligning efforts and resources to solve intractable problems.  The collective impact model created by John Kania and Mark Kramer has been used extensively and effectively, and this book examines two case studies to illustrate it success.

A Leadership Strategy: Been There and Done That!

Sharon Downey | 2019

Abstract

Our society is in need of ethical leadership right now. Organizations’ leaders are struggling with their identity, not knowing their leadership style and methods for effectiveness. It takes ongoing self-examination and awareness for authentic leadership development. There is not a final arriving point in leadership, only a continuous understanding point.

However, organizations are promoting emerging leaders into specialized positions based on their higher education. Organizations have expectations that emerging leaders will master leadership from on-the-job training, which can lead to early failures in their work life. Leadership is often not taught, but experienced in a challenging manner within organizations.

Therefore, organizations must do better with their emerging leaders’ growth and development through investing in an onboarding strategy. Leadership is time-consuming, and it requires a strategic plan for leaders to be successful.  This manuscript, titled “A Leadership Strategy: Been There and Done That,” is a guide for emerging leaders and those in a leadership role.

It provides leadership direction in nine different sequential building blocks. (1) Leadership: Position vs. Process is an introduction to perspectives of leadership—both stances of position and stances of process. (2) Having a Leadership Mindset is an introduction to leadership thinking as part of developing a leadership stance. (3) Leadership Development is an introduction to practices that can support leadership styles, such as mentoring, coaching, and consulting. (4) Leadership Effectiveness is an introduction to practices that can develop and improve the overall effectiveness of leaders. (5) Measuring Leadership Effectiveness and Efficiency is an introduction to methods and tools to measure and support leadership effectiveness, such as leadership index, 360 feedback, and instrument tools. (6) Challenges in Leadership is an introduction to some challenges for leaders, along with solutions for overcoming challenges. (7) Diversity in Leadership is an introduction to diversity that confronts leaders daily in the business sectors, providing insight on how to have openness to others’ opinions and values. (8) Faith in Leadership is an introduction to Christianity, faith and servant leadership in secular organizations. (9) Pearls of Leadership is an introduction to the rewards and benefits of good leadership, making a difference and changing lives within organizations. The manuscript advocates leadership philosophy and its real-world usage within organizations.

Not Too Big to Bow: Using God’s Plan to Bring Out Your Inner Parent Leader

Deloris Freeman | 2019

Abstract

Do you want your children to be kind, concerned about the world around them, and motivated by Christian principles? The answer that most parents would shout is an astounding “yes!”. Most parents don’t realize that they can use their influence and leadership role to develop their child into a leading adult. Some parents are merely left to figure it out how to confidently raise their babies to be adults. As a mother of three now adult children, Deloris Freeman has learned and continues to learn a lot about parenting. Throughout the course of her studies in Strategic Leadership, Deloris has identified a clear parallel between parenting and leadership. Parenting is one of the most practiced forms of leadership – offering daily opportunities to teach and influence people along with the excellent opportunity to witness the outcome of that leadership over time. With her oldest child being thirty-one, Deloris shares compelling personal experiences and research where she was able to recognize and cultivate the leader within herself to the benefit of her children; and now she’s ready to share to the benefit of you. Not Too Big To Bow will bring the parent eye level with their child so that they can see things from the child’s perspective. The manuscript focuses on empowering the parent to take on their new role with confidence being fully equipped to raise their children to be leading examples.

The original intent of God was for Him to be in every home. The way He does this is by instructing us in His leadership principles to reproduce who He is in our children. Through one parent at a time, raising one child at a time, with godly leadership principles, we can eventually achieve the original intent of the Father. Not Too Big To Bow provides the opportunity to learn and integrate Biblical principles with research and strategy for the simple objective of improving the quality of parent leadership to individuals who inhabit this earth by way of the God-like tenets. Not Too Big To Bow is a captivating story of a mother that has humbly nurtured her children’s needs, and groomed them to success by leading. Not replace the Bible as the number one manual, this manuscript serves as a manual on how you can use your leadership style to guide and help your child identify their style so they can be prosperous and productive leaders.

Coaching for Succession Planning – The Holistic Approach

Naomi S. Gooden | 2019

Abstract

Business continuity in organizations is crucial in today’s environment. Organizations must be able to continuously provide products and services to consumers despite events that may impact the organization. Leaders should ensure the right talent is in place to perform as people transition in their roles. To develop talent, organizations should promote a culture which embraces coaching. To begin a holistic approach to coaching, organizational leaders should understand what coaching is and what is the importance of developing succession plans to keep operations seamless in the midst of internal and external environmental shifts. Succession planning plays a critical role in any organization’s success. As organizations move toward developing their succession plans, they should examine the knowledge, skills, and abilities of individuals that are ready to move forward in the near or distant future. One of the main objectives of succession planning is to maintain business continuity during changes in organizational leadership. Coaching new leaders to become successors is a continuous journey which allows new leaders to be trained and developed to think critically and build strategies for their next steps as future leaders. On this journey, strategic foresight can be used to generate awareness of the external environment and how it affects the organization’s operations and leadership. Innovation and creativity is another step in leadership development, which allows leaders to engage new roles with confidence, autonomy, and innovations that aligns with the organization’s mission and vision. Leaders who desire to coach should be willing and ready to build a relationship with future leaders to help them unlock their hidden talents and move forward.

Coaching Police Leaders in the 21st Century

Gerald D. Green, Sr. | 2019

Abstract

Today, more than any other time in our history, America’s police are in need of effective leaders and leadership teams with progressive and realistic visions for success. Almost on a daily basis, with the help of technology, we hear or read instantaneously, via social media, how some police officers violate their duty as public servants by not serving with professionalism, integrity, accountability, and the preservation of individual constitutional rights. And not only that, but we see it occur firsthand. When this happens, it paints a negative universe of police officers; police leaders find themselves in a myriad of triaged critical meetings, enhanced public scrutiny and negative media attempting to mitigate the dilemma at hand. This leaves them with little or no time dedicated to generating preemptive ideas and options to solve these problems before they happen. Police leaders need to identify creative solutions to help improve performance that starts at the top and cascades down to the rank and file. Police leaders need coaching in their arsenal.

Coaching is that necessary leadership tool to help enhance performance improvement. Coaching has been viewed by some as punitive instruction for performance improvement needs, but rather it is nonpunitive. Coaching is also not teaching, because teaching is a one‐way communication. Coaching is a two‐way communication process. The person being coached decides their own personal and organizational objectives. In other words, the person being coached (the learner) delivers their own results. In turn, the coach provides encouraging feedback which allows the learner to adjust his/her actions as needed over and over again. This process is an ongoing dedicated process which will continue until they, the coach and learner (or the team) agree they have achieved or reached the expected outcomes. It is a reciprocal relationship between the coach and learner.

Coaches have a distinct and important role, but the person being coached (the learner) is the one who creates his or her plan of action. The coach helps the learner diagnose what is going on in the problem areas of his or her organization. Through this process, the learner can find out what can be improved and how to improve it. In coaching, learners are the main players who thrive to improve their skills as much as possible by listening to reflections or advice from coaches, while coaches facilitate learner performance improvement. As a process, coaching becomes the foundation for improved performance, enriched feedback, and a culture supported by feedback flowing 360 degrees and inclusive of all personnel – direct reports, peer to peer, and then back up to management.

Recruiters’ Transition to a Future-Focused Method of Hiring from 2030 and Beyond

Chalette Renee Griffin | 2019

Abstract

This innovative book makes an intellectual case for recruiters in the United States to abandon the popular traditional recruitment model and past performance premise in finding and qualifying candidates for employment, due to the anticipated exponential growth in computer and technical jobs from 2030 and beyond. Although the traditional recruitment model and past performance premise have brought a level of success to recruiters in the past, the model and premise are now too linear and unalterable to keep up with the anticipated technical job growth. Macro-environmental trends such as a shrinking U.S. labor pool, a decline in U.S. birthrates, retiring baby boomers, technological advances and changes to the U.S. immigration process, are forces which impede recruiters in finding and selecting talent to fill computer and technical jobs.

As a result of the macro-environmental trends, recruiters must transition to a forward-thinking new hiring model called the Recruiters’ Insight, Experience, and Competency (R.I.E.C.) Model. The R.I.E.C model pronounced as ‘Rike,’ is a six-component, customer-focused, engagement model integrated with foresight techniques, tools, and competencies, such as the STEEP analysis, horizon scanning, and anticipatory management, to help the new age recruiter find and select talent in a global and technical world. The R.I.E.C. model serves as a forward-thinking tool which keeps recruiters relevant by having a continuous link to the external environments without using past performance as an indicator of future performance in qualifying candidates for jobs.

The research also fuses global trends data and forecasts using the International Futures (IFs) Model to illustrate how the external shifts will impact the method in which recruiters find and qualify candidates for computer and technical jobs. Overall, the ‘how-to’ book provides practical approaches for HR and recruitment professionals to utilize right now to anticipate and respond to macrotrends to protect and position their internal and external customers for the future.

I Am STEM, STEM & Leadership Academy

Kim R. Grimes | 2019

Abstract

For years now, girls and women have been and still, are the critical missing part in STEM. Something is seriously wrong with this picture. While women fill almost half of all jobs in the U.S. economy, yet women hold less than 25% of jobs in STEM fields. 1 “Women who do receive STEM degrees are less likely to work in STEM jobs than their male counterparts.” 2 The fact is only 3 out of 100 female students working toward a bachelor’s degree, will be working in a STEM job ten years after their graduation. 3 The numbers are even lower for women of color; Latinas and Black women hold only 1% and 3% of STEM jobs. 4 Although American women dominate the workforce, where are the women in STEM?

It is no secret, nor should it be surprising to learn that women, especially women of color, remain severely underrepresented in science, technology, engineering and mathematics education, and career fields. 5 With women notably being a dominating force in the U.S. workforce, “Where are the women in STEM?” More importantly, where are the girls and women of color in STEM? Is there a conspiracy that is preventing minorities access? A quick peek into the classroom may assist in finding an answer. Unfortunately, American public schools have not been as successful with educating historically underserved students in math and science than they have with middle-to-upper income and White students. 6 African-American youth and Latino youth are disadvantages when it comes to access to resources and programs.

Nothing is more important than investing in tomorrow’s leaders today. Providing the  I AM STEM curriculum to girls in the 8th – 12th grades, who are from economically disadvantaged and underrepresented populations is an investment in our future. The I AM STEM curriculum created to open doors providing girls with options. Options such as to break the cycle of poverty and live above the poverty line; opportunities to explore the possibilities that exist outside of their communities; and options that will allow each girl to give back to their communities and make a difference in our world. My expertise in STEM and Strategic Leadership will be woven through seminars, workshops, creative projects, hands-on activities, presentations, and excursions. The success of our young people is vital to our success as a company. I AM STEM invites  young girls of color, living in low-income communities, who are unaware of STEM education and careers, be a part of a ground-breaking program that empowers participants   to become powerful “Uncommon Leaders.”


1 Beede, D., Julian, T., Langdon, D., McKittrick, G., Khan, B., & Doms, M. (2011). White Paper Women in STEM: A Gender Gap to Innovation. SSRN Electronic Journal. 10.2139/ssrn.1964782.

2 Ibid.

3 ACT. (2015). White Paper The Condition of STEM 2015 [PDF document]. Retrieved from http://www.act.org/content/dam/act/unsecured/documents/National-STEM-Report-2015.pdf

4 Ashcraft, C., McLain, B. & Eger, E. (2016). White Paper Women in Tech: The Facts. National Center for Women & Technology (NCWIT).

5 Color, G. F. (2017, January 09). Retrieved March 19, 2019, from https://www.grantmakersforgirlsofcolor.org/resources_tags/education-schools/page/9/

6 Google Inc. & Gallup Inc. (2016). White Paper Diversity Gaps in Computer Science: Exploring the Underrepresentation of Girls, Blacks, and Hispanics [PDF document]. Retrieved from http://goo.gl/PG34aH

Foundations: Principles for Ethical Decision-Making

Aldeana L. Harris | 2019

Abstract

Decision-makers from the personal to the professional and townships to global organizations grapple with the after-effects of decision-making approaches. There is much discussion regarding ethical decision-making and appropriate social constructs for what theory is best. However, people do not give enough bandwidth to how actually to make ethical decisions. Foundational Principles for Ethical Decision-Making (FP-EDM) is a systematic process to guide ethical decision-making efforts. The FP-EDM was developed not to guarantee 100% accuracy in decision-making efforts. The FP-EDM was developed to help make sound ethical decisions. The Foundational Principles for Ethical Decision-Making (FP-EDM) is a values-based approach founded on the Cardinal Virtues of prudence, temperance, justice, and fortitude. The four elements of the FP-EDM are 1) Be Wise, 2) Be In Control, 3) Practice Impartiality, and 4) Be Bold. It is a life-long learning process that focuses on the whole individual in every area of their lives. Practitioners of the FP-EDM will gain insight on not only what one ought to do, but they will also have a clear and rational understanding of why behaviors are or are not acceptable. The Foundational Principles is a tool to transforms one’s life, to model moral behaviors, it breathes life and focus to those who chose to use it to help shape their lives. The Foundational Principles has the holistic objective of creating individuals who find joy in life knowing they act in a way to do the greatest good.

The Unification Project: A Compelling “Roadmap” for Independent Churches to Celebrate Their Diversity While Coming Together for Joint Efforts

Adam Hirschy | 2019

Abstract

The Unification Project presents a values roadmap for Spirit and faith-filled independent churches across Iowa to come together for joint efforts through collaboration. Through coming together, the churches can solve problems and ignite a passionate unified plan to become relevant once again in the state. The project incorporates local church assessments to determine current and preferred future values and culture. Cumulative results determine the status of current and future statewide preferred values and culture among respondents. Aligning value forces creates opportunity for like churches to consider joint efforts. Consideration of value force dynamics reveal issues for those working with “like” churches. Greater long-term opportunity is available to those churches who understand their values forces yet collaborate with churches different from them. Church diversity is celebrated. Coming together through understanding each other’s value diversity allows the strengths of one church to complement the weaknesses of another. This unity also brings glory to God.

21st Century Leaders Leading Leaders

Monica Hockaday | 2019

Abstract

The ability to recruit, retain, and lead elite 21st Century sworn and non-sworn law enforcement leaders has become an increasingly challenging task.  To be a success, today’s law enforcement leaders must take an in-depth look at what leadership looks like in 21st Century law enforcement agencies. This leadership seminar on the vital roles leaders’ individual leadership styles, cultural differences, and generational categories play in the leadership of others is critical to the future success of law enforcement. It provides specific insights on how leaders can recruit and retain top sworn and non-sworn law enforcement leaders.  This seminar will equip today’s law enforcement leaders with the tools and knowledge to help leaders better understand attributes that contribute to the way 21st Century sworn and non-sworn law enforcement leaders communicate and interact with others. This seminar will also assist with the recognition of conscious and nonconscious traits and behaviors that influence the way today’s law enforcement leaders make leadership decisions. Finally, this leadership seminar will provide the leadership skills and necessary recommendations to ensure that individuals’ leadership styles, cultural differences, and generational differences are always considered a priority in the recruitment, retention, and leadership of today’s top 21st Century law enforcement leaders.

The Early Church: The Forerunners of Social Innovation and Entrepreneurship

Reggie Hubbard | 2019

Abstract

We are currently amid social innovation. Politicians, economists, and social scientists tend to use buzzwords such as a demographic change to describe our current social environment, but, at the core, it is social innovation. Social innovation refers to innovative activities and services that are motivated by the goal of meeting a social need and that are predominantly diffused through organizations whose primary purposes are social. The Early Church provides us with great examples of social innovators and entrepreneurs. For this reason, among others, the Early Church will serve as our featured context for this manuscript.

This manuscript aims to answer the following questions: What is Social Innovation (SI) and Social Entrepreneurship (SE)? What were the spiritual and non-spiritual innovations used to promote social change? Who were the social entrepreneurs in the Early Church and what specific character traits did they possess? We will now explore the innovations used by the Early Church as they made their mark in this world and provided us with our earliest forms of social innovation and social entrepreneurship.

The ChosenGenn App: A Serious Game for Church Discipleship

Vania Huggins | 2019

Abstract

With many dependent on their mobile devices, they are now a part of their everyday lives and integral to the way they connect with others, look for information, and play.  Presently, a single biblical-learning app with a one-size-fits-all solution for the needs of adult learners does not exist.  ChosenGen bridges the gap between discipleship training and technology by innovatively creating an atmosphere focused on communication, creativity, collaboration, and critical-thinking.  Filled with biblical lessons, divine adventures, and biblically-based spiritual battles, this app is designed to serve as the ultimate Christian training guide to a deeper relationship with Christ.

The ChosenGen app will be a major aid to churches and groups by being a formal and comprehensive discipleship program and has opportunities to prepare future leaders in ministries as well. It will help learners be bolder in speaking life through scripture, more confident in applying His Word to their lives, and stronger in their faith.

The Believer’s Journey is where it all begins. It is the ultimate Christian training guide to a deeper relationship with Christ. This epic journey begins with small steps. In Basic Training, learners are called to service and will be armed with foundational principles to help them explain what they believe and fight the devil. Go deeper in Advanced Training, where they’re called to sacrifice. Learn how to speak life while disciplining others in real life and how to deflect the fiery darts of Satan when he targets specific areas of their life. As they go further in their walk with Christ, they’ll discover sidekicks on their adventure.

Explore other areas for lessons on biblical stories and characters, church history, and personally-added content. With thousands of levels and over 10 different review games, gaining more biblical knowledge has never been more fun! Replay levels to get a higher score and increase in rank. Step outside the game for real life application to achieve the highest rankings in the game.

Of course, the ChosenGen app isn’t for everyone. Learners will only succeed in the real spiritual war if they are committed and determined to grow in wisdom by applying what they learn. LEVEL UP IN REAL LIFE with ChosenGen!

Be the Leader—Dream More. Build Teams. Stay Focused. Move Forward

William Isaacs | 2019

Abstract

There is a lot spoken and written about leadership these days—both the absence and impact of it on today’s society and life in general.  We use the term loosely at times and like other words such as “beauty”—we don’t honestly know how to describe it, but we know it when we see it.  Yet, there has perhaps never been a time when genuine leadership has been more needed.

Robert Hargrove writes, “…life goes on at the same petty pace until a leader steps onto the scene and takes a stand that a difference can be made.  There is little difference in the way the world thinks, acts, or becomes until leadership becomes a catalyst to the moment.”  Hargrove continues, “I have observed in my work…that it’s generally only a handful of extraordinary people, who dare to see and hear the call of leadership concerning pressing human needs or wants and mobilize people to bring about the introduction of a new order of things.

What if more leaders were available to change the moment and inspire others to achieve life change?  What would the world be like if more people answered the call to leadership? Be The Leader is a call to action for you, the ministry or organization you lead.  God’s kingdom work demands focused, able and obedient persons to step forward and answer the call to lead.  You can make a difference…NOW!

Leading Project Stakeholders with Grace

Velma Jackman | 2019

Abstract

Grace, as defined by Merriam Webster, is the state of acting and thinking with kindness, courtesy and thoughtfulness.  For project managers, grace relates to quiet confidence, calm demeanor under pressure, and the ability to bring many work streams and diverse audiences together for a successful outcome.  Grace encompasses the importance of adopting a transformative servant leadership mindset which engages stakeholders in projects using the stakeholder perspective along with the project leadership’s perspective. Grace also supports project leaders who must tenaciously work towards a project’s outcome while facing obstacles, setbacks, human transition and change.

This course explores the theory and practical application of grace-based stakeholder engagement and advocacy-based leadership specifically for projects that are transformative, complex, and have lasting impact on society or the environment.  Participants will explore theories of stakeholder management, human transition, and the impact of culture, power and systems to stakeholder engagement.  They will also examine advocacy-based leadership methods and how they align to inclusive stakeholder engagement and transformative project management.

Charity For Life Ministries’ Bridging the Gap Workshop

Georgina E. Johnson | 2019

Abstract

Not afforded the benefit of learning how to tie Christian beliefs and principles to everyday conduct as an individual, family and community member, and an employee, many believers struggle to live with purpose, joy, and appreciation of the gift of life.  Reaching out to and seeking aid from inspirational gurus, media hosts, and new age thinkers, followers of Christ are searching for fulfillment outside of Christian doctrine in hopes to find meaningfulness in how they function daily.  Limited but not stagnated by once-a-week sermons, bible studies, and occasional retreats, they require an extension of learning objectives connecting to a practical means of establishing deliberate and focused plans for Christian living outside of the church environment.  The Charity for Life Ministries’ Bridging the Gap Workshop will guide participants in the process of discovering everything good God equips believers with to do His will and a plan for accomplishing His call (Hebrews 13:21).

The vehicle that transforms a believer’s conduct from a separation of spiritual and secular into the wholeness of Christian practices across all implied and humanmade boundaries is the workshop’s 5Cs (Consciousness, Contemplation, Construction, Commitment, and Conversion) of Change and Development.  The Bridging the Gap Workshop provides a way for participants to link Christian beliefs and principles to their everyday conduct in order to help them live with purpose, joy, and appreciation of the gift of life. This well-designed, professional, and comprehensive workshop is intended to aid people in connecting their beliefs to their behaviors as they function where they live and work.  The workshop outcomes include renewed and refreshed commitment, draft or final vision statement, mission steps toward the vision, resume of life, and a personal and professional strategic plan for accomplishing goals.

A Great Work in You:  A Manual for Newly Assigned Pastors

Wendell Jones | 2019

Abstract

The faith-based call to pastoral leadership can be an overwhelming journey.  In some cases, the appeal to ministry is unclear, causing one to feel inexact, inadequate, or ill-prepared to undertake such a vocation. Regardless of the challenges that new pastors may face, knowing that there resides within all persons a great work waiting to spring forth, can be the difference in the success or failure in ministry.  New pastors do well to address certain  aspects of their call before entering into ministry, such as; understanding the sense of call, accepting the call, realizing what constitutes the call into pastoral ministry, being aware of what others may expect from you, understanding the theology of leadership, as well as understanding and dealing with burnout. A Great Work in You: A Manual for Newly Assigned Pastors, enlightens unseasoned leaders by bringing forth both clarity and awareness for the journey that lies ahead.

Seminar: An Introduction to Leadership Fitness, Financial Fitness, Physical Fitness, and Spiritual Fitness

Lee Kind | 2019

Abstract

Seventy-two percent of the U.S. population experiences financial stress. 1 Forty percent of the U.S. population is obese. 2 Because of the lack of personal financial fitness and physical fitness, corporations are experiencing declining productivity, confronting higher absenteeism, suffering from lower morale, and unnecessarily increasing operating costs. 3 The status-quo of organizations taking a hands-off approach to employees lives outside the organization is no longer working; there now exists both a personal and professional reason to improve leadership fitness, financial fitness, and physical fitness of employees at work and at home. To overcome poor financial and health fitness requires leadership development skills, decision-making skills, and critical thinking skills people lack along with providing a supportive social environment to bring about lasting change.

If an organization invests in its people and coaches them on leadership fitness, financial fitness, and physical fitness, the organization will gain a competitive advantage against its peers. Leadership fitness is essential to bring about lasting, positive change as leadership influences others to achieve by providing purpose, motivation, and direction. 4 As an added benefit, the leadership development prepares people to lead more effectively in the core business areas as well.

The leadership fitness, financial fitness, physical fitness, and spiritual fitness seminar addresses the fitness problems mentioned above as well as ties in the spiritual dimension to support developmental aspects. Additionally, the seminar opens the door for follow-on learning with coaching and tailored seminars to help organizations and families become more effective leaders in all aspects of their lives. The health of our families, our organizations, our churches, and our nation are at stake. Statistics and God’s Word show leadership fitness, financial fitness, physical fitness, and spiritual fitness are intertwined. The only way to make a positive difference in our society is to build a relationship with people, help them understand their problems, provide potential tools to empower solutions, and then help develop a community to embrace positive change.

 

1 American Psychological Association, “Stress in America: Paying with our health.” www.apa.org/news/press/releases/stress/2014/stress-report.pdf (2014).

2 N. Christakis, J. Fowler, “The spread of obesity in a large social network over 32 years.” New England Journal of Medicine (2007): 357(4):370-379.

3 Brian Nelson-Ford, A workplace financial wellness program. Benefits Magazine (Dec 2017).

4 U.S. Army, Military leadership (Washington, D.C.: U.S. Army, 1990).

Tackling Corruption in Africa: Anti-Corruption Solutions Beyond 2030

Annah K. Kyoya | 2019

Abstract

This book presents a contextual perspective of corruption and its impact in Africa, where 48 of the continent’s 54 nations have their Corruption Perception Index (CPI) below 50%. Although corruption is not solely an African problem, it is speedily eroding the continent’s political, social, cultural, ethical, and economic asset bases. Considering that the ten most corrupt groups and institutions in Africa are leaders, substantial liability for this disturbing trend rests primarily on their shoulders. In this book, therefore, the author makes an urgent call to leaders from all spheres in the 54 African nations to confront the challenge of corruption and redeem the continent from what has become its worst foe.

In a non-linear, non-traditional, and practical approach, this book recommends six anti-corruption solutions intended to equip African leaders and their nations to tackle corruption beyond 2030. Presented in an acrostic word “ATTIRE,” the six anti-corruption solutions are choreographed as Alliances, Team millennials, Technology, Innovation culture, Religiosity and Spirituality in the Workplace, and Ethical leadership. The book presents this proposed “ATTIRE” as an appropriate tool for African leaders to put on as they endeavor to tackle corruption in the continent beyond 2030.

Effective Leadership: Top 10 Areas Every Christian Leader Should Consider 

Jonathan Lotson | 2019

Abstract

There is without question a plethora of leaders. However, not ever leader is effective according to God’s design. This book highlights the importance of effective leadership, with a concentration on ten key areas. This book deals with the importance of self-care, strategic foresight and direction, accountability, systems and structure, innovation, the need to suppress the ego, proper placement, the importance of assessments, how to stay relevant, and the importance of succession planning.  An organizations success is strongly connected to its leader(s). Hence the need for leaders to be effective, which is a process that starts internally. As leaders evolve God’s way internally, they are then able to foster a culture in their organization that breeds success according to God’s design. Leaders must never try to meet the world’s standards and forget their Kingdom obligation to God by chasing worldly success and neglecting God. This book also highlights the fact that Effective leadership must be driven by God’s idea of success and not the culture. After all, God desires that the Church influences the world and not the world influencing the Church.

Christian leaders should provide effective leadership to their organizations, churches, denominations, and the world, and the ten topics highlighted in this book will assist leaders in their pursuit of effective leadership.

Leadership Development: Leveraging Leader Competence Models in National Statistics Organizations

Norah Madaya | 2019

Abstract

Leadership development is imperative in the odyssey of delivering quality statistics and can be a critical impediment to innovation and technological agility. Most National Statistics Offices (NSO) in developing countries minimally utilize competence related data for leader development. More dependence is inclined to traditional performance appraisals, supervisor ratings and individual achievements, and less on competencies that drive organizational productivity and improvement. Leadership competencies are an indispensable ingredient in the increasingly changing socio-economic, uncertain, competitive and technologically advanced global society. Agile competent leaders and enduring strategies are vital in NSOs for negotiation and sustainability of smart partnerships, resource mobilization and engineering statistical system coordination to drive transformation in the data ecosystem. Interconnections between leadership and organizational culture define the relevant competence model for any NSO to address internal and external challenges including how to satisfy user needs. The project draws from the Tanzania, Kenya and Uganda Public Service competence tools, a Leader Competence Model (LCM) prototype that may guide leadership competence development and position the NSO to address the changing global initiatives. The NSO LCM prototype underscores six key leadership capabilities namely: strategy; knowledge; people management; communication; innovation and integrity, supported by the 360-degree feedback modality to steer competitive statistics organizations.

Journey to Servanthood: Anchored in Servant Leadership Intelligence

D’Etta Martin | 2019

Abstract

Servant leadership is an ideal leadership philosophy for any leader and should be a necessity for ministry leaders. Ministry leaders are held to a higher standard as they are to emulate Christ-like attributes. Jesus provided the framework, and servant leadership is the methodology that fits the schematic. Becoming an effective ministry leader involves modeling a Christ-like leadership style. There is a sharp distinction between leadership and management, and a wise ministry leader understands the difference. Servant leaders believe there is a time to lead and a time to follow. The most effective way to ignite creativity and passion in people is to lead by serving. Servant leadership is built on specific tenants which help promote the development of others. Knowing the term “servant leader” does not equate to being one. Mastering servant leadership requires a unique skill set and mindset. This project explored seven types of intelligence needed to be an effective ministry leader. A concept known as Servant Leadership Intelligence (SLQ) was formulated and included: leadership intelligence (LQ), emotional intelligence (EQ), humility intelligence (HQ), moral intelligence (MQ), cultural intelligence (CQ), adversity intelligence (AQ), and spiritual intelligence (SQ). Possessing all, not just some of the seven intelligences will equip a ministry leader to successful lead and follow.

This project was presented in a three-day classroom format for ministry leaders. A 35-minute foundational video served as an introduction to the classroom training. Participants received homework assignments to ensure engagement, self-reflection, and self-discovery.

An Analysis of the Impact Nonprofit Organizations have on Metropolitan Communities

Mayria Morris | 2019

Abstract

The Nonprofit Organization (NPO) sector in the United States, at times, have had a perceived negative stereotype; however, many are of critical importance and value to their surrounding communities.  “Literature on low-income communities has hypothesized that the number and mix of nonprofit institutions located in a neighborhood influences its wellbeing and future prospects…” (Haynes, Kingsley, Slackwood, & Pollak, 2015, p. V). This positive influence can be remarkably significant in metropolitan communities, yet there is scant empirical evidence to support claims of community empowerment of NPOs. This research seeks to highlight the significant impact NPOs have on urban communities as a valuable resource. When studying the effect of NPOs in this specific community the major finding concluded NPOs were a significant resource, asset, and advocate in the communities that they serve. A unique trend uncovered in the available literature suggests that Social Enterprises are a substantial contributor in the Nonprofit (NP) sector due to its innovative and contemporary approach to solving social, cultural, and or environmental issues. The analysis will showcase through the use of theoretical evidence and some empirical evidence that NPOs provide substantive community contributions. First, the manuscript will examine what current literature offers on NPOs impact in urban communities for the last twenty years. Next, the analysis will review the several types of nonprofit organizations and their classifications. Then, it will focus on the positive influence nonprofits have on urban communities. Lastly, the report will conclude with an emphasis on how Social Entrepreneur Leaders and nonprofit Social Enterprises are successfully addressing social issues in metropolitan communities.

Leadership Sabotage: When Story is More Powerful than Reality

Jennifer Murray | 2019

Abstract

There is an expectation that churches be healthy. The experiences people endure time and again prove that church health is all too often idealized instead of realized. While the true adage “pastors are human too” sets the stage as a reminder of inevitable and reasonable shortcomings, it does not indemnify against the need for robust self-leadership. In many cases, the story of who we are preempts the reality of who we are in real-life leadership situations. This book explores the unintended ways well-meaning pastors may be setting themselves up for a fatal leadership crisis orchestrated by none other than the one who would most like to avoid catastrophe—the pastor. In Leadership Sabotage, you will be challenged to look at reality from a fresh, new, and invigorating perspective that builds for the future. This manuscript extracts leadership lessons that when applied will help pastors thrive in building the church they see in their future.

Designing and Establishing a Leadership Consulting Firm in Vietnam

Phuoc Nguyen | 2019

Abstract

Since the Vietnamese government initiated economic reform and innovation in 1986, Vietnam’s economy has been growing, developing, and taking off stably. Moreover, foreign investment and domestic investment are increasingly flourishing. These lead to a very high potential demand for leadership consulting services. Since 1986, Vietnam has applied and operated a market economy from a subsidized centralized economy. So far, many domestic and foreign management consulting firms and management systems consulting firms have provided consulting services in Vietnam.

Nevertheless, in terms of leadership consultancy, there is no leadership consulting firm operating in Vietnam. The purpose of this document to describe the process of and designing and establishing a leadership consulting firm in Vietnam that includes a business plan. The approach consists of choosing a head office’s location, naming leadership consulting firm, providing kinds of leadership consulting services, implementing business registration, creating a leadership consulting brand, expanding the leadership consulting activity networking, opening a business banking account, planning for taxes, setting up the business accounting, getting the business insurance, writing the value proposition, designing a business structure, and writing a business plan.

The author hopes to establish, build, and operate the first leadership consulting firm in Vietnam successfully. The most expected results of designing, establishing and operating a leadership consulting firm aim to contribute to improving leadership quality for small companies, midsize companies, and non-profit organizations in Viet Nam. The company will combine approaches and methods of management consulting, management systems consulting, and auditing management systems to integrate them into the leadership consulting process based on a Bible basis to practice leadership consulting, including servant leadership, moral leadership, spiritual leadership, and transformational leadership.

Executive Certificate in Foresight and Leadership Program

Ifeanyi Onyemere | 2019

Abstract

This curriculum on the Executive Certificate in Foresight and Leadership (ECFL), helps senior executive leaders to minimize the likelihood of organizational failure in a volatile, uncertain, complex, and ambiguous (VUCA) macroenvironment. Also, it helps them to position their organizations for competitive advantage and sustain growth. According to research, change has become faster and more pervasive and poses survival and growth threats to leaders and their organizations. Regrettably, there appears a shortage of the strategic foresight and leadership competencies required to understand change, adapt, and anticipate it while leading in a VUCA world. Thus, modern organizations need strategic foresight and leadership skills to deal with environmental uncertainties, plan the future, and lead changes. Therefore, the ECFL curriculum will equip senior executive leaders with foresight and leadership knowledge, techniques, tools, skills, and abilities to function in today’s and tomorrow’s world.

When Leadership Hurts: The Reality of Poor Leadership on All Employees

Nikitia V. Powell | 2019

Abstract

Leadership can leave a lasting impression upon the heart of an organization: it employees. When individuals are selected to serve in a leadership role produce poor leadership qualities, it results in pain for the employees under said leadership, the leader performing in such a manner, and the organization as a whole. The purpose of this manuscript is to explore the effects of poor leadership on everyone in the organization, what it poor leadership looks like with regards to the organization’s cultural design, and examines the ways and responsibility organizations have to aid the development of its leaders to become a the type of leader who will represent the organization and lead its human capital. This manuscript also examines what leads others to desire to follow a poor leader verses rebelling against such a person and how a poor leader can begin to reform him or herself to become a better leader and what the journey toward becoming a good leader looks like. When poor leadership is address, the leader only has two choices: Stay the same and keep displaying poor leadership or Seek to become a good leader who can handle representing the organization and leading its most precious component–its employees! The choice is ultimately resting on the shoulders of the individual. May he or she choose well.

Courageous Christian Leadership

Fitzgerald A. Reed, Sr. | 2019

Abstract

Courageous Christian Leadership is in high demand. Leaders are born and developed; they are born with attributes that make their leadership style distinct. Also, leadership qualities are developed as leaders acquire certain skills.  The world has many problems that hinder the expansion of the message of the Kingdom of God. Our world is so diverse that leaders must develop a global mindset to provide solutions to world problems. The problems of injustice, poverty, racism, discrimination, and violence have created a modern world of division. The world needs courageous leaders to transform the world for Christ. This book examines the leadership of Joshua, the military leader of the nation of Israel. After the death of Moses, God chose Joshua to lead the nation of Israel into the land of Canaan. The nation of Israel was mourning Moses’ death. Joshua’s call to leader required him to be courageous in the midst of stressful times. Joshua needed to follow the plan of God to guide the nation safely across the Jordan River. God promised Joshua success if he meditated on God’s word and followed God’s instructions. God gave Joshua the spiritual authority to lead. Leadership today must take this same spiritual authority to lead organizations to Godly success. The scope of this book is limited to Christian leadership that influences the next generation leaders to lead their organizations, churches, corporations, and institutions by God’s spiritual authority. God’s spiritual authority has a great impact on the leader. God calls individuals to join His mission to reach the world with the good news of the Kingdom of God. It provides courageous leaders with boldness to be brave and take risks to advance God’s kingdom agenda. This book provides practical steps to move the organization to achieve success in a cross-cultural environment.

Transforming Lives Through Servant Leadership

Dennis M. Reilly | 2019

Abstract

Transforming lives through servant leadership is not just a theory, it is real-life.  It is happening every day at multiple locations throughout the world.  Servant leadership is more than another leadership theory or model, it is a movement! Servant leadership is a movement that can and should be at the apex of bringing healing to those in need. Today, more than ever in history, leaders need to engage themselves with people.  They must lead by example. Today’s leaders must emphasize the good of their followers over their own self-interest.  That is why there has not been a time more critical for leaders and followers to seriously consider the advantages of being and becoming a servant leader.

Leaders typically have two primary responsibilities, concern for tasks and concern for people.  Servant leaders focus on people, those they serve.  Greenleaf credits Jesus of Nazareth for teaching the importance of leaders having a servant’s heart.  Jesus said, “whoever wants to become great among you must be your servant.” Patterson defined servant leaders as, “those who serve with a focus on the followers, whereby the followers are the primary concern and the organizational concerns are peripheral. The servant leader constructs are virtues, defined as the good moral quality in a person, or the general quality of goodness, or moral excellence.”

Despite the various definitions, there is still little consensus about a clear definition of servant leadership.  Regardless, a servant leader leads with principle and a set of the core values such as loving unconditionally; pursues, enters and grows in relationships with self, others and God.

A servant leader is humble and compassionate in all situations and worships God in all they do.  As Christians are called to a life-long, on-going relationship with Jesus, they are also called to be servant leaders.  This may sound too simplistic.  But if one was to decern about how they are called to this relationship with God, then one could draw a logical conclusion that all Christians are called to be servant leaders.  If not, who else is called to emulate Christ?  What other leadership style can one possess that emulates Christ so profoundly as servant leadership?  Some may say transformational.  However, the transformational leader is consumed with the success of the organization over the individual, not so with the servant leader.

Before one begins the process of becoming a servant leader, they must first understand three important and most significant relationships; one with self, one with others, and one with God.  Awareness, acceptance, and love of self, others, and love of God are intricately related.  The challenge to rid one’s ‘fake self’ to live genuinely in one’s ‘new self’ strikes at the very heart of true spirituality.  John (Jean) Calvin wrote, our wisdom essentially has two parts, the knowledge of God and the knowledge of self.

More than any other leadership style, servant leadership links both leaders and followers as it’s purpose is to transform followers into leaders.  In essence, both the leader and the follower become ‘we.” This is what takes place in the transformation of men and women afflicted with addiction and life-controlling issues.

The Future is Ours: Maximizing the Potential of Your Organizational Future

Darren Ross | 2019

Abstract

The Church in the twenty-first century amidst external and internal change is facing existential evaluation that speaks to its future relevancy.  The twenty-first-century church is faced with the task of balancing the mandate of Jesus to build disciples (Mat. 28:19-20) while relevantly and effectively engaging the culture for the purpose of advancing God’s Kingdom. The question is, will the church innovatively embrace a kingdom agenda through cultural engagement that embraces contemporary methodologies or be caught in the undertow of irrelevance clinging to an agenda that is steeped in pseudo scriptural orthodoxy that purports separatism?

The purpose of this work is to assist the non-profit religious organization in realizing the possibilities of a realignment of vision in light of the environments looming and uncertain future.

The Kenotic Organization: A Community of Leadership, Learning and Transformation

Brian E. Ruffner | 2019

Abstract

Although organizations frequently proclaim the desire for change, renewal and transformation, few ever fully embrace those ideas, failing to rise above more than mere mediocrity as a result. While the literature quite literally abounds with theoretical prescriptions meant to heal such malaise, most organizations continue to limp along never realizing even a fraction of their true potential. Certainly, many pontificate on the nature of organizations as they live and breathe, so to speak; yet, few question how the organization ought to be. This ought belies the existential and ethical dimensions of organizing and, as such, points to a discipline not often associated with the organizational realm–theology. To this end, the kenotic organization offers a much-needed corrective to the syndrome described above. Drawing on the Trinitarian kenosis observed in the creation event and witnessed in the Incarnation, the simultaneous actions of self-limiting and pouring out inform the organizational cause and expose a deeply entangled organizational mesh enveloping the entire cosmos which can serve as a catalyst to excite preferred organizational behaviors. It is, in fact, the humility of Trinitarian kenosis, the willingness to withdraw but also at once pour out the individual essence, that generates the thrust necessary to escape the gravitational pull of convention which typical inhibits organizational flourishing. Peering deeper into kenosis, the intersection of science and theology come clearly into focus as complexity and dialogic theories affirm the kenotic paradox of limiting and pouring out as a precursor to exceeding organizational abundance. Applying kenosis, then, as the primordial organizing ingredient, recommended principles for organizational leadership, design, development, learning, transformation and innovation emerge for due consideration.

A Leap from Smart City to Foresight City

Jose Lugo Santiago | 2019

Abstract

A Leap from Smart City to Foresight City provides an in-depth examination of the socio-technical evolutions of cities from its origins, which dates back to the turn of the 20th Century, to its evolution over the past hundred years, to the present were some want to confine to a path named “Smart City.” Based on extensive research, the author provides a comprehensive overview of the direction and intent of merging innovative technologies within the city infrastructure while pointing out the importance of keeping people at the forefront.

The author asks the reader to consider moving beyond the Smart City to a “Foresight City” model. This pivotal work is far-reaching promising significant potential to benefit cities, states, governments, and stakeholders throughout the United States and across the world. The author’s research consolidates and classifies cities into seven paths (one of them the smart city) and four plausible futures. He takes this further by introducing and presenting the idea and characteristics of Foresight Cities. The author’s research and ideas lead to presenting the model he developed for Nine Foresight Leadership Practices and Sustainment Band in Foresight City. Moreover, the author challenges the reader into not accepting how some are depicting the future as a sole smart city future, but to engage and be part of questioning and shaping our future by being involved, noting that one of those big opportunities we must think of, but hear very little about especially in the discussion of smart cities and the future, is citizen involvement.

Mentoring Matters: Valuing Women in Business

Angela Sprowls | 2019

Abstract

In a recent interview with author Gillian Zoe Segal, mega-investor, business influencer, and Berkshire-Hathaway owner Warren Buffet said,

One of the best things you can do in life is to surround yourself with people who are better than you are.  High-grade people.  You will end up behaving more like them, and they, in turn, will get it back from you.[1]

Buffet believes that integrity and good character drive the success of most businesspeople.  Buffet also believes that through mentoring and connecting with the people one admires most, one benefits from their teaching and influence.  This influence allows leaders to pay-it-forward as a future executive or influencer within the organization.

Like Buffet, many company leaders and organizations are embracing mentoring as a “secret weapon” to develop leaders, retain talent, influence high-performers, and promote dynamic achievers.  This manuscript aims to justify utilizing mentoring to battle retention issues and influence women as mentors and protégés within organizations.  Mentoring is a specific tool that can improve individual and organizational performance, and many women have been able to break through the “glass ceiling” with the support of solid mentorship.  There can be formal or informal mentoring relationships, both of which require similar commitment and engagement by the participants.

Mentoring and coaching are often terms used interchangeably.  However, while mentoring and coaching have similar characteristics, each are quite different in practice.  This manuscript defines both mentoring and coaching and goes on to clarify the value of mentoring, specifically for women, as a tool to promote, retain, and advance women in the workplace.  There are specific situations when coaching and mentoring can be effectively utilized to maximize the efficiencies of each.

The mentoring relationship is a unique one and evolves as the mentee and mentor both grow and develop in each of their respective roles.  There are specific mentor competencies needed to be an active mentor.  Leadership style and emotional intelligence each affect the mentoring relationship as well, influencing how the mentee receives feedback and responds.  Research conducted by the author found little influence on gender between the pairing of mentor and protégé.  It instead found that both the mentor and mentee need to be committed to the outcomes expected of the mentorship as the relationship progresses through various phases.  A successful mentoring relationship is based on trust, emotional intelligence, commitment, accountability, and engagement.

Organizations such as PayPal and 3M understand the value of mentoring for employees, managers, and senior leaders.  General Motors CEO Mary Barra knows first-hand how influential having, and later being, a mentor can be, particularly when her experience is primarily in a male-dominated workforce.  An important element of the mentoring relationship is the pairing of the mentor and the mentee, as Barra discussed in a recent interview with Professor Adam Grant of the Wharton School.

There are mentors in the workspace all around you—peers, the seasoned professional, your supervisor, the supervisor one desk over… People often reach out saying, ‘Will you be my mentor?’ And I say, ‘Let’s talk about that, because the better person to be your mentor in the organization is someone who sees you every day, someone who knows you at your best, and someone who can give you opportunities to improve.’ So, I always redirect them: Find mentors in the people around you who you respect.[2]

When top organizational leaders support mentoring and value it as Barra does, mentoring programs have a high probability of success.  This manuscript explores the experiences of several ‘real-life’ examples of women who have benefited from mentoring as well as high-profile organizational leaders such as Barra.

Mentoring is evolving as technology evolves, resulting in digital options to expand mentoring relationships beyond the face-to-face interactions of traditional mentoring.  Many organizations are utilizing virtual mentoring and algorithm pairing in mentoring programs, utilizing a program manager to have oversight of the curriculum and ensure its effectiveness.  There are common pitfalls to avoid in mentoring programs, such as incorrect pairing of mentor and mentee and lack of rigor in the program, that can be avoided through strategic program development.

Overall, mentoring has allowed many organizations to develop, retain, and promote people within the business.  Women benefit from mentoring when the relationship is based on trust and there is a commitment from both the mentor and mentee to further advance the mentee.  Using mentoring to promote organizational effectiveness is a reliable solution to engage employees and break the stereotype of top organizational positions being primarily held by men.

[1]Gillian Zoe Segal, Getting There: A Book of Mentors (New York, NY: Abrams, 2015), 16.

[2]Adam Grant, “Keynote Discussion: Mary Barra with Adam Grant: 2018 Wharton People Analytics Conference,” YouTube, May 9, 2018, video, https://www.youtube.com/watch?v=ao-JHsRhocg.

Leading in a Multi-Generational Organization

Paul Thornton | 2019

Abstract

Currently, there are three generations (Baby Boomers, Generation X, and Millennials) represented in the workforce, causing leaders to re-evaluate organizational policies and the way they manage the multi-generational workforce. Managing generational diversity is a complicated process for leaders who now have to discuss generational issues. Business leaders are overwhelmed by handling generational differences. The workforce consists of members of different generations who view getting the job done differently. Leaders have to find ways to respond to the needs of all generations to retain employees and keep them happy.

Organizational leaders now find challenges in managing a workforce comprised of employees with different values, expectations, and beliefs. Intergenerational issues have created an uncharted territory for leaders and problems that have arisen from generational differences are impeding effective collaboration between coworkers.  Understanding the core values, characteristics, and work ethics of each generation will empower organizational leaders to develop proactive strategies that may create synergy amongst the generations, reduce conflict, and create a productive work environment. This manuscript will discuss key elements of leading a multi-generational organization. It will include an examination of the generational cohorts – their values, beliefs, and differences, strategies for leading a multi-generational workforce, and the use of coaching as a tool to bridge the generational divide.

Organizational Design for Torres Coaching Group, LLC

Joshua Torres | 2019

Abstract

This project outlines the business plan of Torres Coaching Group, LLC. The business plan has three main components. The first areas cover the executive summary, problem, and solution of the market according to TCG’s ability, and a glance at the company and key players of TCG. The second area covers an explanation of the market and how TCG differs from what currently exists. The second areas also include TCG’s executions. Lastly, this project will show TCG’s financial plans that cover month to month, quarterly, annual, and five-year projections. The financial section will also show a comparison between venture capitalist contributions and bootstrapper approach.

The Importance of Psychological Safety in Today’s Multicultural Healthcare Environment

Stephen Brian Towns Sr.

Overview

This final project focuses on the importance of psychological safety in healthcare. The principles shared invites utilization by healthcare leadership, hospital executives, and mid-level and senior industry leaders.  All leadership, concerned about advancing excellence in the healthcare industry and promoting vibrant lifestyles and more healthy outcomes for all people, will find practical lessons within this work. This learning compilation can also benefit leadership in any sector as industries void of psychological safety suffer from similar detrimental outcomes.

Objective

This project acknowledges the importance of psychological safety in healthcare and, addresses the problem with the following:

  1. An animated introductory video presentation outlining the project premise.
  2. A collection of 9 instructional video modules detailing the importance of psychological safety in the healthcare sector.
  3. The learning modules are:Module 1: How psychological safety is lacking in today’s healthcare culture.Module 2: How the lack of psychological safety threatens patient safety.Module 3: How multiculturalism in U.S. healthcare demands psychological safety.

    Module 4: How interpersonal risk in minorities is lessened by psychological safety.

    Module 5: How psychological safety in hospital residential settings is critical.

    Module 6: How psychological safety contributes to an organization’s learning culture and high performance standards.

    Module 7: The relationship of psychological safety to high-performing healthcare teams.

    Module 8: How psychological safety offers mentorship and coaching opportunities for today’s millennial-infused workforce.

    Module 9: How the future of healthcare cannot survive void of psychological safety.

Abstract Premise

After completing the coursework for the DSL program’s concentration in health care, a void in the industry’s practices in psychological safety became evident. This fact, coupled with recent negative career experiences confirmed the need for innovative ways to promote this servant leadership-based principal. The learning modules will appeal to Millennials and seasoned executives alike by creatively presenting the material in seven-minute segments.

The Intersection of Strategic Foresight & Culture: The Cultural Dimensions of Strategic Foresight in High-Velocity Environments

Darlingston Varr | 2019

Abstract

Organizational culture is the most potent vehicle for advancing the field, methodologies, and protections of Strategic Foresight. I propose that cultural and foresight integration enhances foresight capabilities, methods, and approaches. In an increasingly competitive, complex, and volatile environment, the urge to fully understand the future and to deduce insights for strategic processes is of significant concern for many firms. While foresight has for the past few decades been of interest to the academic world and practitioners, until now, most organizations have paid little to no attention to the field. Research in the area of corporate foresight to date has, however, provided only limited insight. More importantly, the integration of foresight and organizational culture highly exists.

This manuscript aims to make a case for the establishment of a foresight-centric approach to organizational design—the integration of Strategic Foresight and organization culture. Foresight-centric organization (FO)—a new method for firms to foster an organizational culture that can aid them in preparing for the future—is a response to the single focus and limitations of conventional corporate foresight practices. With the FO approach, firms will cultivate an environment that allows them to share their understanding of foresight and develops the competencies required for foresight/culture interpretation.  This work is rooted in analytical frameworks that scrutinize corporate foresight understanding and practices, impacting the decision-making process that provides organizational leaders with tools needed to foster a culture of Strategic Foresight. There is little question that leaders, organizations, and the environment are what influence the phenomenon of change and its manifestations. The intermediary concept of a leader’s judgment in most cases can explain how the Strategic Foresight process integrates with the strategic decision-making processes of a firm.

Ministry Readiness – Organization Development Program for the Church of God Organization in South Carolina

David R. Ward, Jr. | 2019

Abstract

This project is to introduce, develop and implement two initiatives to help churches deliver their current ministries in a more effective manner while also enlarging their capacity to engage in new ministry opportunities to reach more for Christ. The first initiative is the Ministry Readiness Program which provides a structured and comprehensive organization development plan designed specifically for Christian organizations. The Ministry Readiness Program is one program that supports all church ministries in the respective church to ensure consistent use and harmonization across the organization. The Ministry Readiness Program is designed for flexibility and application across all size churches. The second project initiative is the Ministry Readiness Network which provides a venue for the South Carolina Church of God churches to share knowledge and application of the Ministry Readiness Program. The Ministry Readiness Network establishes communication links to promote the exchange of program information, best practices, and continuous improvement ideas to encourage other South Carolina Church of God churches with their implementation efforts.

Occupational Wellness and Resiliency Training Curriculum to Build Effective Leadership Practices, Foster Better Employee Engagement, and Help Cultivate a Healthy Organizational Culture for Success

Robert L. Wilson, Jr. | 2019

Abstract

The purpose of this curriculum will help leaders and organizations to gain a better understanding of how using an occupational wellness perspective within their organization builds resiliency and a culture that promotes wellness.  Organizations that strategically think more holistically about well-being and wellness by expanding to a wider concept of total organizational wellness in the workplace is linked to improved performance and success (Klien Lurie, S., 2015, p.24).  By adopting an occupational wellness approach, organizations increase the effectiveness in leadership practices, foster better employee engagement, and facilitate a healthier organizational culture by using leadership intelligence such as emotional, social, and spiritual intelligence along with cultural agility to implement occupational wellness within organizations.

Successful leaders and organizations must learn to communicate more effectively and increase their creativity to promote wellness within the organization by facilitating new ways of strategically communicating information (Denning, 2007, p.27).  The occupational wellness and resiliency training curriculum address the leadership and organizational training needed to build resiliency strategies and practices in leaders incorporating a process, practice, and the organizational infrastructure to support leaders to effectively implement resiliency and promote wellness within the organizational culture.

2018

The Future of Learning: An Emergent Learning Approach to Leadership

Grace Alegre | 2018

Abstract

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.

Youth Leadership Development and Empowerment: The Promise of Agriculture in Sub-Saharan Africa

Joseph Andrews | 2018

Abstract

Youth leadership development and commensurate empowerment for economic productivity are felt-needs in Sub-Saharan Africa. One phenomenon that has demonstrated the essence of this need is the outward migration of African youths, in unchecked manners to Europe. This outward migration is done in ways that tend to disregard the basic safety, and human dignity of young African migrants. Numerous deaths in the Mediterranean Sea do not appear to be scary enough deterrence to these youthful African migrants. The journey to the Mediterranean Sea, often across the arid Sahara Desert, serves as an initiation to a willful expedition that ends in deaths. Agriculture offers solutions, in diverse ways, to the disastrous trend that has resulted from this particular outward migration; fraught with dangers and deaths in the Mediterranean. This thesis explores feasible policy options, and execution of same; as broad panacea to the harm Sub-Saharan African youths inflict on themselves when they embark on these perilous migrations. In addition to providing a solution to a contemporary challenge in Sub-Saharan Africa, this thesis also provides the blueprint for holistic youth leadership development and empowerment. The strategic development needs of Sub-Saharan African countries are met, creatively, through solutions presented hereby.

The solution articulated identifies the various domains in agriculture as holding up promises that offer incrdible opportunties for the youth in sub-Saharan Africa especially. In choosing agriculture as the institutional scafolding for this capacity-building recommendation, the role agriculture plays in Africa is already captured. The unique propositions in this dissertation include the FRDS development architecture. When fully harnessed, the FRDS construct has inherent innovation-fueled action-initiatives to power youth in Africa from being a demographic with challenges to one that provides new success stories in the holistic development of the continent.

The Intelligent Team Program Project

Christopher Auger | 2018

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

Discipleship Style Coaching: Crossing the Secular-Sacred Divide

Jerry Breedlove, Jr. | 2018

Abstract

Assisting others in the process of leadership development comes in many forms. In recent years, coaching continues to develop as a popular way of accomplishing this, and this development has catalyzed the emergence of different models. What follows is the exploration of one such model the author terms as Discipleship Style Coaching (DSC). The DSC model is a distinctly Christian model of coaching that intentionally embraces the principles of Christian discipleship and blends those principles with coaching methodologies. This blending of coaching and discipleship is intended to help both professional and amateur Christian coaches as they seek to develop a culture of coaching in the many organizations in which they have influence. According to the author, this can be accomplished in formalized coaching engagements as well as in informal ones spanning a variety of organizations as small as family units, to small businesses and non-profits, and even multi-billion-dollar corporations. One of the most unique aspects of the DSC model is how it can help leaders at all levels cross the ever-increasing divide between the secular and the sacred in order to bring Kingdom principles into the places where Christians live, work, and play. Using both scholarly research and relevant examples, the author unpacks how the DSC model can be used to transform individuals, organizations, and ultimately whole communities.

An Exploration of the Gift of Administration Utilizing the Theory of Minute Evolutionary Spectrum

Tonja R. Clemons | 2018

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

Project Justification

Stephen H. Dawson | 2018

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

Lead with Love: Nurture Sustainable Relationships

Vincent Edwards | 2018

Abstract

This manuscript is a call for leaders to build and nurture an organizational culture rooted in love. The organizational culture must include each individual respecting the differences between self and others. Cultural differences between people and between people and the organization’s norms will exist. Differences stem from each individual developing one’s own social identity which is comprised of each individual’s interpersonal experiences. It might appear easier and simpler to forego the conflicts associated with integrating persons with different backgrounds into the organization’s community, but that approach comes with dire consequences like lack of innovation and creativity within the organization. After all, innovation and creativity are born out of members expressing thoughts and actions that are different from the status quo. They are born out in environments where individuals feel their voice is heard. The organizational strategy must include the personal fulfillment of all members. Each member, from the top leadership down through every level of the organization, should strive to build their character as modeled by Jesus and Biblical Text. As Jesus served by placing others ahead of His own self-interest, so must each member of the organization. The quality of interpersonal relationships is the responsibility of followers as well as the leader. People must look inward to gain a deeper understanding of what it means to love thy neighbor and take the risks involved with the commitment to doing what he or she knows is the right thing to do while giving freely of self. An organization where all members are not performing and contributing at the maximum of their abilities will not maximize on its potential. On the other hand, leadership that nurtures, develop, and optimizes the use of each member’s skills and abilities will build a team capable of achieving the stated organizational goals.

Cross-cultural 4D assessment of the High Trust Leader Course in Sub-Saharan Africa

Delphine Fanfon | 2018

Abstract

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

Abstract

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

Abstract

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.

NextGen Leadership for Managing Disasters. A Future-Oriented Model for Local & State Officials

Cynthia Gavin | 2018

Abstract

Disaster leadership is something few leaders possess, and yet key followers and citizens expect their local and state officials to possess it when a crisis occurs. Even the national emergency management system is predicated on the philosophy that “every disaster is a local disaster,”i,ii which emphasizes this need. The problem with this approach is it is not likely to work well when success rests with the local official who tends to have the least amount of decision-making experience, foundational knowledge, or training in this area. Even for the savviest of local leaders, like Mayor Rudolph W. Giuliani, no amount of training or exposure using traditional disaster exercises could have prepared a leader for the catastrophic events the nation experienced on September 11, 2001. Or could it?

Having spent more than thirty years in this field, I have wondered why some disasters seem to result in more injuries, fatalities, property damage, and community-culture instability than others. Terrible events stand out like those that took place in Ferguson, Missouri (2014); the riots of Charlotte, North Carolina (2017); the Baltimore Riots following the Freddie Gray Trial (2016). Comparing these incidents to the Route 91 Harvest Music Festival (2017), the Galveston Flooding (2017), the Congressional Ball Game Shooting (2017), and the Boston Marathon Bombing (2013) leave a different impression, as if these horrors were brought to a close with less collateral damage. The difference? Leadership.

In Part I of this book we will discuss a future vision of disaster leadership. In Part II we will go into greater detail regarding how the local official can integrate strategic foresight by employing a new leadership model. In Part III of this book, we will review foundational leadership practices. Throughout the book, we will identify core leadership principles and use case studies or examples to illustrate important points. At the end of each chapter, I will provide a bulleted list of “why it matters.” The common theme is simple—with the right leadership approach, local and state officials can lead their followers, agencies, community, and government in times of disaster that does more than “return to the way things used to be” but rather celebrates the values and victories their people achieved when they collectively developed a vision, as this is what provides hope for a better tomorrow, following a disaster experience.

iElaine Pittman, “Remember: All Disasters Are Local, Says FEMA Deputy Administrator,” last modified November 11, 2011, http://www.govtech.com/em/disaster/Remember-All-Disasters-Are-Local-Says-FEMA-Deputy-Administrator.html.
iiFEMA, “All Disasters are Local – So are Many Resources,” accessed September 14, 2018, https://www.fema.gov/media-library-data/1383655930102-a46a0f5a70ac8fece4cd30ebe8ae89fe/Regionalization.pdf.

THRIVE2: Living and Leading a Win-Win-Win Organizational Culture

Janice McLaughlin George | 2018

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

The E.R.M.A.H Facilitator’s Guide & Toolkit

Mariela Henry | 2018

Abstract

Global injustice and brutality in our modern time exist as an alarming epidemic of human rights violation against women and girls. The ERMAH Model entreats the Body of Christ to a multicultural, ecumenical, triadic partnership, which serves as intercessors and advocates of righteousness and justice on behalf of women and girls around the globe who endures trauma and violence against their very nature. The name Erma (ER-mah) is of German origin meaning- entire; complete and Universal. The Emancipating Restorative Ministry Advocate of Hope exists to serve and intercede for the wholistic restoration and empowerment of all women and girls who suffered from trauma and violence. The ERMAH Model Facilitator’s Guide and Toolkit exists as a multidisciplinary resource designed to equip Christian practitioners in the local church and abroad to unite as a strategic task force which serves as both a treatment and preventative response to trauma and violence against females. The ERMAH academy presents a three-year healing and recovery rite of passage academy for women and girls survivors of trauma and violence as a 501 (c) 3 nonprofit working alongside the ERMAH crusaders a 501 (c) 4 c a non-partisan non-profit organization that confronts the injustices and oppression of our time through the facilitation of grassroots servant leadership, mentorship, racial and gender reconciliation training and workshops.

An illustrated example of the ERMAH strategic task force can be located below:

ERMAH Strategic Task Force Illustration

The way forward in this mission is together under the direction and leading of the Holy Spirit which resides within the beloved sons and daughters of God. Violence and assaults against women and girls are acts of violence and assault against humanity which must not be taken lightly or categorized as an isolated crisis. The leadership models presented in this facilitator’s guide and toolkit invites and challenges Christian leaders to examine themselves to see if they are living their faith out in the safety and security of their privilege or in the comfort and familiarity of their poverty, which both places are neither in the will of God for his servants.

Women ROCK: Bridging the Gender Wage Gap

Keitiaunna Howard | 2018

Abstract

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.

Standing Back Up: God’s Use of Good Leadership to Help the Fallen

G. Roger Kingston | 2018

Abstract

Ethics speak to what is considered as an acceptable standard of behavior for all members of society. Ethics play a role in developing how a person will act in making choices of right or wrong. When the person is a leader, the impact on others of a leaders ethical choices between right or wrong increase significantly. Leaders are challenged to remain ethical as society becomes globalized and creates more pressures on ethical leadership. When leaders act unethically, the consequences and repercussions are represented by financial losses, relationship losses, professional status losses, and even legal losses. The fallen leader is abandoned and alone. Who will help them stand back up? Good leadership which is motivated, and driven by a love for those they lead will save the day.

When Purpose Exceeds Profits – A Foundational Leadership Development Guide

E. Michelle Mickens | 2018

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

From Failing to Flourishing: Leveraging Intergenerational Leadership to Transform Christian Communities

Arthur L. Satterwhite III | 2018

Abstract

An entire industry currently exists to create content that unpacks the Millennial generation and offer insight on how to lead them. However, what I have learned is that we are often asking the wrong questions about Millennials.

In truth, Millennials are not the issue. The question leaders must wrestle with is “how do we play nice with those who do not look, think, or believe like us?” And herein lies the problem. While the conversation around diversity is not new, it usually starts and stops with ethnic and gender diversity. My argument is that generational diversity is one of the most significant, yet under-appreciated, layers of diversity.

Furthermore, once we commit ourselves and embrace the generational diversity of our communities, the question we must wrestle with emerges: “How do I lead amidst the growing generational diversity?” For many Christian congregations, this question is central to whether they move from failing to flourishing. To survive their generational shifts, they need leaders who are willing to step out of their comfort zones and into the realities of those they are serve. Moreover, these changes will require leaders to consider new behaviors and develop new competencies that enable them to bridge the growing age divides within their communities.

Reacting to this reality and hours of research, through this work, I propose a brand-new model of leadership. Casting vision for what I have coined Intergenerational Leadership, in these pages, I architect a new theoretical framework; complete with the core competencies and common behaviors I have gleaned from interviewing a host of well-known, well-respected, and thriving Christian leaders. However, at its core, this new thinking is rooted in a straightforward idea: Leaders cannot lead those whom they do not understand. Applying a biblical context, you cannot disciple those you do not know.

FUNDTECH FUSION LEADERSHIP DEVELOPMENT SEMINAR

Santie von Below | 2018

Abstract

Santie von Below developed the Fundtech Fusion Seminar Series coupled with a Trainer Manual to present participants with an understanding of leadership and the dimensions of culture, the unique cultural attributes for the Sub-Saharan Africa region, and how culture influences desired leadership attributes. The Fundtech Fusion Seminar Series expands on the international GLOBE study by strengthening leadership through creating awareness and understanding of how specific leader attributes can influence culture. The Fundtech Fusion Seminar Series can benefit leaders all over the world as they face the challenges of preventing and reducing culturally inspired conflict and strive to build relationships of mutual growth in a multi-cultural milieu. The Fundtech Fusion Seminar Series will also benefit missionaries to have a deeper understanding of the cultural thought processes of those that they are called to serve based on Matthew 28:18-20. The Fundtech Fusion Seminar Series can be presented at a venue of choice by contacting FUNDTECH CONSULTING at santievonbelow@gmail.com.

Millennial Leadership Development: Is Your Organization Ready?

Kijuana Walker | 2018

Abstract

Millennial leadership development is important for organizations. Organizations must first know where they are going to have a great future. In an era of constant innovation, it is important to understand that the future of work in any organization will involve Millennials. After all, this generation will represent nearly 75 percent of the workforce by 2025.

The BIG question is how will your organization or church look in the future? How will your leadership team look? Will Millennials be groomed for the future? This seminar explores Millennial leadership development, in relation to organizational leadership strategy, strategic foresight, and coaching as a panoramic view to birth strategies to create brilliant and innovative organizations that grow Millennial leaders.

The true value of this seminar is coaching senior leaders to appreciate and envision the transformative impact that Millennials can contribute to organizations. This seminar offers the empowering steps and solutions to develop a Millennial leadership development framework, thus helping leaders to implement an effective Millennial leadership development plan necessary for progression and transformational success.

“U” Matter: A Leadership Development Model for Youth and Adolescents: Developing “U” for Purpose Fulfillment

Lakeisha Walker | 2018

Abstract

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.

Strategic Tools for the Future of Biotechnology: A Toolbox for Industry Leaders

Leland Ward | 2018

Abstract

Change is inevitable whether slow and evolutional or sudden and revolutionary. While strategic planning based on traditional trend analysis is effective for evolutional changes, the more volatile and uncertain environment associated with revolutionary changes, require a different approach to future focused planning. Future focused strategies help organizations build resilience against the uncertainties and embrace the potential of diverse futures.

Today’s biotech industry exists in a volatile environment consisting of growing global competition, more restrictive regulation, and declining public opinion. It faces an increasingly uncertain future from ambiguous legal, political, and social pressures. Biotech leaders like many other leaders in today’s rapidly changing business environment, ready or not, are in need of new and innovative tools to develop successful future focused strategies.

This manuscript follows the Association of Professional Futurists’ six future focused competencies and demonstrates how biotech leaders might use them to manage specific future challenges and opportunities related to the biotech industry. The reader will learn how to use valuable future focused tools designed to help organizations navigate in just such a volatile and uncertain environment. They will learn about the history and scientific support behind these tools. Most importantly, the reader will learn what to expect from and how to navigate the natural human responses to the changes associated with implementing future focused strategies. By reading this manuscript, the reader will learn, while one cannot predict the future with any level of certainty, one can most certainly prepare for the uncertainty of the future.

Leadership: A High School Leadership Curriculum for Christian School Students

Andrew Zawacki | 2018

Abstract

Christian schools are the perfect environment to teach high school students important concepts of leadership. This leadership curriculum is designed to help juniors and seniors in high school discover what Christian leadership is and what it is not. Important topics such as followership, organizational culture, leadership development, character development, and various types of leadership are integrated to give the student the opportunity to personally grow as a leader. Because of this course taught in the Christian school, the student should be more confident as a godly leader in their school and beyond. It was taught at Arborbrook Christian Academy during the 2017-2018 school year.

2017

Global Consulting and the Leadership Development Process in Sub-Saharan Africa

Samuel A. Adeyemi | 2017

Abstract

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

Abstract

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.

Mastering Motivation: How to Motivate Your People to Buy-In, Own Their Roles, and Perform at the Highest Level

Jason Baca | 2017

Abstract

This text takes a decidedly academic look at the real-world influences that motivate team members within an organization to buy into an organization’s mission, to take ownership of their roles and responsibilities within that organization, and to perform at their highest ability. This text provides a review of the research regarding the sociological and psychological facets of motivational influences including stress, incentives, power sharing, LMX theory, and leadership style. Ultimately, the text seeks to unpack and apply some of the academic research behind motivational influences within an organization in a way that leaders and team members in almost any arena can implement immediately.

Spirit of Excellence Workshop

Yolanda Brannen | 2017

Abstract

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.

Police Leadership Development: An Application of Leadership Transparency and Leadership Role Modeling Through Ethical Leadership

Lonnie Cain | 2017

Abstract

One of the most difficult challenges for law enforcement executives and training cadre is to find the time and resources to develop practical and formidable leadership curriculums for police officers in the junior years of their law enforcement careers.  Leadership development is used to enhance the quality of leadership and leadership potential of individuals, teams, and organizations.[i]  Law enforcement municipalities desire to attract the brightest, most ethical, self-motivated candidates to be employed in their respective agencies.  Modern law enforcement officers are expected to solve many problems that range from domestic calls for service to mass casualty critical incidents.  Naturally, the very best emergent leaders, those members deemed the most influential by people in the organization, should prepare themselves to promote from informal leadership roles to formal leadership positions.[ii]

The assurance of a successful transition from informal leaders to formal leaders rely heavily on the individual officers’ work performance, motivation and willingness to accept responsibility to shape the organization’s future.  Mutually, the organization is charged to guide and provide the young officers with essential leadership development training.  Leadership development programs are vitally important as they shall provide the framework and expectations of organizational leadership.  Leadership development is more than an educational program; leadership development must be entrenched within the organizational virtue.

Successful leadership development embedded inside the organization support succession planning.  Leadership curriculum fosters learning conducive to the organizational leadership expectancies of how officers shall lead followers.  The most critical aspect of successful organizational leadership development is role model leaders, transparent in their leadership styles amid a firm ethical foundation.

Leadership and Prosperity of Nations

Kriz David | 2017

Abstract

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.

Called to Significant Service Servant-Based Strategic Leadership for Law Enforcement

Tyson Gage | 2017

Abstract

The law enforcement profession is in a current leadership crisis. There are nearly 18,000 state and local law enforcement agencies in the United States which employ more than 1.1 million full-time, and approximately 100,000 part-time employees. Unfortunately, among this population, there is a general lack of leadership training along with a generation of personnel that is entering retirement.  Many skills taught in criminal justice programs and academies have not evolved quickly enough to provide relevant training. There is a shift from one generation of leaders to the next without adequate preparation. Training has focused on the technical aspects of the profession and not on leading people. Promotional practices have often focused on seniority or technical competencies instead of leadership abilities and additionally focus on promoting without an identifiable leadership model. Some agencies have attempted to develop and implement leadership programs; however, those often are only offered to specified ranks of employees and focus on intensity instead of consistency.

Law enforcement agencies are uniquely structured government entities.  They have differing hiring needs and requirements, organizational structures, cultures, demands, and challenges.  They require leadership that is uniquely situated to deal with these factors. However, as with all organizations, a lack of leadership subsequently results in the ineffective organization of the agency. While there has always been a need for competent law enforcement leadership, in today’s climate, the need is greater than ever.  The solution is for leaders to embark on an infinite journey and gain the ability to execute servant-based strategic leadership reforms within their organization.

This manuscript serves as a consultancy guide that specializes in servant-based strategic leadership in order to facilitate executive level leadership education to law enforcement agencies by providing specified subject matter expertise in criminal justice and strategic leadership.  The provided content is relevant and industry-specific strategic leadership information for the entirety of organizational personnel delivered in a manner that is easily understood, resonates, and transpires throughout the organizational culture.  As a note, information throughout this manuscript is rooted in research concerning both the public and private sectors.  It stems from newspaper, academic and industry journal articles, universities, government entities, Bible, academia, industry experts, industry-specific personnel, and the social sciences. Examples of leadership concepts may specifically point to the private sector because there has been little to no research as related to law enforcement.  With that said, that is a partial point of this manuscript; to introduce private sector leadership concepts to the public sector. References may be specific to general government, the federal government, law enforcement, or private sector industries; however, all have a specified relevance to servant-based strategic leadership for law enforcement.

The shared knowledge, information, and data facilitate the development of systems to solve law enforcement agency leadership puzzles.  This serves as a facilitator of change by mutually engaging in dialogue, analysis, and reflection; encouraging an agency driven approach, and utilizing the agency’s expertise in creating a sustainable leadership platform.  It creates an environment in which information is received by serving as an outside subject matter expert and a neutral party.  This assists to bridge the gap between those who may have differing opinions of the facilitation of the agency mission.  The results yielded from law enforcement specific leadership consulting will aid in targeting agency-specific missions and the allocation of agency resources to identify, create, and sustain a strategic leadership culture, develop workforce engagement, and create a lasting leadership legacy.

Thirteen Traits in Thirteen Years: A Leadership Journey from Shepherd to Prime Minister

Richard T. Hawk | 2017

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

Leadership and Values Tips for Leaders’ Success

Christopher J. McElveen | 2017

Abstract

Leaders struggle to remain within the boundaries of biblical principles, ethics, and quality leadership characteristics despite possessing wisdom, values, and knowledge that can facilitate strategic success for themselves and their organizations. This project fills the gap of the lack of understanding of biblical principles and the development of foundational principles and values needed to guide leaders to operate within the boundaries of biblical principles while leading their organizations.

The Leadership and Values Workshop is a curriculum utilizing the extensive research and analysis of what causes leaders to move away from their principles and values while leading others. The workshop curriculum aligns with the manuscript “Leadership and Values Tips for Leaders’ Success” by the execution of five different modules to expose leaders to smart approaches for leading their organization. The objectives are centered on the awareness and application of biblical principles, developing principles (principles & values), the application of ethics in leadership, using leadership to conquer challenges, creating solutions for problems, and understanding how to make the right decisions for strategic planning. Each of these objectives is explored through the curriculum modules coupled with three distinct activities that challenge leaders to develop foundational principles, define key leadership traits, and assessing unique dilemmas for leaders. The presentations, dialogues, and activities captured in this robust workshop curriculum will enable leaders to become better leaders.

The overarching goal of this project is to assist leaders to become the leader they were meant to be. In the end, it is the leader who stands on the peripheral edge of right and wrong that must steer the organization within the boundaries of biblical principles.

Faith in God and Science: A Leader’s Guide to Using Both to See the Face of God

Josh Meléndez | 2017

Abstract

This manuscript considers the complex questions of how our universe came into existence, how long has it been here, and if our existence is due to random chance or divine design. By comparing scientific evidence, traditional theories of naturalism, microevolution, macroevolution, creationism, and their limitations to socio-rhetorical interpretation, Christian leaders, parents, and young people can understand how to use science to appreciate the Bible. This manuscript intends to lay the framework for understanding God’s hand through science.

Three Foundations to Organizations Success

Steven Miller | 2017

Abstract

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

Abstract

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

Abstract

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

Abstract

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

Abstract

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.

The Humility Factor

John Plastow | 2017

Abstract

Humility is not usually high on the list of attention-getting goals to which pastors aspire, nor an ambitious state to be sought after and realized, even among pastors who have publicly expressed their commitment to spreading the good news of Jesus.  Let’s face it, in this culture of self-promotion, inflated egos, and celebrity status-seeking, humble is just not sexy.  It typically does not capture the spotlight nor draw crowds of people to a church, where they will dwell on every word one preaches.  There are humble pastors doing the work of Christ excellently with growing vibrant churches, but don’t expect to hear about it from them.  They quietly and faithfully execute their calling, trusting that their actions will speak for themselves and that God will bless them as He sees fit

These pastors authentically consider humility above hubris, calling above celebrity, and kingdom impact above personal reward.  They possess the seven qualities found in the humility factor, as modeled by Jesus, which lead them to a state of humble intelligence, equipping them to lead their churches in a manner that is not always common today.  This book is about how church lay leaders can identify these qualities, then hire and develop a leader with them.

With the premise that healthy churches are led by humble pastors, this book explores how, when the humility factor is applied to any leadership style, it is improved.  The positive is amplified as humble intelligence enhances good qualities and the negative is lessened as humble intelligence dilutes qualities contrary to humility through the attributes of the humility factor modeled by Jesus.  When a leader adopts the humility factor and attains humble intelligence, the result will be that they will lead more like Jesus led.

Beyond the Village: Engaging Parents as Agents of Change in Developing Future Leaders

Cortha McMillian Pringle | 2017

Abstract

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

Abstract

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.

Plan for the Creation and Operation of a Health Care Insurance Company for Christians

Michael D. Shenkman | 2017

Abstract

The state of the health insurance market in the U.S. is currently in flux and has been since the passage of the Affordable Care Act in 2010 (“ACA”).  Premiums are rising, coverages are shrinking and private market carriers are withdrawing from state sponsored exchanges. The promises made by the Obama Administration that “if you like your plan you can keep your plan” and “if you like your doctor you can keep your doctor” have proven to be untrue.  There is considerable dislocation among insureds and their doctors.  The nature of the ACA “plans” are proving to be unaffordable (i.e. high deductibles and high premiums) and in some states, completely unavailable.  Considerable adverse selection is affecting the pool of risks available for coverage under ACA, and premiums are proving insufficient to cover the loss and loss adjustment expense incurred by insurers, which is preventing them from earning a reasonable profit.

My proposal starts with a simple proposition.  Christians are better health insurance risks than non-Christians because they incorporate certain values into their lives that increase health and longevity, and embrace certain truths, such as the right to life, that are ignored by secular health insurers.   My solution is to create a Reciprocal Insurance Exchange (“Reciprocal”) that insures Christians only, and that holds true to Christian values.  It is in this way that Christians can benefit economically from the restraint, propriety, and integrity with which they lead their lives.

This paper provides the framework for creating such a solution.

Prolific Influence: Modern Interpretation of Leadership in an Ambiguous Culture

Julius K. Smith | 2017

Abstract

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.

Believing…Belonging…Becoming: Walking in Wholeness, Purpose, & Destiny as Adoptees

Rudina Sobkoviak | 2017

Abstract

To become all that God has called and designed us to be necessitates a strong sense of believing and belonging. Until those two foundational building blocks have been understood and established, running in this race and journey of life can be challenging. For those who have been adopted, this can become more complex and yet even more important for their psychological, emotional, spiritual, and even physical well-being. This paper sets out to explore and address this issue as it relates to adoption identity and how adoptees see themselves with the recommendation of employing a seminar that will promote healthy identity formation in adoptees led by the author, an adult adoptee herself. Ultimately, He who knew us before we were born and while we were yet being fashioned in our mother’s womb can be the hope and healer our heart, soul, and mind so desperately needs. This seminar aims to bring security among adoptees, create strong self-esteem and get them to a place to find peace in their adoptive identity for the beauty and purpose of adoption both spiritually and missionally is worth it.

Master of Design Thinking & Venture Development Curriculum Development

Thomas M. Waller | 2017

Abstract

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

Abstract

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.

Christian Leadership Excellence by Design: Leveraging the Links Through Coaching

Kelly M.G. Whelan | 2017

Abstract

It is paramount for today’s leaders to strive to understand and incorporate what is learned through Biblical Scripture is a way to honor God.  He, the original and ever-present leader, has designed an unchanging manual to guide, develop, and sustain contemporary organizations.  This book bridges the gap between sacred and secular leadership and talent management and development strategy.  Leaders of today are required to strategize, develop, engage, and execute their visions.  Fulfillment of these requirements does not happen in a vacuum.  These continuous, interchangeable, managed aspects of leadership require the participation of others.  Managing a talented workforce is not done by chance but by design. Your organization, no matter how big or small, public or private, start-up or established, secular or sacred, is a living, breathing body of people filled with an incredible breadth of untapped potential waiting to be recognized, embraced, and set into action.  Sustainability begins at the heart of your organization, with your people.  As you dive into the pages of this book, you will uncover age old, historical principles that are relevant for today’s 21st century organizations.

Establishing organizations that invite God as the center will establish cooperative, compelling relationships in the workplace that strengthen and rejuvenate your people.  As Christian strategic leaders keep God central in their everyday business practices, they become an example to emulate.  Once organizations link God’s word with vision and values coupled with definitive coaching strategies to maximize individual potential, the organization is positioned for excellence.  When your people are doing what they do best; engagement, sustainability, and your bottom line will flourish.  Developing strategies that align with God’s word allows leaders to have a broader vision – be ahead of the curve and think outside of the box.  Coach practitioners offer a way forward.  The coach advances the client by assisting in the design process of actionable steps and follow through toward goal achievement.  An organizational coach practitioner brings an added level of competence to create formal structures that unite with the organization’s objectives.  When an organizational coach practitioner partners to drive development down and throughout the organization by designing a coaching culture, a competitive advantage is created.  This competitive advantage adds value by developing a pipeline of leaders for sustainability and positions the organization for success by design not by default.

Unlocking the Potential in Your Strategic Leadership Team

Karen Totten White | 2017

Abstract

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.

2016

The New Rules of Teaming in a Global Economy

David Mack Arrington Sr. | 2016

Abstract

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

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

Robin N. Beauregard | 2016

Abstract

Leadership is a hot topic. There are books, articles, and seminars geared toward effective leadership, but unfortunately, there is far less on effective followership. Leaders must be built, and to be a truly effective leader a person has to first be a mature follower. Successful leaders have a servant heart, so in order to build future Servant Leaders, we must start with our young people. Teaching adolescents how to build their values and beliefs on a Biblical foundation will prepare them by building the followership skills necessary to develop into leadership skills later in life. This workbook, written for adolescents to work through with an adult coach, presents seven lessons, each containing a core trait and three related competencies. Adolescents will learn not only follower skills, but how to base everything they do on God’s Word. Further thought and discussion is provided through powerful journal questions and relevant homework and activities. Adolescents are developmentally at a point where cognitively and emotionally they are ready to establish their character traits, values, and goals. This workbook will help them base their development on God’s Word in a fun, interactive, but serious way, and provides coaches with relevant and thought-provoking materials to share with adolescents. Adolescents are inundated by worldly influences, so teaching them Biblical character traits, the importance of putting God first in their lives, effective communication skills, dealing with diversity, developing a future-oriented viewpoint, making positive decisions, and doing what’s right no matter what others are doing will prepare them for life, and whatever leadership or follower role God calls them for.

F.A.C.T.S.© – Future ACTS: 10 Leadership Development Workshops to Promote Learning and Change

Kathleen Cabler | 2016

Abstract

Future ACTS Leadership Workshops is a collection of 10 ready-to-use workshops that will engage participates, accelerate learning, and promote change.  These ten training designs have been selected as the ‘core’ information necessary for seasoned and new leaders.  Not only do they represent the ‘best practices’ of active training programs, but also include relevant topics in the current world of training and development.

Future ACTS Workshops provide customizable material for either one-day, two-day or half-day designs.  Sufficient information is included for the trainer/facilitator to understand the objectives, key points, and instructions for each activity.  At the end of each workshop are reproducible handouts for the participants.  Additionally, a power point presentation is designed to accompany each workshop.

Although each workshop is a unique active learning experience, it is also ideal as a complete interpersonal skills and business acumen Leadership Development Curriculum package.

Turning Point: From Subject Matter Expert to Leader

Joed I. Carbonell-Lopez | 2016

Abstract

As one transitions from a program manager, subject matter expert, or team member to a leadership position, their priorities must shift. Their priorities can no longer be projects or tasks and their focus can no longer be themselves. People become the focus and priority. Turning point is a workshop curriculum created to equip transitioning subject matter experts with the tools needed success in the new role of leader. It equips new leaders with the ability to relate with others and the ability to communicate, influence, and mentor others. It teaches the true meaning of leadership and prepares new leaders to lead authentically through the understanding of borders and culture. It uncovers the power of overcoming borders and leveraging individuals’ strengths within an organization. Additionally, it teaches the art of communication and how to utilize it to influence others. It prepares new leaders to define success, provide a vision, and shape organizational culture in order to posture it for success. It explores strategic foresight in order to create an organization’s future, because, as a leader, an organization’s future is in the hands of its leader. One can either create it or let it happen. Turning point enables new leaders to create it and provide the blueprint for doing so. Ultimately, Turning Point is about preparing new leaders for the leadership journey they are about to embark on. As such, the workshop ends with a look in the mirror. Individuals will analyze their strengths, their weaknesses, and their opportunities for improvement. The workshop ends with personal leadership development plan for new leaders to leverage throughout their leadership journey.

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

Juanita Jones Daly | 2016

Abstract

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

VISTA Co.

Jason Graber | 2016

Abstract

We are living in an era where opportunities for business growth and innovation are unparalleled to any moment in history, yet productivity and long-term viability are at an all-time low.  Today, operational costs are much cheaper due to the advancement of technology and globalization, allowing businesses greater access to resources and opportunities.  At VISTA CO., we coach and develop business leaders to acquire the necessary skills, mindset, and knowledge to take advantage and engage with global business opportunities.

VISTA CO. is a purpose-driven global strategic advisory and consulting firm that focuses on mid-market companies, while taking a socially responsible approach in giving back 50% of profits to the business community by providing investments for startups and small businesses who can’t traditionally afford consulting and professional services.  We make it a priority to build global bridges and apply our innovative resources built on a strong training program and coaching system to deliver amazing outcomes.  Our strength lies in the diverse network of consultants and professionals we have built, allowing us access and insights to vast markets and industries.

VISTA CO. is focused on building meaningful and innovative companies that are positioned to achieve long-term results.  We have created a hybrid model, that not only focuses on solving our clients’ current problems, but guarantees a legacy to pass on.  Our cohort methodology fosters and facilitates continuous learning experiences, entrepreneurship, and knowledge sharing between our global partners and industries.  VISTA CO.’s consultants are relentlessly positive, determined to hold our clients accountable, and won’t stop doing what we can until our clients succeed.

What makes VISTA CO. unique is the full-service consulting approach that uses technology based analytics to develop, deliver and capture the essentials that matter the most.  Change is hard, but when implemented and engrained as part of the business model, it becomes the life-line of success.  Leaders today must realize that if they don’t continuously disrupt, they will be disrupted.  At VISTA CO., we coach, mentor, and roll up our sleeves to ensure amazing outcomes.  Along with our training and cohort programs, we connect our clients to the real world where together we interact and work side-by-side with other global business leaders.

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

Serelda Herbin | 2016

Abstract

Normal–what does normal look like to an at-risk child in an underserved community? Normal. When one’s normal standards of life fall below the acceptable societal level, crime is created, unwed mothers are multiplied, and success in life is substandard or never achieved. Further, goals and dreams of at-risk youth in these environments are negatively altered (Walsh D., 2008). Luckily, for the little girl who set the tone of this paper, she did not take any of those routes and ended up with a much more successful life, which brings me to the purpose of this paper. This paper uncovers at-risk youth, what makes them at-risk, ways to help at-risk youth, ways to groom and develop at-risk youth into leaders, and how the concept of coaching at-risk youth can lend to their development. Secondly, this paper introduces a coaching concept, my brainchild developed through research, experience, and findings, known as the Herbin Youth Leadership Coaching Concept (HYLC2). I have created this concept specifically to target at-risk youth in order for them to better understand who they are, where they are in life, where they are going, and effective ways to get there. The HYLC2 is based on the rationale that underserved youth are not receiving that dedicated time needed to be developed as upstanding citizens. It is designed to stand in the gap of those children who need just a little more tender loving care and motivation to excel. Studies have shown that exposure to disadvantaged neighborhoods has a much greater negative impact on the chances a child will graduate from high school than earlier research has suggested (Fowler, 2011). What does all of this have to do with the leadership training? It has much to do with this training concept because if the family life is not stable, with positive leadership within the family unit itself, those who are a part of the family unit will not be stable; the motivation to succeed will be limited or even non-existent.

The Inverted Donut, the Lattice, and the Starfish: Designing the Organizational Architecture for All

Peifeng Mary Tzen Ho | 2016

Abstract

All Nations Family—also known as All Nations—is a mission organization that exists to start church planting movements among the least reached peoples of the world, as part of the global church endeavor to finish the Great Commission in this generation. All Nations currently has two sending hubs which have workers church-planting in 34 countries. To be part of finishing the Great Commission in this generation, All Nations believes that it must train and send more local and near-cultural workers, not just Western cross-cultural workers. Therefore, All Nations aims to multiply 40 sending hubs and church planting communities in strategic cities and locations around the world to mobilize more local and near-cultural workers to ignite church planting movements over the next ten years.

This paper seeks to design a global organizational architecture for multiplying hubs and church movements. To do so, this paper has: 1) analyzed the existing literature on organizational structure, global networks, lattices, federations, and loosely-coupled structures; 2) revisited the historical structures that propelled mission and church planting movements in the previous centuries, and 3) interviewed ten mission organizations and churches that are focused on multiplying hubs and catalyzing church movements. This paper concludes that All Nations—as a global mission organization focused on multiplication—require the scalable configurations of a federal “inverted donut” structure, a lattice structure, and a “starfish” network structure.

Disruptive Leadership: Apple and the Technology of Caring Deeply – Nine Keys to Organizational Excellence and Global Impact

Richard Kao | 2016

Abstract

Disruptive leadership is a topic generating intense interest.  Companies all over the world are trying to upend their industry through innovative products or services.  Becoming a disruptive organization however, is easier said than done.  Even more difficult is being a company that continually disrupts.  Is it possible to discern a code for how companies can achieve this?  In this book, a disruptive leadership framework is proposed in which caring deeply is placed at the center of the model.  By turning care into a focal point, a triphasic model is proposed that moves from the personal realm (individual), to the corporate arena (organizational), and then to the global stage (impact).  Nine keys are identified along this path for how companies can realize organization excellence. While care may seem like a soft concept in the rough and tumble world of business, it is argued how it is actually an inspired manner for providing direction, structure, and know-how that leads to powerful outcomes.  Apple is profiled as a leading example of leveraging what is termed the technology of caring deeply.  Other companies, such as Nike, IKEA, Zappos, Starbucks are also profiled.   Finally, a leadership canvas is provided to help activate the lessons shared in the book.

Leading Strategic Change: The Application of Strategic Influence

Timothy S. McWilliams | 2016

Abstract

Today’s rapidly changing, hypercompetitive, and increasingly globalized strategic environment is filled with competing ideas and interests that divide people, lead to conflict, and create significant challenges for nations and organizations alike. These competing ideas not only create obstacles to success in the external environment, but also create dissention and division within. Amid this environment, governments and organizations often expend considerable resources attempting to shape public opinion, cultivate support across diverse audiences, or influence the thinking or behaviors of others. Unfortunately, many of these efforts miss their mark because their strategic communication efforts lack holistic, long-term direction, credibility, or even power. There are number of reasons for this, but they essentially come down to the failure of strategic leaders to: (1) understand the complex dynamics that exists within the arena of ideas that is part of today’s strategic environment; (2) demonstrate leadership; and (3) communicate strategically.

This book is about the effective application of strategic influence to create strategic change—both in the external strategic environment and internally in the form of organizational culture and climate change. Strategic influence is the ability to influence the attitudes, values, beliefs, and behaviors of multiple differing audiences in the strategic environment simultaneously to achieve long-term strategic goals. It is the product of effective strategic leadership rooted in legitimate power and authority, and is manifested in both strategic actions that focus on strategy implementation and strategic communication that focuses on conveying specific messages to different target audiences. This book is unique because it not only explains the symbiotic relationship between strategic leadership and strategic communication required to produce effective influence, but also demonstrates how to leverage this symbiotic relationship to affect strategic change to address an important issue in every organization or institution—ethical change.

Exploring the Electronic Health Record, Interoperability and Patient Engagement: The App Solution

Stephanie Morish | 2016

Abstract

The healthcare industry in the United States is considered broken based upon published reports which rank the United States healthcare system last compared to other industrialized nations (Commonwealth Fund, 2014). The ranking of 8th (The Commonwealth Fund) has government agencies (The Department of Health and Human Services, through the Centers for Medicare and Medicaid Services-CMS) and healthcare organizations scrambling to address cost, decrease waste and utilization while remaining viable entities in their communities. The facts state 31% of primary care physician’s (PCP’s) in the U.S are able to receive routine notifications electronically of a patient encounter in the hospital setting, although the use of electronic health records has increased from 10% in 2012 to 69% in 2015 (Health IT Dashboard).

The issues around the lack of effective communication are rooted in understanding the internal and external culture and subcultures that inhibits organizational goals in healthcare institutions nationally. The American Hospital Association reports approximately, “100,000 people die annually in hospitals from medical errors—and 1 out of every 370 people admitted to a hospital dies due to medical errors”. These numbers also state that hospitals are becoming very dangerous environments, where there is vulnerability and the absence of detail (Houle and Fleece, 2012).

A major contributing factor associated with the aforementioned statistics is receiving medical histories and relevant facts with the details that are buried in electronic folders within the electronic health records (EHR). Most EHR’s inhibit the ability to make effective care decisions timely, and in the case of the transient patient—the correct past medical history is absent and therefore inhibits proper care management. The U.S. is respected internationally for initiating the best trauma services, but weak providing concurrent care (continued care post trauma care) contributing to low quality scores. Within the healthcare arena, emergent care is supported in most cases by an assigned hospitalist physician whose potential practice patterns are absent of co-management by the PCP (who has the best knowledge of the hospitalized patient). Another factor is increasing hospital length of stay (LOS) with physicians waiting on pertinent health details that could impact the treatment plan and prevent hospital-borne (nosocomial) infections and sentinel (adverse) events that contribute to readmissions.

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

Taiwo Ojo | 2016

Abstract

This study examines the important role, globalization, values, and ethics played on the entire leadership development process in the global consulting industry of the Sub-Saharan Africa culture. The concept of organizational strategy and design, values, culture and ethics, strategic and global leadership, and other human sides of leadership development shall be critically examined. However, the resultant effect of globalization coupled with the dominant force of culture especially in the context of the Sub-Saharan Africa culture and how they affect the global consulting industry both in a profit (commercial business) and non-profit based entities with further recommendations for any future research are made. Furthermore, the two basic consulting tools that could bring about a positive improvement on the organization’s effectiveness and change the entire consulting landscape in this cultural cluster shall be deployed by the researcher. The consulting interventions are Organizational Culture Assessment Instrument (OCAI) and Strategic Team Review Action Tool (STRAT) which shall be administered in the two nations of Nigeria and Ghana, where relevant data are to be collected and collated using questionnaires and surveys to support this research and consulting reports shall be prepared. Lastly, the values and visions of a global consultant that want to operate effectively within the Sub-Saharan Africa culture are listed and explanations about the heart of the matter where some biblical perspectives are given.

Three Cords of Apostolic Leadership

Amy Olson | 2016

Abstract

Inspire and challenge your ministry leaders and significantly improve the impact of your church administration with this thorough study of leadership and organizational development. This resource presents a realistic approach to help you build a team with powerful direction.

The Three Cords of Apostolic Leadership addresses three central aspects of church leadership:

  • The spiritual disciplines upon which apostolic leadership is built;
  • Leadership practices, with in-depth models of servant leadership and transformational leadership; and
  • Innovation, outreach, and team-building practices to improve the community aspect of your church.

Whether you’re new to church leadership or you’re looking to improve a long-standing institution, you will gain clarity in how to empower every aspect of your church. From its spiritual core to the outer community, your church will grow from the inside out.

Wielding the SWORD of Leadership: Using the Paladin Approach© to Leadership Development

Thom Owens | 2016

Abstract

This course curriculum is an answer to a perceived gap in Christian leadership in business and is the culmination of three years of work at refining my knowledge, skills, and attitudes of what it means to be a Christian leader on a course to change the world. This curriculum, the leadership model it is based on, and the leadership development journey it represents, encapsulates that refinement and allows me to fulfill my purpose. Designed to develop Christian leaders, at all levels, to embrace their own unique purpose, this approach seeks to imbue the knowledge, skills, and attitudes of a spiritual warrior using a biblically-based leadership model known as the Paladin Approach© Leadership Model.

Knowing that God has a purpose for each of His children that include plans to prosper us and not harm us but to give us a hope and a future (Jeremiah 29:11) is not enough.  We must develop the life infrastructure to carry the weight (responsibility) of that God-sized dream before we can take part in that plan. Between the God-sized dreams, the center of which is our purpose, and the solid foundation of Christ, lies the main beam of our character that keeps the support pillars of the structure, stewardship, worship, ownership, relationship and discipleship, in contact with the foundation of our lives – Jesus.

Using the Analyze, Design, Develop, Implement and Evaluate (ADDIE) Model, this seven-module course was created to highlight the knowledge, skills, and attitudes needed in those critical areas by students of the course. The final output for this project is the course curriculum for “Wielding the SWORD of Leadership” complete with a program of instruction, courseware including slides, instructor notes and evaluation sheets, and a student workbook.  Students who complete this course are better able to embrace their role as Paladins – warriors for Christ and engage in the spiritual battle to develop as a leader as they fulfill their purpose through the integration of their faith in business.

The Transformer in You

Lawrence Powell | 2016

Abstract

Leadership may involve many things, but it is primarily about influence. The power of influence is the standard of leadership in leading others toward achieving shared goals and turning visions into living realities. Leaders are not lone soldiers. They function in partnership with followers to make change happen. In the absence of capable followers, leaders are ineffective and destined to fail in their attempts to realize transformation. Today’s societal issues are complex and many. Even so, there is really nothing new under the sun. Since the rise of humanity history’s pages reveal that there has always been scores of problems to solve, hurdles to overcome and crises to manage. Repeatedly without exception, extraordinary men and women have risen to the occasion as leaders and faced each dilemma head on to initiate and implement significant change with favorable outcomes. Change is an inevitable part of life. Things change every day and all the time. Change may be welcomed or it may be resisted, but change will always occur in life and business. Exceptional leaders understand this well. These individuals are notably proactive rather than reactive. They anticipate change and respond accordingly leading the way to creating a preferred future. Inside every leader is the potential to conceive and create positive change. Often this capacity is overt, common among certain leaders and in constant display. However, sometimes its covert and simply needs to be stirred a bit to get the leader’s creative juices flowing. Whatever the case, there’s always room for improvement in every leader regardless of competence and experience. This manuscript is about the power of leadership to affect change in society, organizations and groups of every kind. It presents practical and critical insights for leaders who earnestly desire to improve their leadership skills and capacity. Some argue that individuals are born leaders. Others contend leaders are developed. Actually, it is correct to say prospective leaders are “born to be made” leaders. Hence, with this view in mind, this book is fundamentally about leader and leadership transformation.

Coca-Cola, IBM, The Red Cross and The Salvation Army: Similarities and Dissimilarities in Risk Management Between For-profit and Non-profit International Organizations

James Martyn Rickard | 2016

Abstract

Risk management styles and techniques vary from organization to organization and this manuscript will briefly touch upon differing techniques used by four major companies both non-profit and for-profit. The research criteria for this project consists of viewing four diverse organizations that have successfully been in existence for over one hundred years. Each organization is wide-ranging and international in scope in providing products and services to people without regard to their country of origin or their culture. Each company will be viewed from its historical basis, with the risk section of each company viewed in its relationship with other standard functional departments and how risk relates to each, as a total organizational body. The Key Performance Indicators (KPI’s) or Metrics will also be reviewed along with the presence and strength of any Succession Planning and Management programs within each organization. Also within this manuscript will be a definition and comparison of Risk Management versus Enterprise Risk Management (ERM) and the benefits and differences of each method. Each view of the various risk departments will follow the same format for ease of comparison during review and for further research.

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

Peter Rios | 2016

Abstract

This report is a three part documentation for a Latino Initiative at Indiana Wesleyan University, College of Adult & Professional Studies. Part one of the series forecasts the future of Latinos in the U.S. out to 2025, the second on higher education concentrating on Christian higher education, and the third delivers recommendations. The goal of this report was to analyze demographic trends, economic uncertainties, and possible paradigm shifts within the Latino community and higher education, report findings for strategic partnerships with the Latino community, and propose a strategic plan for the College of Adult & Professional Studies on how to recruit, retain, and best serve Latino students. Unique to this report are the scenarios presented throughout, so the reader can get a glimpse of what can be, in the midst of uncertainty in society. Strategic foresight is applied as a key element to maximize the opportunity to think outside the box for innovative education towards the U.S. Latino community.

Full-orbed Leadership: The Five Phases of Church Leadership

Marcus Streater | 2016

Abstract

Welcome to Full-orbed Leadership: The Five Phases of Church Leadership! Throughout this series of courses, you will discover a Christ-centered leadership approach which encompasses a holistic range of spiritual and practical disciplines. Full-orbed Leadership offers several contemporary leadership paradigms through a biblical worldview and is intended, but not limited, to supporting sustained Christian discipleship and church organizational development. To illustrate the progressive path toward becoming a full-orbed leader, I utilize the moon as an analogous symbol throughout the curriculum. Conveniently, the moon offers its illumination in phases, and I believe that contemporary church leaders can illuminate the lives of others in an ever-increasing way. This curriculum will be delivered in five courses (or Phases). Throughout these courses, I will highlight eight distinct leadership competencies and demonstrate how they coalesce into the Five Phases of Church Leadership. First, in the New Phase, we will explore how leaders learn to perceive and understand themselves and their potential influence through authentic leadership. In the Crescent Phase, we will examine how leaders learn to scan, envision, and innovate by applying strategic and anticipatory leadership skills. Next, in the Quarter Phase, ethical and transformational leadership provide the means through which leaders learn to value and transform their followers. In the Gibbous Phase, we engage servant leadership, which offers leaders the opportunity to enrich and serve their followers in highly impactful ways. Finally, in the Full-orbed Phase, allied and global leadership are added to the rest as leaders learn to collaborate, adapt, and reach beyond geographic and cultural boundaries. Altogether, these Five Phases will demonstrate how applying Full-orbed Leadership can enhance the growth and development of the leader and those who are being led.

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

Sim Cheok (Janice) Tan | 2016

Abstract

This manuscript seeks to answer the question: “What is the ‘right-fit’ for leadership coaching practice to support Malaysian leaders to develop their leadership talents and behavior?” The primary intention of this manuscript is to introduce the Right-Fit Leadership Coaching Model, a balanced leadership coaching practice, using the Western way of explaining leadership coaching but utilizing Malaysia’s cultural values and within the local cultural context. Right-Fit leadership coaching has to be culture-specific. The Right-Fit leadership style coaching harmonizes the Malaysian culture with the most effective Western coaching theories and practices to elevate leadership practices in Malaysia. The Right-Fit Leadership Coaching Model has two parts, the leaders’ transformational component, and the coaching component. Firstly, the leaders’ transformational component consists of honoring values, principles of change, learning, and leading, leadership competencies, and the transformational leadership style. Secondly, the coaching component includes coaching skills – active listening, questioning, and feedback, and coaching support – support, encouragement, and accountability. The Right-Fit Leadership Coaching focuses on coaches designing a coaching framework within the local cultural context to support their clients to develop transformational leadership behavior to lead followers and organizations forward. The Right-Fit Leadership Coaching is an honoring relationship where coaches honor their clients’ ability to change, learn, and develop new leadership behavior to lead and transform their followers and organizations to new frontiers. The Right-Fit Leadership Coaching template also exemplifies how cross-border leadership coaching could work for coaching leaders from diversified cultures, team-coaching to a diversified group of team members, foreign coaches working in their host countries, and other coaching involving diversity areas.

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

NaDene Tucker | 2016

Abstract

John 1:1-2, 5 states, “In the beginning was the Word (Christ), and the Word (Christ) was with God, and the Word (Christ) was God. 2 He (Christ) was in the beginning with God…5 The light (Christ) shines in the darkness, and the darkness has not overcome it” (ESV). This passage mentions that Christ is the light and how the darkness (man) failed to comprehend the light (who was Christ). God and Christ are the genesis of values; they existed from the very beginning before theories, values and ethics came into existence. Adam and Eve made the first ethical decision when Eve listened to the serpent and Adam listened to Eve. This began the ability of man to make choices based on what they valued and what they thought was ethically sound at that time. Applying values and ethics biblically gives leaders in the church the ability to problem solve in various situations through knowledge development, evidence, practice or methods, and scriptural protocols in innovative and creative ways. In order to find effective leaders in the church, identifying leadership with a human side is critical to God’s divine assignment. Each leader must not only have the expertise to establish a successful organization or ministry, but a set of values or ethics that lets others identify who they are as an individual and understand why they have been called. This manuscript will examine a variety of leaders within Christendom (biblically and currently) whose set of values or ethics (whether good or bad) changed those who chose to follow.

Reinventing the California State Military Reserve

Joseph von Sauers | 2016

Abstract

The California State Military Reserve (CSMR) is the official State Defense Force (SDF) for California. California is one of twenty two states plus Puerto Rico which has an SDF. The SDFs are under the control of state governments, and in California, the governor is the CMSR’s Commander. SDF’s are the modern successors to the militias, those “citizen soldiers” who fought in America’s wars since before the revolutionary war. Similar to other SDFs, the CSMR is not considered to be a part of the U.S. federal armed forces. Hence, while the CSMR is part of the California State Military Department, together with the National Guard, the CSMR is not part of the National Guard and cannot be federalized with it. In contrast to the California National Guard, which has dual State and Federal missions, the CSMR is not expected to be prepared to deploy outside the state as a warfighting force. Therefore, the CSMR mission is twofold. First, it is assigned to support the National Guard in both the Guard’s state and federal missions. Second, it has state specific missions. These missions include State Civil Affairs (including Emergency Management, Civilian-Military Liaison Officer (LNO), and Search and Rescue), State Military Police (SMP) and medical, legal and chaplain support. CSMR soldiers include both those with prior military experience as well as those who have no prior service. While the CSMR has significant potential, it also faces significant challenges. Chief among them is the lack of financial support for CSMR operations, training and pay. There are also issues related to organizational design, structure, mission, leader development, culture, learning, recruitment, regulatory support, strategic planning, and political dimensions which have significantly impacted the CSMR’s ability to be a more fully effective component of the California Military Department. Hence, the focus of this project is to analyze the above issues and associated problems and to propose comprehensive solutions.

The Seventh Dimension of Leadership

Kathy E. Williams | 2016

Abstract

The Seventh Dimension of Leadership is a documentary, a guidebook, and a leadership manual to explore the journey of 21st century leadership.  The project uses the woman at the well from the Gospel of St. John, Chapter 4 and her seven relationships of five husbands, a live-in, and Jesus Christ overlaid to the seven dispensations of time – innocence, conscience, authority, promise, law, grace, and sovereign reign.  Using her life journey from a traditional upbringing through drug addiction and dropping out of high school, continuing through the saga of single parenting and dealing with poverty, K. Williams offers a road map for others to trace the roots of their own development in leadership.  Each chapter includes an application section that speaks as the consultant and executive coach to activate the content into the reader’s organization.

The project includes sections between each chapter titled “Reading Between the Lines” that contain in-depth stories from the author’s experiences.  One such story includes a story of the author’s then 8-year old daughter questioning her mother’s feeling about having biracial children.  Another includes the story of the shooting of one of her sons with the admonition of “Walk wobbly if you need to, but keep walking.”  Other sections address micromanagement, more commonly known as control freaks (and how to be healed from that plague) and the arrival at sovereign reign as the seventh dimension of leadership.  The entire project is written toward the perspective of being a leader who is Christian and mastering “love with no agenda.”  In our multicultural, global world of the 21st century, this project offers effective tools for truly operating as ambassadors of Christ.

2015

Burnout 101: The Anatomy of Burnout

Huey P. Jr. Allen | 2015

Abstract

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

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

Marella Big Mountain | 2015

Abstract

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

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

Creating a Military & Veterans Transition Academy at Regent University

David Boisselle | 2015

Abstract

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

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

Kenneth Chandler | 2015

Abstract

The District Department of Transportation (DDOT) is one of the largest cabinet-level agencies in the District of Columbia government. It is an organization of over 1,050 dedicated employees responsible for over $44 billion of infrastructure and public space in the Nation’s Capital. The fulfillment of DDOT’s mission requires internal support services capable of creating a strategic roadmap for future endeavors. That roadmap will aid the organization’s ability to navigate through current and long-term political pressures evolving to a state of sustainable, efficient, and effective service delivery to the DDOT consumer base.

Change is inevitable. Within the last decade, the District of Columba has had four mayors who have in turn appointed seven DDOT Directors. The relatively new Administrative Services Administration (ASA), responsible for providing internal services (administration, human capital, organizational development & training, employee & labor relations, and facilities management) has experienced four leadership changes within three years of its existence. This repetitive change has manifested a number of challenges. Specifically, this pattern of transition compromises the ability of the Administration to establish or maintain structural balance for coordinated service delivery to the six (6) operating administrations. Moreover, this level of constant change fortifies existing silos limiting understanding of “who does what” coupled with the absence of authority and accountability.

From the perspective of the project consultant, this project follows the steps of local government procurement and contracting processes to establish a client/consultant relationship for the transition of DDOT’s Human Capital Division. This strategic initiative places special emphasis on the transformation of this core division of ASA creating a catalyst for use in transforming this Administration and ultimately the entire agency. The project elements include: a consultant report containing a comprehensive qualitative review and organizational cultural assessment, recommendations, and a Human Capital Strategic Business Plan.

Sustainable: Developing a sustainable faith-based or nonprofit organization

William P. Clark | 2015

Abstract

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

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

  • Organizational Leadership: Influencing an entire organization to adopt sustainability as a cultural norm.
  • Self-Leadership: Raising individual consciousness about the necessity of self-leadership prior to leading others toward organizational sustainability.
  • Renewable Resources: Engaging in sustainable activities to create an economic ecosystem through which your organization can survive and thrive.

The Holistic Application of Transformational Leadership Attributes to Organizational Development

Lance Fang | 2015

Abstract

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

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

James P. Foot | 2015

Abstract

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

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

  • Module 1 focuses on executive leadership styles. During this module attendees are presented with the challenges of adjusting their leadership perspectives from operational to strategic, from managing to inspiring, and from being agents of change to designers of change.
  • Module 2 focuses on the development of a strategic focus. During this module attendees are exposed to rigors of developing a truly inspirational vision and how to expand awareness within their organizations of its future operational environment.
  • Module 3 focuses on aligning the organization’s structure to better support the leader’s vision. During this module attendees are challenged to explore the necessity for changing organizational structures to better address the vision and create an environment to support strategic thinking. Additionally, attendees are exposed to techniques for analyzing and changing organizational cultures to better align with the vision.
  • Module 4 focuses on the development of foresight skills through the use of driving forces analysis, identification and management of strategic issues and the development of future scenarios to help shape the organization’s strategic initiatives.

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

The Immigrant Family Services Institute (IFSI- USA)

Geralde V. Gabeau | 2015

Abstract

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

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

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

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

Jeffrey Jones | 2015

Abstract

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

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

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

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

Coaching With a Servant’s Heart

Merrium Leverett | 2015

Abstract

We live in a world of hustle and bustle, everyone trying to get to one place or another and always in a hurry. In the process, we tend to push people through, coming across as only concerned about our needs. What has all this hurried life done for our leadership, our followership, and our general care for one another? How do we fix this issue of meeting the needs of others, while withstanding the hustle and bustle of life? In other words, how do we lead in a hurried world? This manuscript offers a solution to this dilemma through a Servant Leadership Coaching model. Put the term service back into servant leadership, we focus more on leadership where we serve the needs of the people, then we can become better servant leaders. This can be accomplished through using the Servant Leadership Coaching Model to develop leaders who effectuate change through serving the needs of others.

The model is a three stage modal that focuses on change. The three stages are: change mindset; develop leadership; and change culture. To change the mindset we must understand what leadership is, explore personalities and motivations, build trusting relationships and then develop a learning environment. After this stage the coach begins to develop the leader by coaching them to listen and effectively communicate, develop core values, clarify the vision, and facilitate change while being accessible. The final stage of the model deals with changing the culture of the leader and organization to one of a servant leader by inspiring/empowering others, showing genuine concern, supporting community and encouraging change. Through utilization of this model leaders can make a difference. They begin to change the world.

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

Jacqueline Martin | 2015

Abstract

Effective Practices of the Servant Leader and the Healthy Servant Leadership Organization is a leadership development training and organizational health assessment. It is designed to facilitate a learning opportunity for all levels of leadership in an organization to accomplish 5 main objectives:

  1. Recognize the attributes required of a leader and leadership.
  2. Identify characteristics, feelings, and actions of the servant leader by examining contemporary servant leadership models.
  3. Examine and identify traits and competencies of an exemplary servant leader.
  4. Know if the character of servant leadership is evident in leaders by discussing, learning principles and practicing servant leadership skills such as active listening, empathy and conflict resolution.
  5. Know what it takes to start a personal journey on the path toward servant leadership and implement changes in the organization to achieve “optimal” organizational health by looking at culture, strategy and the factors that affect organizational health.

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

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

Scott MacFarlane | 2015

Abstract

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

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

William McClain | 2015

Abstract

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

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

Oluwaseun Mustapha-Temowo | 2015

Abstract

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

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

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

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

Going on A Digital Diet – Protection Your Information

Kermit Christopher Pahl | 2015

Abstract

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

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

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

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

Idlir Proseku | 2015

Abstract

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

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

Jacqueline Ritacco | 2015

Abstract

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

Organizational Culture Analysis at the Defense Contract Management Agency

Kevin P. Smith | 2015

Abstract

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

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

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

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

A New Way Saving Your Organization One Strategy At a Time

John Steely | 2015

Abstract

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

Integrated Delivery: Innovating Leadership for Outstanding Healthcare Outcomes

David Stehlik | 2015

Abstract

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

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

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

Nathaniel James Stutzman | 2015

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

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

Transforming New Generation Leaders

Eve Taylor | 2015

Abstract

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

Government Executive Leadership Program: A Study in Strategic Leadership

Bruce Trask | 2015

Abstract

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

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

Management Administration Health Services Operational Review

William Triplett | 2015

Abstract

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

The Value of Succession Planning for Nigerian Organizations

Elvis Ukpaka | 2015

Abstract

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

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

Catherine Warren | 2015

Abstract

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

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

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

Using Social Exegesis on the Pages of Life

Chris Williamson | 2015

Abstract

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

The four principles of Social Exegesis are as follows:

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

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

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

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

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