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Using Social Exegesis on the Pages of Life

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 doingsocial 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 committedsocial eisegesisby 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.

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Integrated Delivery: Innovating Leadership for Outstanding Healthcare Outcomes

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.

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

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.

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Transforming New Generation Leaders

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.

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Government Executive Leadership Program: A Study in Strategic Leadership

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 astrategicleader 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.

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Management Administration Health Services Operational Review

Management Administration Health Services Operational Review

William Triplett | 2015

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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.

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The Value of Succession Planning for Nigerian Organizations

The Value of Succession Planning for Nigerian Organizations

Elvis Ukpaka | 2015

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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.

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

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

Catherine Warren | 2015

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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.

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Coaching With a Servant

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.

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

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:

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

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

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