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

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.

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

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

Janice McLaughlin George | 2018

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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.

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The Mega Leadership Model: Multi-Dimensional Leaders Thriving in the Realm of Uncertainty and Unthinkable Ideas

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.

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Coaching is Servant Leadership

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.

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Failure of Effective Leadership in Healthcare: The Case of Life Healthcare Esidimeni (South Africa)

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.

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Leadership Seminar

Leadership Seminar – Leadership ReCourse: Leading in a New Direction

Ketra L. Davenport-King | 2018

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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.

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Project Justification

Project Justification

Stephen H. Dawson | 2018

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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.

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The Conviction to Lead: 30 Attributes of Effective Global Leaders and How to Cultivate Them

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.

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Leading from the Trenches

Leading from the Trenches – 10 Key Areas for Personal Leadership Development

Natacha Dolson | 2018

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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.

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The Future of Learning: An Emergent Learning Approach to Leadership

The Future of Learning: An Emergent Learning Approach to Leadership

Grace Alegre | 2018

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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.

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