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A Leap from Smart City to Foresight City

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

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.

Effective Leadership: Top 10 Areas Every Christian Leader Should Consider

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

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

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

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

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

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.

21st Century Leaders Leading Leaders

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

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.