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Creating a Military & Veterans Transition Academy at Regent University

Creating a Military & Veterans Transition Academy at Regent University

David Boisselle | 2015

Abstract

A Military & Veterans Transition Academy is proposed at Regent University to provide comprehensive and holistic services to student veterans. These services include orientation and transition, counseling and mental health (including treatment for post-traumatic stress), community activities, career services, and spiritual development. Schlossberg’s transition model (1995) for adults provides the theoretical framework for serving student veterans in the Military & Veterans Transition Academy. Already recognized as a “military-friendly” university byGI Jobs,Military Advanced Education, andUS News & World Report, Regent has the opportunity to become a benchmark “veteran-friendly” university in the nation to match the likes of Arizona State University, Syracuse University, and Texas A&M. Regent’s location in the heavily-military region of Hampton Roads, VA makes it uniquely positioned to attract prospective student veterans to its seven graduate and undergraduate College of Arts & Sciences. In particular, Regent’s career transition support including the Military Transition Lunch ‘n Learns not only assists student veterans but prospective student veterans in the region to cross the oftentimes difficult bridge from active duty to the civilian workforce. Regent can thus become a major contributor to military workforce development initiatives which seek to retain these highly-skilled veterans in Hampton Roads. Creation of the Military & Veterans Transition Academy is faithful to the university’s core values of Christian, Excellence, and [Servant] Leadership. This final project includes a business plan for the proposed Military & Veterans Transition Academy as well as a survey of Regent student veterans’ satisfaction with student services. The literature review examines the effect of student engagement on adult learners as well as a competitive analysis of benchmark veteran-friendly universities in the U.S., both of which make the case that providing the comprehensive and holistic services by the Military & Veterans Transition Academy is not only a Christian imperative, but a common sense business imperative as well.

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Human Capital Transformation

Human Capital Transformation – The Right Turn for the District Department of Transportation

Kenneth Chandler | 2015

Abstract

The District Department of Transportation (DDOT) is one of the largest cabinet-level agencies in the District of Columbia government. It is an organization of over 1,050 dedicated employees responsible for over $44 billion of infrastructure and public space in the Nation’s Capital. The fulfillment of DDOT’s mission requires internal support services capable of creating a strategic roadmap for future endeavors. That roadmap will aid the organization’s ability to navigate through current and long-term political pressures evolving to a state of sustainable, efficient, and effective service delivery to the DDOT consumer base.

Change is inevitable. Within the last decade, the District of Columba has had four mayors who have in turn appointed seven DDOT Directors. The relatively new Administrative Services Administration (ASA), responsible for providing internal services (administration, human capital, organizational development & training, employee & labor relations, and facilities management) has experienced four leadership changes within three years of its existence. This repetitive change has manifested a number of challenges. Specifically, this pattern of transition compromises the ability of the Administration to establish or maintain structural balance for coordinated service delivery to the six (6) operating administrations. Moreover, this level of constant change fortifies existing silos limiting understanding of “who does what” coupled with the absence of authority and accountability.

From the perspective of the project consultant, this project follows the steps of local government procurement and contracting processes to establish a client/consultant relationship for the transition of DDOT’s Human Capital Division. This strategic initiative places special emphasis on the transformation of this core division of ASA creating a catalyst for use in transforming this Administration and ultimately the entire agency. The project elements include: a consultant report containing a comprehensive qualitative review and organizational cultural assessment, recommendations, and a Human Capital Strategic Business Plan.

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Sustainable: Developing a sustainable faith-based or nonprofit organization

Sustainable: Developing a sustainable faith-based or nonprofit organization

William P. Clark | 2015

Abstract

Nonprofit organizations are an extension of the passions of its board members, volunteers, and employees. As a result, there are nonprofits that serve a large swath of social needs from healthcare, to housing, houses of faith, children and youth, animal rights, and so much more. The humble beginnings of nonprofits are just as varied as their service areas, but it is commonly known that nonprofits typically receive their start-up funding from traditional sources – grants, donations, and fundraisers. Unfortunately, a large number of nonprofit organizations and limited resources that are made available in the United States makes accessing these traditional sources of funding very challenging. Consequently, the competitive nature of accessing these resources begs the question “how will nonprofits survive in this competitive environment and sustain current and future program operations?”

A sustainable nonprofit organization thinks about how to generate new unrestricted revenue to maintain their programs. They support their programs through earned income strategies that are directly connected to the social mission of the nonprofit. Traditional sources of revenue such as grants, donations, and fundraisers are important to supporting a nonprofit; however, there is a need for nonprofits to explore their potential to earn income independent of these traditional sources. How is this done? What does it look like? What steps need to be taken toward this change? The foundational steps to becoming sustainable include a continuous relationship between:

Organizational Leadership: Influencing an entire organization to adopt sustainability as a cultural norm.
Self-Leadership: Raising individual consciousness about the necessity of self-leadership prior to leading others toward organizational sustainability.
Renewable Resources: Engaging in sustainable activities to create an economic ecosystem through which your organization can survive and thrive.

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The Holistic Application of Transformational Leadership Attributes to Organizational Development

The Holistic Application of Transformational Leadership Attributes to Organizational Development

Lance Fang | 2015

Abstract

Transformational leadership has long been examined as a standalone component of leadership styles. Much is known about the influence of transformational leadership styles between the leader(s) and their follower(s); however, much is yet to be understood how transformational leaders actually influence the organization. In order to really appreciate and understand the magnitude of transformational leaders and their overall impact on organizational development, it is imperative to study attributes of transformational leadership and how they drive innovation, growth, and shape organizational development. The attributes of transformational leadership have both direct and indirect impact that expands beyond the individual leader and into many aspects of the organization. A closer examination of transformational leadership will demonstrate this it is more than just a leadership style—it transforms all areas of the organization expanding from product to process to people.

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Bridging the Chasm: An Examination of Operational vs. Strategic Leadership Requirements for National Guard Executive Leaders

Bridging the Chasm: An Examination of Operational vs. Strategic Leadership Requirements for National Guard Executive Leaders

James P. Foot | 2015

Abstract

Historically, leaders in National Guard organizations have risen to executive level positions from the ranks with little or no understanding of the need to lead differently as executive level leaders. A decidedly different leadership perspective is required when leaders move from Directorate level (governance board) positions to senior executive level positions (CEO and his/her direct reports). In the active component (U.S. Army) there are several opportunities for senior leaders to gain experience in leading strategically at the executive level. In the reserve components (National Guard and Army Reserve) however, there are few, if any schools, courses or preparatory assignments that provide the same opportunities.

This project focuses on leadership characteristics of executive level leaders and the skills necessary for leading at the executive level. Focusing on the transition from operational to strategic perspectives, this 3 day seminar leads attendees through this journey in 4 primary areas each as a separate module:

Module 1 focuses on executive leadership styles. During this module attendees are presented with the challenges of adjusting their leadership perspectives from operational to strategic, from managing to inspiring, and from being agents of change to designers of change.
Module 2 focuses on the development of a strategic focus. During this module attendees are exposed to rigors of developing a truly inspirational vision and how to expand awareness within their organizations of its future operational environment.
Module 3 focuses on aligning the organization’s structure to better support the leader’s vision. During this module attendees are challenged to explore the necessity for changing organizational structures to better address the vision and create an environment to support strategic thinking. Additionally, attendees are exposed to techniques for analyzing and changing organizational cultures to better align with the vision.
Module 4 focuses on the development of foresight skills through the use of driving forces analysis, identification and management of strategic issues and the development of future scenarios to help shape the organization’s strategic initiatives.

The value of this seminar lies in raising the awareness of future leaders of their need to shift their leadership approaches from the present to the future.

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The Immigrant Family Services Institute (IFSI- USA)

The Immigrant Family Services Institute (IFSI- USA)

Geralde V. Gabeau | 2015

Abstract

A new type of non-profit organization is established in Boston, Massachusetts with the goal of relieving the burden of transition for new immigrants. By connecting new immigrants to available services, and delivering customized services that address their social, economic, emotional and linguistic needs, IFSI-¬USA will be the first of its kind to serve as a “one stop service center” to help new immigrants fully realize their potential and contribute to the vitality of their communities.

The mission of the Immigrant Family Services Institute (IFSI) is to be a leading institute of leadership thought and action, providing an excellent framework from a futuristic and global perspective to equip providers and stakeholders to meet the future emerging needs of immigrants in the United States.

This final project includes a business plan for the Immigrant Family Services Institute (IFSI) and a literature review of various theories related to organizations effectiveness and efficiency in light of the new demographic landscape. Making use of Strategic Foresight, the proposal considers both the external and internal environment in which services to new immigrants are being designed and delivered. An anticipatory management model would help IFSI leaders monitor more effectively the direction of the changes in the Immigrants landscape and address any issues before they become a crisis. To do so, IFSI-USA leaders will put people first and treat them with the highest consideration possible. They will create and nurture the environment to facilitate the sharing of ideas, resources, information and competence across functions. They will be intentional about incorporating aspects of Transformational and Servant leadership theories within their organizations. By doing so, IFSI-USA wants to show the way to the future for all immigrants serving organizations.

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The Forward Thinking Security Officer Seminar: An Ethical and Practical Guide for Career Progression in Law Enforcement and Security

The Forward Thinking Security Officer Seminar: An Ethical and Practical Guide for Career Progression in Law Enforcement and Security

Jeffrey Jones | 2015

Abstract

The need for ethical leaders in the law enforcement and security professions continues. Continuing to educate security and law enforcement professionals on training, new technologies and career broadening opportunities remains a challenge. Since the events of 9/11 and other police actions in cities such as; Baltimore, Ferguson and New York City, police and security officers are coming under more scrutiny than ever. Social media has magnified their actions and can be seen instantaneously worldwide. Ethical leadership, training, and the use of technological advances are key elements in managing these forces. Mentorship is a key and should be valued throughout career progression and help with navigating hurdles. The intent of this seminar is to provide ethical leadership lessons and other best practices in helping them to create a successful career track.

This seminar explores the challenges associated with leaders in security and law enforcement, as well as offers some recommendations on how they can progress. Principles discussed in the seminar include:

Why become a security/law enforcement professional?
Defining Leadership
Foundational leadership principles
Resume review and the value of a vision
Value of Mentorship and getting one
Strategically planning your career development and implementation
Value of leader ethics and character in career progression
Understanding resources and other cross-cutting subjects
Value of Relationships (subordinates, lateral, supervisors/leaders)
Understanding the global culture
Value of an organization’s embrace of creativity and innovation in the career field
Engagement in the organization’s succession planning and management (SP&M)
The value and need for rest and renewal in life’s balance
Other Resources

The true value of this seminar is the dialogue amongst security and law enforcement professionals in developing a plan, sharing best practices, and facilitating open discussions on career progression and transformation for our leaders of tomorrow.

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Full-orbed Leadership: The Five Phases of Church Leadership

Full-orbed Leadership: The Five Phases of Church Leadership

Marcus Streater | 2016

Abstract

Welcome toFull-orbed Leadership: The Five Phases of Church Leadership! Throughout this series of courses, you will discover a Christ-centered leadership approach which encompasses a holistic range of spiritual and practical disciplines.Full-orbed Leadershipoffers several contemporary leadership paradigms through a biblical worldview and is intended, but not limited, to supporting sustained Christian discipleship and church organizational development. To illustrate the progressive path toward becoming a full-orbed leader, I utilize the moon as an analogous symbol throughout the curriculum. Conveniently, the moon offers its illumination in phases, and I believe that contemporary church leaders can illuminate the lives of others in an ever-increasing way. This curriculum will be delivered in five courses (or Phases). Throughout these courses, I will highlight eight distinct leadership competencies and demonstrate how they coalesce into theFive Phases of Church Leadership. First, in the New Phase, we will explore how leaders learn to perceive and understand themselves and their potential influence through authentic leadership. In the Crescent Phase, we will examine how leaders learn to scan, envision, and innovate by applying strategic and anticipatory leadership skills. Next, in the Quarter Phase, ethical and transformational leadership provide the means through which leaders learn to value and transform their followers. In the Gibbous Phase, we engage servant leadership, which offers leaders the opportunity to enrich and serve their followers in highly impactful ways. Finally, in the Full-orbed Phase, allied and global leadership are added to the rest as leaders learn to collaborate, adapt, and reach beyond geographic and cultural boundaries. Altogether, these Five Phases will demonstrate how applying Full-orbed Leadership can enhance the growth and development of the leader and those who are being led.

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The Right-Fit Leadership Coaching: Leveraging Western and Eastern Principles and Practices for Success

The Right-Fit Leadership Coaching: Leveraging Western and Eastern Principles and Practices for Success

Sim Cheok (Janice) Tan | 2016

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This manuscript seeks to answer the question: “What is the ‘right-fit’ for leadership coaching practice to support Malaysian leaders to develop their leadership talents and behavior?” The primary intention of this manuscript is to introduce the Right-Fit Leadership Coaching Model, a balanced leadership coaching practice, using the Western way of explaining leadership coaching but utilizing Malaysia’s cultural values and within the local cultural context. Right-Fit leadership coaching has to be culture-specific. The Right-Fit leadership style coaching harmonizes the Malaysian culture with the most effective Western coaching theories and practices to elevate leadership practices in Malaysia. The Right-Fit Leadership Coaching Model has two parts, the leaders’ transformational component, and the coaching component. Firstly, the leaders’ transformational component consists of honoring values, principles of change, learning, and leading, leadership competencies, and the transformational leadership style. Secondly, the coaching component includes coaching skills – active listening, questioning, and feedback, and coaching support – support, encouragement, and accountability. The Right-Fit Leadership Coaching focuses on coaches designing a coaching framework within the local cultural context to support their clients to develop transformational leadership behavior to lead followers and organizations forward. The Right-Fit Leadership Coaching is an honoring relationship where coaches honor their clients’ ability to change, learn, and develop new leadership behavior to lead and transform their followers and organizations to new frontiers. The Right-Fit Leadership Coaching template also exemplifies how cross-border leadership coaching could work for coaching leaders from diversified cultures, team-coaching to a diversified group of team members, foreign coaches working in their host countries, and other coaching involving diversity areas.

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Ethical and Unethical Leadership in the Church: Leadership Principles and Theory

Ethical and Unethical Leadership in the Church: Leadership Principles and Theory

NaDene Tucker | 2016

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John 1:1-2, 5 states, “In the beginning was the Word (Christ), and the Word (Christ) was with God, and the Word (Christ) was God. 2 He (Christ) was in the beginning with God…5 The light (Christ) shines in the darkness, and the darkness has not overcome it” (ESV). This passage mentions that Christ is the light and how the darkness (man) failed to comprehend the light (who was Christ). God and Christ are the genesis of values; they existed from the very beginning before theories, values and ethics came into existence. Adam and Eve made the first ethical decision when Eve listened to the serpent and Adam listened to Eve. This began the ability of man to make choices based on what they valued and what they thought was ethically sound at that time. Applying values and ethics biblically gives leaders in the church the ability to problem solve in various situations through knowledge development, evidence, practice or methods, and scriptural protocols in innovative and creative ways. In order to find effective leaders in the church, identifying leadership with a human side is critical to God’s divine assignment. Each leader must not only have the expertise to establish a successful organization or ministry, but a set of values or ethics that lets others identify who they are as an individual and understand why they have been called. This manuscript will examine a variety of leaders within Christendom (biblically and currently) whose set of values or ethics (whether good or bad) changed those who chose to follow.

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