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Co-Leadership: Two Heads Are Better Than One

Co-Leadership: Two Heads Are Better Than One

Lisha Wallace | 2021

Abstract

The direct study of leadership and developing leadership theories is about 100 years old.¹ It is an ever-evolving transition of definitions, types, styles, and labels. However, the vast majority of these focus on the individual as a leader² with a few examples of a dyadic relationship, mainly between the leader and their followers. A notably absent concept is co-leadership, where two leaders fuse together to create a more robust leader pair. Co-leadership is when you have two people equally sharing power, influence, responsibilities, and tasks while also combining unique gifts, talents, and traits towards the goals and success of a company or project.³

On numerous occasions through the Old and New Testament, God presented strong leader duos such as Moses and Aaron, Joshua and Caleb, and Ruth and Naomi. Even more profoundly, Jesus directly paired his disciples together before he sent them out to villages and towns to minister, heal the sick, and cast out demons (Mark 6:7, Luke 10:1). Why was this so important? The answer lies in Proverbs 27:17 and Ecclesiastes 4:9 – “Iron sharpens iron, and one man sharpens another” and “Two are better than one, because they have a good reward for their toil” (ESV). Co-Leadership is why Rome was so successful for at least 400 years⁴ and can strengthen organizations, leading to increased success.⁵

The project has four complementary parts. Part one is a manuscript highlighting the history and importance of co-leadership and what it takes to succeed. Part two is a multi-day workshop covering the practical application of incorporating a co-leadership model into an organization. Part three is a 60-minute highlights wheel with the basics of co-leadership to pique organizational interest. Finally, part four includes three interviews with individuals who are currently trying a variation of the co-leader model and can be sliced into different video files to use in the workshop. The main point of all the parts is co-leadership is the answer to leadership failures because we were not meant to lead alone. Two heads are better than one.

¹Northouse, P. G. (2016).Leadership: Theory and practice. Sage publications.

²Pearce, C.L. & Conger, J.A. (2003). Shared leadership: reframing the hows and whys of leadership. Thousand Oaks, CA: Sage Publications

³Wallace, L. (2021). Co-Leadership. [Unpublished Doctoral Presentation]. Regent University, VA.

⁴Sally, D. (2002). Co-leadership: Lessons from republican rome. California Management Review, 44(4), 84-99. doi:10.2307/41166144

⁵Northouse, P. G. (2016).Leadership: Theory and practice. Sage publications.

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Women Building Women Resources International, LLC

Women Building Women Resources International, LLC

Denise Darcel Webb | 2021

Abstract

Making changes in one’s life is not always easy, to be honest it is hard for people of certain age group. The years of managing the pandemic crisis and the use of social platform has increased our ability to manage our lives with online work, online classes, online social media, and online connections.

This has led to developing an online women’s membership organization for personal development. The objective is to connect women 40 years of age and over in life transitions. This organization will be founded because it is uncommon to find women in the age group of 40 years and up who transition from one career choice to another or returning to school to get another degree or certification, hoping for advancement for the future. Women are resilient; however, most will seek secure lifelines like women’s organizations to assist them in transitions throughout their journey while building trusting relationships. Women Building Women Resources International will be the trusted organization to find the appropriate support they need as they evolve with the appropriate resources.

The vision was to create an environment enabling women to connect and collaborate by building a supportive network of professional women in all phases through their journey of transitioning to other stages of life. Several women’s organizations provide distinct types of support or training in specific fields, and this organization will connect with those who have similar missions and visions to have a full circle of connections. The gap of this organization is to provide women that will have an environment of a specific age group to connect around the world and learn from one another as they are building relationships through a guided path methodology of membership and training.

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Human Resources Leadership Toolbox: Theory & Application for the Changing Organization

Human Resources Leadership Toolbox: Theory & Application for the Changing Organization

Julie Wheatley | 2021

Abstract

Competencies are aligning the skills, knowledge, and abilities needed to confidently complete a job well done. Competency training separates normal employees from high potential and t-shaped professionals. Leaders and followers alike have the opportunity—in various leadership contexts—to model competencies in their everyday attitudes, actions, and behaviors.

Jesus Christ was, and is, the quintessential leader of all time. He continually modeled transformation in His teachings. Jesus always knew the potential others could actualize and met people where they were.

The purpose of the book is to serve as a valuable reference with the intention to positively catalyze change to improve leadership style via competency training information and practical application. The niches are human resource professionals and organizational leaders in pursuit of leadership training and reference. In the 14 Leadership styles of: adaptive leadership, authentic leadership, behavioral leadership, cultural leadership, gender leadership, leadership ethics, path-goal theory leadership, psychodynamic leadership, servant leadership, situational leadership, skill-based leadership, team leadership, trait leadership, and transformational leadership, how can people invest to catalyze change within their organization? By centralizing the focus of each leadership style around catalyzing change through competency development, leaders and followers are able to see evidence of sustainable change through transformative success.

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EMOTIONAL INTELLIGENCE COMPETENCE AND LEADERSHIP THEORIES: Transformational and Servant Leadership Outlined

EMOTIONAL INTELLIGENCE COMPETENCE AND LEADERSHIP THEORIES: Transformational and Servant Leadership Outlined

Olivia Roberts | 2021

Abstract

Emotional intelligence is a prerequisite for successful leadership and is a fundamental characteristic in leadership prowess. Emotions allow leaders to guide followers wisely, manage problematic situations properly and decrease stressful circumstances efficiently. The intelligent use of emotions is beneficial to leadership and followership, and followers often view leaders with advanced emotional intelligence levels as competent, skillful, and knowledgeable. Leadership is a social influence wherein leaders obtain voluntary participation from followers to attain goals. Emotionally intelligent leaders are very keen when making decisions and are aware of the impact their emotions may have on others. Subsequently, leaders’ emotional characteristics and cognitive abilities have the same worth in the leadership development.

Five components are critical to this concept – understanding one’s emotions; managing emotions; motivate oneself; recognize emotions in others and govern relationships. The success or failure of any organization reflects the competence or incompetence of its leaders and leadership. Business leaders and major corporations are pursuing Emotional Intelligence in their organization’s leadership to enhance leader efficiency. In recent years, the emotional intelligence concept emerged as a significant benchmark in leadership efficacy and has proven to be a useful tool in developing competent leaders. Studies have emerged that support a symbiotic relationship between emotional intelligence and effective leadership.

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Scaling Your Everest: A Leader

Scaling Your Everest: A Leader’s Guide to Wholeness

Steven M. Ruggerio | 2021

Abstract

Every leadership journey is different. The ongoing, iterative process of growth from novice to exceptional requires we understand the complex relationship between our internal worlds and external environment. Because of its unique journey, I liken leadership growth to the challenges of climbing Mount Everest. This manuscript uses Everest as a metaphorical backdrop because it provides the perfect picture of our life’s transformational journey with both rugged terrains yet unspeakable beauty. Whether taking another step toward the summit of Everest or pursuing the designed wholeness of our Created Self, Scaling Your Everest promises to equip leaders—regardless of context—with both depth and breadth of influence.

Unfortunately, today’s leaders operate in a trust deficit. Fractured leaders living fragmented lives underscores the gap between desires and deliverables. The key to connecting requires wholeness and excellence. The pursuit of wholeness (unbroken integrity) calls leaders to offer excellence, or Arete as described by the Apostle Peter who said, “God has given us everything we need for living a godly life,” more specifically, to “supplement our faith with moral excellence (2 Pet. 1:5-7) or the Greek word arete.

Arete is the act of living up to one’s potential and fulfilling one’s purpose. Unfortunately, because of past wounds, present pressures, and future fears, we settled for much less. In Scaling Your Everest, leaders will learn to develop an Arete Heart by practicing ten transformational principles identified below. The book is presented in three parts. Part one details ARETE and highlights the importance of:

A wareness –Gaining a greater self-awareness and developing better insight of others.
R eality Check – Before you figure out where you want to go, you must first know where you are.
E liminate Excess Weight – Negative mindsets, limiting beliefs, unforgiveness, and any number of past wounds paralyze our development.
T ools: Identify, Integrate, and Improve – No one climbs Everest in flip-flops. Likewise, leaders must utilize their tools venturing into the unknown.
E ndurance: Inertia is deadly. Excellence requires leaders to persevere in the face of obstacles.

Part Two opens the condition and preparation of our HEART and consolidates four foundational components of personal growth.

H umbly follow and lead – every person on a team brings a level of awareness and perception. Humility is the path of a leader’s purpose.
E xpect Setbacks and Surprises – ARETE leaders use setbacks and failures as opportunities for growth and learning.
A daptive Learning – lifelong learning leads to relevancy and integrative solutions.
R elationally tethered – significant results, whether individual or organizational, requires teamwork and connections with one another.
T ell Your Story – sharing our life’s highs and lows both encourage and inspire others to go further faster.

Finally, Part Three – The Summit – highlights our new perspective and transformational journey. This manuscript is the ultimate field guide designed to equip leaders with the necessary insight and skills to overcome obstacles and achieve their purpose and potential.

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The Vision for Strategic Leaders for Sub-Sahara Africa in the Digital Economy

The Vision for Strategic Leaders for Sub-Sahara Africa in the Digital Economy

Kwabena Sabby | 2021

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In recent years Sub-Sahara Africa’s (SSA) has enjoyed economic growth to reduce poverty and the opportunity to develop innovative policies to transform the private sector for job creations. In the African Development Bank’s 2020 Economic Outlook for Africa, the bank cited Ghana, Rwanda, Ethiopia, Cote d’Ivoire, Tanzania, and Benin as the fastest growing economies in SSA. However, the lack of leadership initiatives has prevented these countries from converting their economic potential into manufacturing innovations into job growth and expansion of the middle- and upper-class-income groups. Private sector organizations in the region lack visionary leaders who will invest in R&D programs and build innovative cultures to create products that will meet customers’ needs in the global market. The lack of strategic leaders is the primary challenge of transforming African natural resources into manufacturing products.

This paper aims to discuss a leadership failure and how SSA can develop the needed corporate leaders. The four objectives of the paper are: (a) how have leadership issues been addressed, (b) how SSA has failed to develop leadership structures from their culture, (c) the impact of building leadership structures with foreign cultures, (d) how SSA can use its cultural dimensions to develop transformational and strategic leaders required to restructure the private sector to compete in the digital economy. The paper concludes that transformational leaders, and strategic leaders, including those with global mindsets and innovative minds, will revamp the private sector to make SSA competitive in the digital economy.

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ABC’s End with Z: How Generation Z Will Change the Future of Work

Carmellia Shivers-Cole | 2021

Abstract

This manuscript is written to help organizations and leaders to better understand how Generation Z will alter the workforce due to their unique qualities, opinions, and lack of prior job experience. Generation Z will impact every aspect of the future workplace, and they will pose challenges in terms of recruiting, hiring, retaining, growth and development. The manuscript provides an overview of Generation Z and how their technology, diversity, and leadership requirements will need to be met. Previous research shows that Generation Z has distinct characteristics, viewpoints, issues, and trends; however, this manuscript brings it all together and offers solutions and suggestions. By answering the following question, this manuscript contributes to the relevance of organizations and leaders understanding Generation Z: How will Generation Z change the future of the workplace? Various workplace contexts are used to investigate how Generation Z will differ from previous generations and will require different tactics in the work environment. The key to success is recognizing Generation Z’s challenges, and the manuscript emphasizes how organizations will have to adapt to Generation Z and not the other way around. There are currently five generations in the workplace, and all have different beliefs, values and perspectives. The content pays close attention to Generation Z’s wants and needs in the workplace and points out how misconceptions or practices will affect their performance at work. This manuscript offers strategies for resolving those challenges while demonstrating respect for Generation Z perspectives. Professional knowledge, experience, and research of Generation Z were utilized to highlights Generation Z’s lack of experience and interpersonal skills, but also how they may contribute to the workplace through opportunities and gifts. The insight contributes to a better understanding of Generation Z, the necessity of strategic planning, forming relationships, establishing culture, implementing initiatives, and the need for coaching and consulting. It challenges organizations and leaders not to ignore Generation Z as that would be a mistake. The goal of this manuscript is to get people thinking and discussing the changes that Generation Z will bring to the future workplace.

Keywords: Generation Z, future workers, leading the future, organizational success, future workplace

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ACTivate H.E.R.A.C.T

ACTivate H.E.R.A.C.T

Merari Simeon | 2021

Abstract

What is your strategy to arise and shine in all aspects of your life in the years ahead? Leaders empower, encourage, and inspire others to perform to their highest ability.^[1] Yet, many are blind to what keeps them from greatness. Studies confirm limiting beliefs influence workplace performance and prevent your career advancement.^[2] Limiting beliefs are inaccurate thoughts about ourselves. They restrain us from taking risks and maximizing our potential in business and our personal lives. Limiting beliefs feed and strengthen fear, greed, bitterness, shame, indifference, and loneliness. Unfortunately, leaders at all levels genuinely struggle with recognizing their past left undealt with will cripple their long-term effectiveness.^[3]

The framework ACTivate H.E.R.A.C.T combats head-on limiting beliefs that get in the way of reaching your fullest potential. ACTivate H.E.R.A.C.T. is a framework anchored on biblical principles and the P.E.R.M.A. theory. The ACTivate H.E.R.A.C.T. framework challenges women to heal from the inside out. The framework highlights the importance of Healing, Elevating your thoughts, and learning to Respect and love yourself to Achieve Confidence and Transformation. Studies show human beings can control natural emotional reactions through intellectual processes based on the neocortex, such as reasoning and rationalizing.^[4] The P.E.R.M.A. supports constructive change in positive emotions, engagement, relationships, meaning, and achievement. The P.E.R.M.A. theory supports each process of H.E.R.A.C.T. and foresees similar successful outcomes.^[5]

The vision of ACTivate H.E.R.A.C.T is to transform women’s minds and hearts to activate their gifts, live a life with purpose and spiritual peace anchored in the power of Jesus Christ. Your commitment to ACTivating H.E.R.A.C.T. will empower you to own your narrative and experience a sustainable, life-changing transformation. There is urgency; the world needs the talents you possess, it is time for self-revolution. It is time to arise and shine because you are worth the fight!

The audience for ACTivate H.E.R.A.C.T are all women looking to activate their divine gifts and achieve a holistic breakthrough in their personal and professional lives.

^[1] Engstrom, T. W. (1976).The Making of a Christian Leader: How to Develop Management and Human Resources Skills, Grand Rapids, MI: Zondervan.

^[2] Dickerson, A., & Taylor, M. A. (2000). Self-limiting behavior in women: Self-esteem and self-efficacy as predictors.Group & Organization Management,25(2), 191-210.

^[3] Blackaby, H. T., & Blackaby, R. (2011).Spiritual leadership: Moving people on to God’s agenda. B&H Publishing Group.

^[4] Hariri, Ahmad R.1; Bookheimer, Susan Y.1,2; Mazziotta, John C.1 Modulating emotional responses, NeuroReport: January 17, 2000 – Volume 11 – Issue 1 – p 43-48

^[5] Coffey, J. K., Wray-lake, L., Mashek, D., & Branand, B. (2016). A multi-study examination of well-being theory in college and community samples.Journal of Happiness Studies,17(1), 187-211.

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A Company Grade Officer

A Company Grade Officer’s Guide to Leadership: From the Lens of a Servant Leader

Tyler M. Miller | 2021

Abstract

Young Army officers are consistently exposed to traditional definitions of leadership. These definitions assist in determining the overarching goal and description of effective leadership but do little in describing how leaders can best provide purpose, direction, and motivation. There has been an increased interest in incorporating servant leadership principles within the United States Army and the services abroad. This interest is twofold, first in ensuring military leaders retain trust with the American public that they are taking care of those who volunteer for service.

The purpose of this manuscript is to construct a practical framework that company-grade officers may use to refine their leadership skills from the lens of a leader willing to serve. This book provides detailed insight on servant leadership tenets and challenges the commonly held beliefs regarding leadership from a traditional military perspective. The topics presented within this manuscript answer the importance of leadership, the increased interest in servant leadership, a self-assessment of servant leadership characteristics, identifying and shaping organizational identities, fostering collaborative efforts, developing others, and leading organizations for facilitate sustained growth.

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The Fight of My Life: The Breaking and Making of a Leader

The Fight of My Life: The Breaking and Making of a Leader

Nathaniel Mizzell | 2021

Abstract

Spiritual formation is a lifelong process experienced by every true believer who receives Jesus Christ as Savior and personal Lord. It begins at the point of salvation and proceeds as one surrenders and submits to the power and authority of God’s Holy Spirit orchestrating growth and development into the spiritual likeness of Christ through every season of life. The Fight of My Life: The Breaking and Making of a Leader is a very personal book that details the miraculous healing power of God after having been shot five times in the head and face and left for dead in the streets of the Nation’s Capital. The riveting personal account of God’s healing provides insight into the formation and development of an authentic transformational servant leader’s self-identity, social identity, and spiritual identity.

The Fight of My Life: The Breaking and Making of a Leader extends an opportunity to explore the journey of leadership up close and personal, as the author revisits the transformational recovery process from the spiritual, emotional, and physical impacts of his injuries. Twenty-seven leadership principles flowing out of scripture are applied to life experience to offer guidance on spiritual formation and discipleship in the 21^st Century.

The Fight of My Life: The Breaking and Making of a Leader is perhaps the most unorthodox book about leadership ever written. It is the authentic and transparent account of how God single-handedly took a life destined for destruction and turned it around for His glory. If you have ever found yourself aimlessly wandering through life, this book is for you. If you have ever wanted to give up and throw in the towel, this book is for you. If you have ever felt powerless watching someone you care for sabotage their life, this book is for you as well. Come on, let’s walk through the valley of the shadow of death together so that God can break us in all the right places to mold, shape, and make us into the leaders He has always destined us to be.

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