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

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.

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

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

Alicia Granholm | 2020

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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.

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

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.

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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.

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The Benevolent Dictator

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.

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Leadership Fitness: Five Truths to Greater Influence

Leadership Fitness: Five Truths to Greater Influence

Justin Hardcastle | 2020

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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.

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

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.

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Think Mission and Beyond: Using Foresight for Social Impact

Think Mission and Beyond: Using Foresight for Social Impact

Doreen Bryant-Escobar | 2020

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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.

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Leadership Coaching

Leadership Coaching – Future Smart Design

Colleen A. Chapp | 2020

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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.

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Leadership and Culture

Leadership and Culture

Matthew Corbitt | 2020

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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.

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