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Joint Leadership: Leading in a Joint & Combined Organization

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.

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

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

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.

Workplace Transformation through Online Customized Training

Workplace Transformation through Online Customized Training

Brent Ide | 2020

Abstract

With the growing number of professionals working from home and being connected virtually the need for online training has grown into a much needed necessity for many organizations. Electronic or online based training development, provides a means to strengthen a workforce in a way that can reach many in a time when social distancing is a mandated practice. The need for customized training and continuous improvement in our workforce warrants the need for many employers to consider investing more attention in this area. This project focuses on a training program that closed the gaps for one organization that included onboarding new employees as well as refresher training for existing employees to remain vigilant in their field of profession. After codification of this online specialized training it was found that there was a profound impact on the knowledge base of employees and sustained lasting retention rates over a controlled amount of time during the projects timeline. This online training initiative has proven to be an overall successful technological advance in the realm of initial and sustainable training for this test group. In my attempt to maximize engagement and interaction between instructor and employee I have provided a blueprint in building a structured training program that can meet the needs of today’s online workforce.

Effective Leadership in Software Development Organizations

Effective Leadership in Software Development Organizations

Ebenezer Ikonne | 2020

Abstract

Statistics show that a primary source of employee dissatisfaction in the workplace is their assigned leader, i.e., the person they report to (Clifton, 2020). The situation in organizations is so bad that even prominent management researchers recommend organizations get rid of their managers—as if that solves the problem (Hamel, 2011). This leadership challenge transcends industries. As progressive as software development organizations are when it comes to technology, employees in many of these organizations report experiencing poor leadership. After 20-plus years in the software development industry, I know first-hand that software development organizations are not immune to the problems of employee disengagement, low morale, and dissatisfaction.

Effective leadership does not end with achieving a shared goal or outcome. Effective leadership also requires that leaders continually foster an environment where employees can thrive. This book provides assigned leaders in software development organizations guidance on how to effectively lead within their organization. It provides the leader with insight on how culture—national and organizational—impact leadership and how the leader will need to adapt their leadership approach to their cultural context. An extensive review of servant leadership and adaptive leadership theories give leaders the behaviors and practices required to support their teams and lead through change using informal authority and personal power. Throughout the book, real-life stories are shared to provide readers with examples of these leadership approaches in practice. Leaders will become more effective at fostering a healthy environment where software development can succeed by reading this book. Leading effectively significantly benefits the people you lead, your organization, society, and you.

Next Level Leadership: Leadership Development Guide for Emerging Leaders

Next Level Leadership: Leadership Development Guide for Emerging Leaders

Dwight James | 2020

Abstract

There is a leadership crisis amongst Millennial and Generation Z. Studies show that 82% of Millennials believe that America is in a leadership crisis because there are not enough “good” leaders.” While there is a consensus on the need for leadership, less than 50% of Millennial and GenZ believe they are “good enough” to make a difference. This book addresses the “not good enough” mindset by utilizing leadership development and inspiring Millennial and GenZ leaders who are leading and proving the statistics wrong. Millennials and GenZ lead the charge and use their voice and platform to bring about change in their communities and their world. There is a shift taking place in our organizations, churches, and communities. Emerging leaders, not only are you good enough, now is your time. Leaders are not born; they are developed. Millennials and GenZ, we are built for leadership, and the world needs our voice.

Finding Wisdom and Understanding: A Lifelong Effort

Finding Wisdom and Understanding: A Lifelong Effort

Jesse Johnson | 2020

Abstract

The Lord tells us unequivocally that the way to reach our potential is to seek wisdom and gain understanding; in all things, people are designed to be learners. The Biblical example for developing people is clear, first learn, then teach. The challenge is to accomplish this in the modern world with all the distractions of today. Parents, teachers, religious leaders, and neighbors create social patterns that drastically influence our behavior patterns for the duration of life but, the old ways of teaching are ineffective for the next generation, Gen Z. This societal failure has produced a need to change learning and teaching modality for recent generations where young adults become the regulators of their own wisdom, particularly in biblical lessons. This manuscript presents examples and concepts focused on five critical, often misunderstood areas of the Christian life; Faith, Fear, Sin, Ethics, and Grace to inspire young adults to seek biblical understanding. Additionally, the author presents an adaptive perspective to biblical teaching and learning for Christian educators working with members of Generation Z.

Keywords: Generation Z, Biblical Teaching, Faith, Fear, Sin, Ethics, Grace

Highlight Systems Thinking Using Casual Loop Diagram to Map Complexity in Global Business Organizations to Promote a Culture of Wellness. Case Study- Worcester Recovery Center and Hospital (WRCH)

Highlight Systems Thinking Using Casual Loop Diagram to Map Complexity in Global Business Organizations to Promote a Culture of Wellness. Case Study- Worcester Recovery Center and Hospital (WRCH)

Maxim Kimberg | 2020

Abstract

This report aim to shape systems thinking and gain some insight on using Causal Loop diagram to add value to an organization practice as reference to the case study Worcester Recovery Centre and Hospital to determine cause and effect relation on variables that underpins the smooth functioning of the organization in study and the intervention necessary to creates and sustains the effectiveness of the organization. The more complex a system is, the greater its potential to process large quantities of information, learn quickly and act flexibly. Systems thinking can help you break through the clutter of everyday events to recognize general patterns of behavior and the structures that are producing them. It also helps in separating solutions from underlying problems. Too often we identify problems in terms of their solution. Changing the way we think does not automatically solve the various problems, issues, or crises we face it does not reframe how we think about what we view as a problem in the first place, and what solution might look like. People don’t come to work to do a bad job. They don’t get up in the morning and say, “I think I will perform badly today.” Still, things go wrong, and products are produced, and services provided are unsatisfactory. Usually, faulty systems are at the root of the problem. Forrester, (1961) introduced a method of systems thinking that provides us with the tools for better understanding these difficult management problems which have been well established. Conversely, these approaches require a shift in the way we think about the performance of an organization. In essence, it requires that we move away from looking at isolated events and other causes (usually assumed to be some other events) and start to look at the organization as a system made up of interacting parts. As a result, there is the need to apply the concept of anticipatory management in Worcester Recovery Centre and Hospital (WRCH), via an issue management department. The key outcomes of the assignment disclose that staff morale is important to staff performance as explained per the employee perception level towards the key themes (internal work structure, corporate culture, and staff morale), staff morale affects and is being affected by the reigning work structure and performance. Besides, motivate staff when good things are done, not only focus on depraved output.

Leadership Coaching in Chinese Churches in North America

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.

Leadership Solutions for a Better Future: Equipping Leaders to Not Just Survive but Strive in a VUCA Environment

Leadership Solutions for a Better Future: Equipping Leaders to Not Just Survive but Strive in a VUCA Environment

Tanika J. Kyle | 2020

Abstract

In the year 2020, the world has been turned upside down. Volatile, uncertain, complex, and ambiguous (VUCA) environments are happening everywhere. The number of real threats facing every corner of the world continue to escalate and reinforce the need to embrace core foundational leadership principles and skill training. In order to overcome these threats and prepare leaders for VUCA environments, current leaders must be retrained and future leaders equipped with the right leadership skills, knowledge, tools, and values (Shufutinsky, Deporres, Long, & Sibel, 2020). The goal of this online leadership course is not to solve the worlds’ problems but to focus on nonprofits and small businesses by equipping their leaders with what they need to not just survive but strive in VUCA environments.

Each of the four courses include several lessons, quizzes, break out activities, and various supplemental materials that help new leaders gain needed leadership knowledge, skills, and training, and more seasoned leaders can identify opportunities for growth and opportunities to incorporate future skills for leading effectively in VUCA environments. The courses provide leaders with the skills to solve the challenges they see every day and gives them a solid foundation to proactively plan for future challenges. Leadership Solutions for a Better Future helps leaders adjust their mindset to understand how VUCA can impact their ability to effectively lead, what specific areas to target, and the right skills to focus on so they strive not just survive.