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Employee Empowerment: The Future of Authentic Leadership

Employee Empowerment: The Future of Authentic Leadership

Matthew Viau | 2022

Abstract

Organizations are struggling to retain and recruit workers in the aftermath of COVID-19. This manuscript aims to help leaders bridge the gap between the current and desired state of employee development by nurturing empowerment through the application of authentic leadership. This manuscript uses Strategic Foresight tools and Systems Dynamics to explain leadership trends present in society that can help organizations thrive in the post-Covid-19 world. First, this manuscript maps: (a) The System of Authenticity; (b) The System of Positive Psychological Factors of Authentic Leadership, (c) The balancing loop of Pride and Power; (d) The System of Empowerment; (e) The balancing Loop of Vulnerability and Authentic Leadership. Leaders can use these systems to influence their development and nurture follower empowerment. Second, it contains the Empowerment and Vulnerability Model (EVM), which allows leaders to assess the current state of the workplace environment by mapping leadership style on a spectrum from micromanager to laissez-faire and employee mindset from vulnerable to empowered. It consists of five worlds: The Zone of Authenticity, Daycare, Savage Land, Wild West, and Penitentiary. Leaders can use the EVM to align leadership style and follower needs. Third, it uses the Competing Values Framework (CVF) to identify the likely culture of EVM worlds. Fourth, it uses the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project to determine which regions of the world likely align with the worlds of the EVM. It argues that authentic leaders can balance the negatives of each culture type and bring positive change to global workplace environments. This document demonstrates the desired state requires authentic leaders to develop employees with a sense of calling, the competencies to do the job well, the confidence to face challenges, and an ethical character because they are likely to stay with the organization. This manuscript recommends that researchers continue to study the alignment between the EVM and the GLOBE study to help cross-cultural leaders anticipate workplace environments.

The Psychological Effects from the COVID-19 Pandemic

The Psychological Effects from the COVID-19 Pandemic

Joanne Wescott | 2022

Abstract

The world is facing one of the most challenging times in human history, where the coronavirus has made many people lead a life that is not normal. Being forced to live an abnormal life as a new normal brings a lot of psychological discomforts. In this book, the psychological effects of the pandemic will be analyzed with reference mainly made to its effects on healthcare providers and the public in general. This is obtained by analyzing the existing literature reviews on the subject and analyzing the data from the databases of government and concerned agencies, such as the CDC and WHO. Psychological discomfort, discouragement, stress, state of mind changes and crabbiness, sleep deprivation, post-horrendous pressure side effects, outrage, and intense fatigue, among those isolated, are seen day to day (Knifton & Inglis, 2020). Misfortune, detachment, loss of pay, and fear are setting off mental prosperity conditions, or increasing existing ones are also seen (Pfefferbaum & North, 2020). Remarkably, numerous people may be reporting extended alcohol and prescription use levels, a dozing problem, and pressure. Meanwhile, COVID-19 can incite neurological and mental complexities, similar to absurdity, agitating, and stroke (Pfefferbaum & North, 2020). People with earlier mental, neurological, or substance use issues are furthermore frailer against SARS-CoV-2 pollution—they could stand a higher risk of outrageous outcomes and/or even departing. There is a need to address these challenges and consequences lest they become detrimental to people’s lives in a few years to come. These damaging consequences are related to the fact that psychologically distressed individuals cannot be economically productive. Addressing the psychological effects is the initial point of solving the consequences of the effects, both short-term and long-term.

The Strategist

The Strategist’s Handbook: A New Approach to Strategy Development

Lance Wilkins | 2022

Abstract

Strategy development is a challenging task, regardless of approach. Historically, certain types of organizations routinely select the same, or a similar, approach to their strategy development year-after-year. While this may work for some, in a more dynamic and agile environment, this unchanging way could become detrimental. Additionally, many authors of strategy development books and articles consistently and predominantly emphasize a single approach, even for extremely diverse organizations. This too can lead strategists down the same path, even though variables may encourage some readdressing. This handbook introduces a new approach to strategy development. Instead of prescribing a particular way for an organization to develop their strategy, this novel approach introduces the IPA2 model as a “circle of strategic consideration” for leaders and strategists to ponder as they develop a customized and organization-specific strategy for maximum strategic impact. Utilizing the IPA2 model here, strategic intuition, innovation, planning, projection, actions, and assessment combine to create a powerful level of strategic consideration for new and more seasoned strategists, their leaders, and the entire organization.

Effective Leadership to Lead and Understand Generation Z

Effective Leadership to Lead and Understand Generation Z

Ge Yang | 2022

Abstract

Generation Z comprises those born from 1996 through 2012, and they can be named Gen Z, iGeneration, iGenners, and generation Now. Generation Z will have more than one-third of the world’s population counting themselves (Gomez, Mawhinney & Betts, n.d.). Generation Z is raised with the internet; they are digital-centric, and technology is their individuality. This generation will be entering the workforce, and they will be significant consumers in the coming years. Leaders need to know Gen Z their characteristics, values, attributes, and expectation of work style. Their attitude, behavior, and thought process will have a different perspective toward work than the previous generations. With a proper understanding of this generation, organizations can find new methods to hire and retain Gen Z and sustain the organization’s growth. By understanding their values and needs, the organization can improve its recruitment and maintain a higher retention rate by paying attention to what this generation sensible in the workplace. The dominant strength in the workforce by 2030 will be Gen Z which will become the majority of consumer spending with forecasts of reaching $3.1 trillion of spending (Team Snap, 2021). As Gen Z members prepare to enter the workforce, an organization must understand Gen Z’s critical concerns and help them to be successful. Mobile phones and social media have changed how GenZ communicates, socializes, and receives information (Moscrip, 2019). These technologies will be a demanding skill that requires transforming most jobs into advanced digital skills. These skills emphasize agility, inquisitiveness, innovation, critical thinking, and problem-solving (Team Snap, 2021). In addition, there are other values that Gen Z considers essential to them when they consider joining the organization. These values must align with their many dimensions, such as diversity, race, gender, identity, and orientation (Moscrip, 2019). Attracting and keeping the best and brightest generation Z workforces require a different mindset. Employers need to understand their behaviors and tendencies that expect more personalization in their employer’s treatment. (Gomez, Mawhinney & Betts, n.d.). This book will examine Generation Z’s characteristics and preferences from which organizations can foresee and build a suitable workplace that will impact organizational’s performances (Singh & Dangmei, n.d.).

Triumphant Leadership: A Theoretical Concept Derived from the Shared Leadership Style, Methodologies, and Espoused Values of 12 of the World

Triumphant Leadership: A Theoretical Concept Derived from the Shared Leadership Style, Methodologies, and Espoused Values of 12 of the World’s Legendary Triumphant Leaders

Felicia Shelton | 2022

Abstract

Leadership effectiveness is an ongoing, vital element of organizational success and sustainability. However, leadership is challenging in most organizations and societies worldwide. Thus, mission achievement becomes increasingly cumbersome in times of uncertainty and turmoil. Despite some leaders’ best attempts to deal effectively with organizational ambiguity, few triumph under challenging circumstances. The manuscript, “Triumphant Leadership: A Theoretical Concept Derived from the Shared Leadership Style, Methodologies, and Espoused Values of 12 of the World’s Legendary Triumphant Leaders” is a thorough research project that analyzes leadership effectiveness from “a Biblical worldview and recommends how triumphant leadership can be applied to today’s leadership.” This manuscript delineates a theoretical concept of triumphant leadership by examining a diverse sample of leaders and draws from Robert K. Greenleaf’s servant leadership theory, Danah Zohar’s spiritual intelligence theory, and Denise deNevers’ interpersonal intelligence concept to clarify the tenets of triumphant leadership. All triumphant leaders have something distinctly unique about them. However, most triumphant leaders share deeply ingrained principles that guide their practices. The collection of leaders analyzed in this research project were the creators, trailblazers, and voices of change in times of troubling societal realities. They introduced a vision that resonated with their followers and adeptly addressed difficult situations by providing effective resolutions to disconcerting organizational and societal problems. Albeit leadership styles and methodologies change over time, the contributions of these leaders cannot be disregarded. Key findings from their enduring leadership reveal that the triumphant leader is other-centered rather than ego-centered, embodies high spiritual and interpersonal intelligence aptitudes, and demonstrates compassionate, servant leadership. Contemporary leaders can learn from the triumphant leaders presented in this study and apply their leadership lessons as a prescription for improving performance amid complex organizational and societal challenges. The significance of their leadership in the context of triumphant leadership has been presented in this manuscript, introducing the Triumphant Leadership Theory and the 5Is of Triumphant Leadership framework: Introduce, Inspire, Implement, Instill, and Integrate.

Keywords: triumphant leadership, servant leadership, spiritual intelligence, interpersonal intelligence, spiritual resources, compassionate leadership, inspirational motivation, internal communication, two-way symmetrical internal communication, future smart, strategic foresight, horizon scanning, futures wheel, STEEPLE analysis

How can Servant Leadership Perspective and Structured Organizational Development benefit the Diversity, Inclusion, and Acceptance of African American males?

How can Servant Leadership Perspective and Structured Organizational Development benefit the Diversity, Inclusion, and Acceptance of African American males?

Johnny Sheppard | 2022

Abstract

Servant Leadership is the futuristic philosophy for developing sustainable leadership based on the idea of the followers first. This paper will discuss the delicate relationship between diversity in organizations in their inclusive and acceptance of African American males from the writer’s perspective of the advantages of Servant-Leadership and organizational development. Many leadership styles and mythologies are used in organizations and corporations to select talented followers with negative leadership styles that marginalize many groups.

The Black or African American population has grown in America, although some are labeled as Black Americans, Africans, Hispanics, or Latinos. Tamer (2021) posits that the Black population grew in 2019 to 46.8 million, up from 36.2 million in 2000, as the population shows a growth of 22%. The writer’s perspective prefers to call these groups of people of Color, identified by the term or word” Black,” which means the direct opposite of the word White. Some people are unaware of the dictionary meaning of these words that draw uncomplimentary racial comparisons of Blacks. The Merriam-Webster dictionary defines “Black” as dirty and soiled, while “White” denotes innocence and purity. These words conjure meanings from outdated stereotypes; for this paper, the group’s representation will be identified as African Americans.

The provision of organization development in servant leadership to the group creates and adds benefits to a positive dialogue to grow within the corporation for advancement in the future of the mutual groups and executive and corporate environments. Leaders should embrace followers in an accepting nature of the African American male in the 21st- century dynamics for a more diverse workplace because of their potential to broaden the subtleties of the workplace. Tamir (2021) posits that the Black or African American population in the United States is growing and diverse. The conception of Servant-leadership is a strategic individual leadership style and philosophy that persuasively interacts with others to achieve authority by influence, not power. Servant leadership philosophy and definitions move from defining people by color to followers of Americans.

Keywords: leadership, servant, organization, African American, development, diversity, acceptance, inclusion, development

Championing Organizational Wellness: Coaching Triangulation optimally positions leaders, aspiring leaders, and organizations to excel in global, multi-cultural landscapes

Championing Organizational Wellness: Coaching Triangulation optimally positions leaders, aspiring leaders, and organizations to excel in global, multi-cultural landscapes

Anthony Simmons | 2022

Abstract

Leading amid g– lobal, multi-cultural landscapes requires organizations to embrace leadership development methodologies that are conducive to identifying with aspiring leaders (coachees) of disparate social, ethical, and cultural backgrounds. Under the current leadership constructs, organizations lack the wherewithal to impartially champion the careers of aspiring leaders owing to in-group favoritisms and ethical and cultural disconnects. These disparities serve as barriers to applying emotional intelligence (EI) to synthesize leaders and aspiring leaders of disparate backgrounds. To mitigate these impediments, leaders must sharpen their EI skills by self-assessing and navigating blind spots to identify and co-locate with aspiring leaders. Once the leaders and aspiring leaders are co-located, they can move symmetrically through a coaching triangle by leveraging a coaching conversation for empowerment and cultural homogeneity to optimally position the leader, aspiring leader, and the organization. This optimal position characterizes the performance apex for all three entities and represents organizational wellness. This book introduces a Coaching Triangulation methodology using an ends-means-ways operational design to champion this organizational wellness. The model is epochal in that a coach of any ethical, social, or cultural disposition can apply the framework to develop leaders of disparate cultures to sustain organizational wellness. Organizational wellness is the aggregate of organizational development and organizational sustainment.

The book consists of four Parts: Part I is the Introduction and Literature Review. Part II is the means which are Emotional Intelligence and Assessments, Navigating Blind Spots, and The Coaching Conversation. Part III is the ways which consist of Cultural Agnosticism and Empowerment through a Coaching Organization. Part IV is the conclusion which comprises the ends for Championing Organizational Wellness.

Chapter one offers an introduction which discusses leadership coaching, the problem it solves, and how the Coaching Triangulation methodology superimposed on the ends-means-ways operational design is appropriate for Championing Organizational Wellness amid disparate cultures. The model is catalyst to the leader and aspiring leader ascending symmetrically to achieve their performance apex for organizational wellness. Chapter two offers a Literature Review as the underpinning and overarching perspective on leadership coaching across global sectors.

In chapter three, the leadership coaches’ location is marked through the five components of EI and Self-assessments. Then chapter four expands on this location by helping the coach examine embedded Blind Spots that may have originated from EI and values deficiencies or misaligned values, generational disparities, cultural biases and disconnects, or ethnical behaviors. Once the distance between the leaders and aspiring leaders is determined, Chapter five illustrates the Coaching Conversation that allows the leader and aspiring to symmetrically move true north through intuitive listening, asking powerful questions, designing actions, and supporting the process. These three chapters exemplify the means for championing organizational wellness.

Chapters six, the first component of the ways for navigating the coaching triangle, highlights how to achieve Cultural Agnosticism through Cultural Ingratiation, Cultural Competence, and Culture Agility. Chapter seven offers the second component of the ways by illustrating how a Culture of Coaching empowers others through Servant-ship, Five Practices of Exemplary Leadership, and Democratized Leadership.

The book concludes in chapter eight by sharing how Championing Organizational Wellness is manifested through the aggregate of Organizational Development (OD) and Organizational Sustainment (OS). It provides the blueprint for achieving OD by applying Strategic Communications and Strategic Human Resource Development processes, while OS is realized through the application of Coach-Protégé Programs and Intermediate Performance Reviews. In additional to Championing Organizational Wellness, this Coaching Triangulation model concludes with a high-performance leadership continuum that culminates into an autonomous leadership succession plan.

What the World Needs Now: Seven Attributes of Servant Leadership for Church Lay Leaders

What the World Needs Now: Seven Attributes of Servant Leadership for Church Lay Leaders

Lorianne Smith | 2022

Abstract

Church lay leaders serve an important role in the church. In recent years, pastors have realized the added responsibility of church administration as well as serving as the spiritual leader of the congregation. It is an understatement that pastors cannot do everything that ministry and church administration requires without the dedicated, competent, and committed assistance of lay leaders. This book is written with church lay leaders in mind; however, it can serve as a resource for all Christians and church leaders who want to engage in servant leadership.

Robert K. Greenleaf brought to the forefront the concept of servant leadership in the early 1970s, pointing out that the natural desire to serve and meet the needs of others is foundational to servant leadership. Servant leadership in the church does not resemble the world or secular leadership but takes on the qualities of Christ—humility, love, integrity, grace, and courage. Servant leadership is not just a leadership style. It is a lifestyle. Leaders who embody the servant lifestyle foster inclusiveness, emphasize the value of people, and empower, inspire, teach, and listen.

This book is written to inspire and encourage lay leaders in the church. The seven attributes of servant leadership explored include love, communication, humility, grace, integrity, stewardship, and courage. The chapters are written to be read in succession or individually and in any order. Throughout each chapter, readers are encouraged to Reflect and Connect. This allows the reader to personalize and digest the content while connecting it to personal ministry leadership. Readers are encouraged to keep a journal to write down thoughts and reflections, do’s and don’ts, inspirational thoughts, and epiphanies as they read. Finally, each chapter concludes with a summary list of Take-Aways from the chapter, encouraging the reader to think on these things.

Leadership and Organizational Politics: How to Win Office Politics and Gain Advantage in a Competitive Environment

Leadership and Organizational Politics: How to Win Office Politics and Gain Advantage in a Competitive Environment

Emmanuel O. Sobande | 2022

Abstract

Politics plays out in every area of human endeavor. Wherever there are two or more people, politics—and as a direct result, conflict—is inevitable. There are differences in personality, leadership style, culture, and value system that make this so. Accordingly, personalities will often clash in organizations where this diversity is inevitable. However, individuals, I mean leaders, can manage clashes effectively.

Like it or not, no office or organization is free from politics. Man is, by nature, a political being. Thus, he is innately wired to compete, so, naturally, there will be politics, competition, and conflict between two or more people. Politics is about who gets what, when, and how. It is about how scarce resources are allocated. Experience tells us that ‘political skills’ are essential for survival in any organization. Some people do not survive in certain situations because they are unable to navigate office politics despite being talented, hard-working, and having the best intentions.

This book fills an important gap in the literature on leadership development programs in organizations. Most of the existing literature omits lessons on leadership conceptions of followership; the focus is on educating, training, and developing the leader, not the follower, the superior, not the subordinate. Also, most leadership development programs fail to reckon that leadership is a process of influence that involves an ongoing transaction between a leader and followers. Each of whom was likely to shift from being in the role of a leader to being a follower. The key to effective leadership is building a harmonious relationship between leaders and followers. Though most attention is given to the leader, leadership depends on more than one person to achieve group goals. Therefore, the followers and the leader are vital to understanding leadership development as a process. Thus, the book considers leadership development from a follower’s perspective and attempts to provide answers to relatable questions

It is targeted at people across all spectrums of life: positional leaders in corporate and non-corporate spaces, employees, managers, and even entrepreneurs who want to take the lead in their field, and as many people who want to understand how to manage organizational politics without getting sucked into its murky unpleasantness.

All Things Leadership for Public Safety

All Things Leadership for Public Safety

Richard ‘Brad’ Starnes | 2022

Abstract

Through multiple decades of experience of the author, along with research on the topic of law enforcement leadership, gap analysis identified deficiencies regarding leadership in the public safety career fields, specifically law enforcement. The deficiencies included a lack of proper leadership training to law enforcement not in command/staff/executive positions with such training, if ever provided, not provided until the law enforcement personnel reach a predetermined rank and/or position. Such training may not be provided for several reasons including financial statuses of agencies, manpower deficiencies, or rank/grade/position requirements. Given the negative atmospherics of today’s society towards law enforcement, a call to action is an imperative for change. It is the hypothesis of the author that law enforcement will benefit from this program by learning and understanding the importance of leadership and followership, increasing their emotional intelligence quotients, and becoming more self-aware to make well-rounded decisions, communicating more empathetically, and identifying best practices to better themselves and others. The results can produce smarter and more engaged law enforcement officials and safer communities all while merging the gaps between the two entities.