Skip navigation
Chat Apply Now Request Info Call Now

The Eternal Promise: Servanthood and Marriage

The Eternal Promise: Servanthood and Marriage

Terri Hannibal | 2022

Abstract

The characteristic of servanthood is to inspire, which is the most Christ-like. Inspiring hope and bringing forth light in dark times encourages and brings unity. The most critical element must be love. Jesus, the ultimate servant leader, gave His life and showed by example of giving of oneself for another a love like no other. So when it is dark and despairing, a greater love awaits to help.

There are many stories and a variety of themes regarding relationships. This story, this script is one reflection of a relationship that shows, to one degree, the truth of Servanthood. This story also focuses on different themes of mental illness that the character Beverly endured. With care and concern, we see just how Michael (the estranged husband) could have avoided many of the issues that got them to the breaking point if he had been a true servant to his wife.

Servant leadership and servanthood is not just a theory; it is or should be a lifestyle that, if followed, serves all people. Matthew 20:28, Jesus said, “Even as the Son of Man did not come to be served, but to serve and to give His life as a ransom for many” (NIV). Eternal Promise is a story that will show the power of servanthood. This story will bring people, in this case Michael and Beverly, to truth. There is the moment towards the end when the realization occurs and both Michael and Beverly are enlightened. When they both realize their failures in their marriage only then, can both of them know that the failures can be forgiven and redemption and change can begin.

Servanthood is one of the most powerful forms of leadership where you serve your family with unconditional love. Within servanthood you go the last mile for your spouse, and exercise authority with compassion, and put your family’s needs ahead of yours. The leader makes leadership decisions without thinking about their agenda, doing the right things that need to be done, and leading their family to a good place. There is also addressing the subject of servanthood outside of the script.

The script is the meat of this final project; it is the final project. The supplement expounds on the principles of servanthood and different aspects of servanthood. There is the hope that the reader will see the principles of Eternal Promise and truth in this. We are all servants called to servanthood to help, preach, and teach Jesus Christ’s truth and why He did what He did for us on the cross. This gives us not a reflection but a true ETERNAL PROMISE. Servanthood should be the goal in life, and our characteristics should be our eyes and ears for Jesus.

Perfect Imperfection: Eliminating Disparity and Developing Opportunity for Black Women in Leadership

Perfect Imperfection: Eliminating Disparity and Developing Opportunity for Black Women in Leadership

Aisha Hart-Miller | 2022

Abstract

A desire to cultivate an accurate perception of who I am and who we are as black women in leadership was both arduous and critical. Exploring the disparity and bias I received as a black woman made me seek the heart of God for a way to theorize my experiences and others. Two theories were coined: A Black Woman’s Leadership Disparity Theory and A Black Woman’s Opportunity Theory. A variety of topics and situations across disciplines, levels of hierarchy, and compensation underscored distinct divergence for black women leading and those attempting to advance in corporate America. The formidable synonym being affixed to black women as the “angry black woman” was being applied to impassioned, hard-working, and dedicated black women serving in their various roles. The social construct built through race and gender creates a wedge between success and growth for many black women. Even amongst Christian black women this phenomenon was rampant although it was really being embodied through blurry vantage points. To demystify the presumptions, I sought a collaborative process to concurrently vindicate and uplift black women while challenging leaders in authority to recognize this problem.

A few things are accomplished through this hybrid manuscript/ curriculum, Perfect Imperfection: Eliminating Disparity and Developing Opportunity for Black Women in Leadership. It becomes a written protest that implores us all to walk in the perfect imperfection we were created to be. The work is broken into seven sections that offer a creative culmination expression to engage readers and participants. First, it provides a narrative of a different character in each chapter outlining their varying yet similar experiences across disciplines. Second, specific struggles are identified by each character to provide a foundation for the next section. Third, system(s) address systemic and oppressive issues researched to connect the experience to theories and create factual context. Fourth, an applicable leadership strategy is provided to offer a framework forward from assumptions that create discrimination of all kinds. Fifth, scriptures and biblical comparison to women of the bible are identified as leaders several considered to be black parallel to depict both perspective and victory. Sixth, reflective sonnets are authored acting as mantras and poetic expression eliminating the “invisibility” that has become so commonplace for black women in the workforce. Lastly, reflective questions are provided as a study to support the intentional work that must occur as part of the developmental process to becoming a perfectly imperfect Christian black woman in the workforce.

Keywords: Leadership, Disparity, Black Women, Work, Bias, Theory

From Destitute to Debonair: SEMPLE Tips to Redefining Yourself as A Leader 

From Destitute to Debonair: SEMPLE Tips to Redefining Yourself as A Leader

Deyonta Johnson | 2022

Abstract

This seven-chapter inspiration and interactive manuscript entitledFrom Destitute to Debonair: SEMPLE Tips to Redefining Yourself as A Leaderis designed for youth ages 14 to 17. In this manuscript, readers embark on a journey of improving their lives spiritually, emotionally, mentally, and physically by using the simple tips provided by the “SEMPLE” acronym. The manuscript employs leadership theories that steer the reader into self-reflection, self-awareness, and self-care by strategically identifying current thoughts and circumstances and what is needed to be successful in life. The reader will complete a series of questionnaires, brainstorm diagrams, explore real-life scenarios, and devise an action plan to equipthem to lead in life. The seven chapters are as follows:

Chapter 1-Who AM I?-Authentic Leadership

This chapter requires the reader to reflect on who they are as a person and who they desire to be as a leader.

Chapter 2-What AM I?-Skill Theory

This chapter will identify problem-solving skills needed to handle various problems they may face in their life.

Chapter 3-When AM I?-Situational Leadership

This chapter demonstrates to the reader how theyshould handle the various situations they may face in their lives.

Chapter 4-Where AM I?-Adaptive Leadership

This chapter will identify specific situations within the readers’ lives that require them to know when to lead and when to follow.

Chapter 5-Why AM I?-Transformational Leadership

This chapter will seek to have the reader maximize their full potential through transformation.

Chapter 6- How AM I?-Ethical Leadership

The reader will explore the importance of doing the right thing even when no one is there to witness their actions.

Chapter 7-Now AM I?- Path-Goal Theory

This chapter builds on the skills from the previous chapter and devises a plan to improve the reader’s life by setting “SEMPLE” goals.

References

Antonakis, John and Robert J. House. “Instrumental Leadership: Measurement and Extension of transformational–transactional Leadership Theory.” The Leadership Quarterly 25, no. 4 (2014): 746-771

Brown, Michael E., Linda K. Treviño, and David A. Harrison. “Ethical Leadership: A Social Learning Perspective for Construct Development and Testing.” Organizational Behavior and Human Decision Processes 97, no. 2 (2005): 117-134.

DeRue, D. Scott. “Adaptive Leadership Theory: Leading and Following as a Complex Adaptive Process.” Research in Organizational Behavior 31, (2011): 125-150.

Leroy, H., Anseel, F., Gardner, W., & Sels, L. Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Sage Publications, (2015). https://doi.org/10.1177/0149206312457822. p. 4.

National Institute of Mental Health-United States Department of Health and Human Services. (2021). Aniexty. Retrieved from National Institute of Mental Health: https://www.nimh.nih.gov/health/topics/anxiety-disorders.

National Institute of Mental Health-United States Department of Health and Human Services. (2021). Depression. Retrieved from National Institute of Mental Health: https://www.nimh.nih.gov/health/topics/depression.

National Institute of Mental Health-United States Department of Health and Human Services. (2021). Obsessive-Compulsive Disorder. Retrieved from National Institute of Mental Health: https://www.nimh.nih.gov/health/topics/obsessive-compulsive-disorder-ocd.

National Institute of Mental Health-United States Department of Health and Human Services. (2021). Post-Traumatic Stress Disorder. Retrieved from National Institute of Mental Health: https://www.nimh.nih.gov/health/topics/post-traumatic-stress-disorder-ptsd.

Northouse, Peter. Leadership: Theory and Practice (7th Edition). Sage Publication, (2016).

Sagie, Abraham and Meni Koslowsky. “Organizational Attitudes and Behaviors as a Function of Participation in Strategic and Tactical Change Decisions: An Application of Path-Goal Theory.” Journal of Organizational Behavior 15, no. 1 (1994): 37-47.

Sosik, John J. and Dongil Jung. Full Range Leadership Development: Pathways for People, Profit, and Planet. 2nd ed. Milton: Routledge, (2018). doi:10.4324/9781315167206.

Warwick, Janette and Ted Nettelbeck. “Emotional Intelligence is…?” Personality and Individual Differences 37, no. 5 (2004): 1091-1100.

Wong, C. A., and H. K. S. Laschinger. Authentic leadership, performance, and job satisfaction: The mediating role of empowerment. Journal of Advanced Nursing, 69(4), (2013): 947-959. https://doi.org/10.1111/j.1365-2648.2012.06089. p. 948

In the Healing Business: Strategic Foresight Techniques for Diagnosing the Spiritual Condition of Mankind to Provide the Path to Eternal Life

In the Healing Business: Strategic Foresight Techniques for Diagnosing the Spiritual Condition of Mankind to Provide the Path to Eternal Life

Tanesha Johnson | 2022

Abstract

In today’s world, people are increasingly concerned about the future – Why? Because to think about the future is to make better decisions (Thorstad & Wolff, 2018). Take the United States Air Force (USAF) as an example. Knowing that the current operational posture is not sufficient to support the contested environment that is projected into the future, the USAF issued modifications to its Accelerate Change or Lose guidance in order that they would make the necessary changes today to be able to accomplish strategic goals into the future (Brown, 2020a; Brown 2020b; Secretary of the Air Force Public Affairs, 2022). In the same way, people inside and outside of the work environment are refining current strategies, operations, and tasks to encourage better decisions so that strategic goals are met in the future. However, there is a dilemma.

While people are concerned for the future, that concern is a near future-sighted concern, meaning that they tend to look less far into the future, especially when it comes to their personal future – their future selves (McGonigal, 2017; Hagan, 2017). Therefore, their ability to make effective decisions for the benefit of their future selves is greatly reduced, causing them not only to “put their physical and psychological health at risk,” but also their eternal health (Thorstad & Wolff, 2018, p. E1740).

Therefore, the book, In the Healing Business , provides strategic foresight techniques to help build a person’s far future-sightedness so that they can make preparations for eternal life sooner rather than later. This is done by conducting a strategic foresight analysis on the number one cause of death in the world – heart disease, as a way to diagnose the spiritual condition of mankind’s heart and to provide them the path to success. By doing this, mankind will be given the far future-sightedness they currently lack to help them take serious the long-term implications of mankind’s heart problem so that they can take their God-given place In the Healing Business , knowing that it will lead them to eternal life.

If you desire a deeper understanding of God’s redemptive work, In the Healing Business, is available now as a paperback.

References

Brown, C. Q. (2020a). Accelerate change or lose. Air Force Magazine. Retrieved from https://www.airforcemag.com/app/uploads/2020/09/CSAF-22-Strategic-Approach-Accelerate-Change-or-Lose-31-Aug-2020.pdf

Brown, C. Q. (2020b). CSAF action order: To accelerate change across the Air Force. U.S. Air Force. Retrieved from https://www.af.mil/Portals/1/documents/2020SAF/CSAF_Action_Orders__Letter_to_the_Force_Dec_20.pdf

Hagan, J. (2017 April 13). Survey finds majority of Americans don’t think about the future. Institute for the Future. Retrieved from https://www.iftf.org/future-now/article-detail/survey-finds-majority-of-americans-dont-think-about-the-future/

McGonigal, J. (2017 April 13). Our puny human brains are terrible at thinking about the future and that has consequences. Slate. Retrieved from https://slate.com/technology/2017/04/why-people-are-so-bad-at-thinking-about-the-future.html

Secretary of the Air Force Public Affairs. (2022 February 18). Brown modifies action order to lock in gains, accelerate change. AirForce.mil. Retrieved from https://www.af.mil/News/Article-Display/Article/2941130/brown-modifies-action-orders-to-lock- in-gains-accelerate-change/

Thorstad, R., & Wolff, P. (2018). A big data analysis of the relationship between future thinking and decision-making. Proceedings of the National Academy of Sciences, 115(8), E1740-E1748. doi:10.1073/pnas.1706589115

Future-Centric Leadership Development: Strategic Foresight & Systems Thinking to Improve Individual & Organizational Outcomes

Future-Centric Leadership Development: Strategic Foresight & Systems Thinking to Improve Individual & Organizational Outcomes

Aria Jones | 2022

Abstract

Planning for the future has been largely and erroneously centered around information collected from the past and present. Transformational change requires new ways of thinking — future-centric mindsets. This program, Future-Centric Leadership Development: Strategic Foresight & Systems Thinking to Improve Individual & Organizational Outcomes, is a series of digital content modules geared toward reforming mindsets and deconstructing limiting beliefs to enable and empower the creation of desired futures. The premise is that the future doesn’t have to happen to us; we can design and structure it so that it happens for us.

The program was developed with the heartfelt dual purpose of introducing Strategic Foresight and Systems Thinking and presenting the two as groundbreaking enhancements to development systems, programs, and processes — related to personal and professional development and existing and emerging Leadership Development models. While the mindsets and practices of Strategic Foresight and Systems Thinking are invaluable in every aspect of business (and life), few individuals and organizations currently utilize them, despite the game-changing results they bring.

Nevertheless, this program focuses on the developmental experiences and foreseeable trajectories of individuals and the organizations they serve. The program’s foremost objective is to illuminate and bridge the gap between individuals’ existing complexity of mind (or level of consciousness) and the current complexities of their internal and external environments, which must be aligned if one hopes to survive and thrive in the global VUCA environment. This objective is fulfilled by equipping participants with foundational information in several key areas.

  • Leadership
    • Leadership History & Definitions
    • Leadership Approaches & Frameworks (Theories)
    • Leadership Assessments
  • Strategic Foresight
    • Tools & Practices (e.g., Future Thinking)
    • Futures Exploration & Design Futures
    • Strategic Foresight in Leadership Development
  • Systems
    • Systems Dynamics & Systems Thinking
    • Systems Design & Design Thinking
    • Systems Change & Systems Leadership
    • Leadership Operating Systems
  • Two Leadership Development models
    • The Full Range Leadership Development (FRLD)
    • The Universal Model of Leadership (UML)

The purpose is to plant seeds of transformational change, tilling the soil by bringing a broad awareness of Strategic Foresight and Systems Thinking and how to enact them. Secondarily, the program emphasizes that Leadership Development systems and processes can and must be designed or redesigned such that individuals’ consciousness or existing structure of mind — internal operating system — is stimulated to evolve progressively and adapt fluidly, ahead of, or at least in tandem with, the ever-in-flux environmental complexities.

By integrating Strategic Foresight and Systems Thinking with personal and Leadership Development, we are empowered to zoom out to the systems level, to see “the big picture,” identify improvement opportunities, find leverage points to tweak, and perceive how the system will likely respond to change. In other words, we can see the causes and effects — the reinforcing and balancing loops of reciprocal causality — to identify issues, determine which changes will bring the most value, and distinguish the potentially costliest non-actions or ineffective actions. Anyone seeking to grow themselves or others may create desired futures using this holistic, future-centric approach having these newfound insights regarding how to foresee and generate positive transformational change and its astonishing results.

The program advocates that Strategic Foresight mindsets, tools, and practices with Systems Thinking can be overlaid upon existing Leadership Development models or woven into the design and structure of emerging models to enable the envisioning of alternative futures and the creation of desired futures. The program hypothesizes that integrating Strategic Foresight and Systems Thinking can take personal and Leadership Development to new levels, with measurable improvements, using the FRLD model, the UML, and the program author’s self-assessment results as a case study. The intention is to conduct further research to challenge the program’s position — by experimentation with additional cases, conducting seminars and workshops, and administering pre- and post-program 360-degree leadership assessments — and identify and fill any gaps discovered with the FRLD and the UML models during the process.

Gentrification Foresight: Surviving Gentrification in a Gentrifying Culture

Gentrification Foresight: Surviving Gentrification in a Gentrifying Culture

Reginald King | 2022

Abstract

The study of gentrification and its impact on low-income individuals, mainly minorities, families, and their communities, has become a topic of intense discussion in recent years as society weighs the advantages and disadvantages of this trend. Low-income communities are identified for their high minority rates, high vacancy rates, high crime rates, poverty, undervalued real estate, and many other issues. Having low-income communities experience revitalization with the introduction of investors, developers, and affluent potential residents eager to purchase abandoned houses and invest in rebuilding all aspects of the community is a benefit for the community and the city. And while these are positive benefits, the study also adds that these benefits come at the cost of displacing minority families, businesses, and even houses of worship because of the increases gentrification produces.

Gentrification has had adverse effects on Black businesses and churches, such as losing customers, members, revenue, relocation, and closure. This research revealed that many Black business owners and church leaders were ill-prepared for gentrification’s effect because they lacked the knowledge, strategies, and tools to make appropriate decisions. The study revealed that many minority leaders could formulate strategies to anticipate, plan, combat, and even embrace gentrification when exposed to the correct information. Exposure to the right tools and strategies gave Black business owners and church leaders a better opportunity to compete in their communities and remain relevant to the long-time and new residents.

When accurately anticipated through strategic foresight, leaders have utilized its tools to develop strategies to combat gentrification’s effects on their organizations. They have also been able to develop scenarios to discover possible outcomes that they should prepare for in the future. Through scenarios, business and church leaders developed several strategies and were better prepared when gentrification shifted environmental conditions. While strategic foresight tools do not grant a specific direction of where gentrification is going, it helps the leader anticipate its possible direction.

YOUTH LEADERSHIP: The Untapped Resource

YOUTH LEADERSHIP: The Untapped Resource

Paula Maddox | 2022

Abstract

The most valuable and enduring asset in the world today is our young leaders. The number of global problems is staggering, yet we continue to ignore an essential tool in our arsenal to reach sustainable solutions. Our youth are leaders today and tomorrow; therefore, we need to support them by ensuring they connect and identify their purpose as early as possible and use their gifts and talents to make a global impact. Our young leaders are the most valuable and untapped resource available to find constructive, dynamic, and sustainable global solutions. Our young leaders honor us by sharing objective, honest, and authentic feedback to us as adults. Therefore, we should ensure their voice and presence are welcomed in every global business, social, technical, and scientific conversation.

This book offers unique thoughts, observations, and perspectives to young leaders and adults who support their business and entrepreneurial skills to influence, persuade, negotiate, resolve conflict, and think strategically with foresight skills. It is the responsibility of each adult to support our future leaders by encouraging them to speak with authenticity and confidence and effectively communicate in impactful ways in global conversations and environments.

After reading this book, each reader should increase their growth mindset, disrupt traditional and outdated thinking patterns, and create new pathways to navigate global disruptions and economic challenges constructively. Each reader is reminded to develop different skills and gifts to shift themselves and others to a mindset of optimism, hope, and greater expectation.

Keywords: leadership, mindset, youth, strategy, global, business

Thy Kingdom Come, Thy Will Be Done: The Application of Servant Leadership in Urban Ministry

Thy Kingdom Come, Thy Will Be Done: The Application of Servant Leadership in Urban Ministry

Richard L. Curry, Jr. | 2022

Abstract

The purpose of this manuscript is to examine and define the aspects of the servant leadership theory through scholarly research and biblical exegetical analysis to prove that servant leadership is the preferred model of Jesus Christ to cure the woes of racism in urban areas. Furthermore, the manuscript explained that the church is complicit historically and presently in promoting policies and practices that harm residents in urban areas instead of helping them due to perceived misconceptions. Moreover, this manuscript addressed the steps the church and other organizations can take to right the wrongs of racism by embracing the Patterson Model (2003) of leading and serving with love, establishing a ministry of prayer, and creating a culture that espouses and deploys the essential characteristics of servant leadership as defined by Spears (2004). Lastly, the manuscript provides case studies of ministries throughout the United States that utilize servant leadership techniques to make the necessary adjustments to minister and meet the holistic needs of inner-city congregations and communities during the COVID-19 pandemic.

Keywords: servant leadership, love, covid-19, allyship, relationships, ghetto

Underrepresentation of Minorites Serving in Leadership Roles in the Federal Government

Underrepresentation of Minorites Serving in Leadership Roles in the Federal Government

Dennis Charles Daniels | 2022

Abstract

This research will explore and lay out critical information to federal government leaders on why minorities’ underrepresentation in leadership is a significant issue that leaders must address. In fact, with over 2.1 million employees, one of America’s largest employers, the federal government, conducts critical missions worldwide. Even with tremendous success over the past 229 years, minorities’ underrepresentation in leadership roles is a severe issue. Gathers-Whatley and Chase (2018) state, “there is a lack of minority representation at the senior executive ranks within the federal government. While minorities make up a sizable percentage of lower-level government employees, their percentages decline progressively up through the senior levels” (p. 2). Although the population in the United States has become more diverse over the past two decades, the lack of diversity in leadership roles in the federal government does not reflect America’s demographic diversity and is still moving at a languid pace.

As the operational environment evolves and technology advances, the federal government must set the example for other organizations to mirror and be the model organization for diversity, equity, inclusion, and accessibility (DEIA). In 2020, President Biden signed Executive Order 13985, which states, “the federal government must strengthen its ability to recruit, hire, develop, promote, and retain our Nation’s talent and remove barriers to equal opportunity” (Alms, 2021, p. 1). Leaders are responsible for setting the tone, behavior, and culture for their organizations. Equally important, they must be honest, transparent, and afford qualified minorities the opportunity to grow, learn, and serve as leaders in their organizations. One of the many strengths that separates the United States from other countries is diversity and opportunity. Kohli, Gans, and Hairston (2011) state that establishing a plan to decrease the gap between minorities and Whites in the federal government in a leadership role is critical. Allowing minorities to serve and participate in leadership roles will not only increase the agency’s numbers, but more importantly, improve the organization. One of the best investments the federal government can make is to increase the underrepresentation of minorities serving in leadership roles as a 21st century organization.

Keywords: Federal Government, United States, Diversity, Equity, Inclusion, Accessibility, Leadership, and Opportunity

US Commercial Leadership Development (USCLD) Program

US Commercial Leadership Development (USCLD) Program

Roberta Denny | 2022

Abstract

The US Commercial Leadership Development (USCLD) Program is designed to assist organizations with improving provide extended benefits to both the participant and the organization. The program is designed to satisfy the fundamental essentials of the intern so that upon completion of the program, the intern can function as a professional. This functionality will be gained by the means of having utilized their learnings from their educational pursuits, coupled with the practical training and hands on experience they have gained within their specific field of study, through completion of the internship. The program is designed to help your organization pave the way for a talented enriched future with the organizational partnerships that assist with the attainment, development, and talent mapping of high potential personnel. Thus, resulting in a pipeline of high potential future employees, who are diversified in background and experience, who have an allegiance to the organization, and an understanding of and have already brought into the organization’s employment brand.

Many companies struggle with attracting and retaining the right talent, especially when referring to interns. In this handbook, our organization explains the US Commercial Leadership Development Program that we have developed to help organizations attract high potential interns and to significantly improve their retention of these interns, through strategies and methodologies that foster exceptional acquisition, internship experience, as well as retention.

This enhanced long term talent acquisition and retention process includes many of the previous dynamics in the traditional talent acquisition process, however it adds the additional strategies and methodologies that are not included or developed within the traditional process. This program is a three phase approach, PHASE 1 – Talent Acquisition, PHASE 2 – Internship and Recruitment, and PHASE 3 – Resource Retention. Each phase has four steps that guides your organizational leadership through each portion of the program.

This is key to enhancing your organizations internship resource retention. The program is essential because your organization is not only looking to fulfill current vacancies and skill gaps, but to also be proactive and have a pool of ready resources who can fulfill the future vacancies and skill gaps that are anticipated to come, as the market continues to grow and change.