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Narrative Coaching in the Leadership Development of Minority Executives in the United States of America and South African Corporations

Narrative Coaching in the Leadership Development of Minority Executives in the United States of America and South African Corporations

Lovemore Moyo | 2017

Abstract

The underrepresentation of women and non-white males in the leadership ranks of American and South African private sector corporations is a cost to these economies in terms of the suboptimal utilization of human capital and the lost marketing opportunities to a growing and youthful sector in the respective countries. The study examines the problem from the perspective of Black and other Minority Ethnic Executives (BMEEs), points out to the magnitude of the problem, in particular the percentages of these executives against their demographic group population numbers. The persistence of this underrepresentation over the past decades attests to the ineffectiveness of the earlier affirmative action measures and the current diversity and inclusion programs. The project, firstly, identifies the main challenges stifling the advancement of BMEEs and these are stigmatized individual identities, devalued social identities, lack of leader prototypicality, stereotype threat and the limited access to leadership networks. The case of women executives is also considered and analyzed as a special case. The other identified problem area is the absence of appropriate leadership theories needed to back-up the leadership development of minority executives. The observation is that current theories of leadership largely ignore the experiences of historically disadvantaged groups. Similarly, there are no leadership development interventions which are customized to the unique challenges of minority executives. Narrative coaching is suggested as the leadership development option which can overcome the identified challenges of minority executives. To this end, the nature and mechanics of narrative coaching are explained, in particular how this form of coaching relies on stories. The identities of individuals is a product of the stories these individuals tell themselves. People also live the stories they tell and problem saturated stories tend to dominate people’s lives. Narrative coaching helps coachees to migrate from these problem stories to those which are empowering and offer alternative ways of living. An important point made is that the ‘being’ issues of developing leaders need to precede the ‘doing’ of leadership. The current executive training interventions major on the latter and are exposed to the vagaries of identity, acceptance and belonging issues highlighted in the social identity and categorization theories of leadership. Taking the perspective of the organizations, the project explores the concept of unconscious bias, which drives the decisions individuals make and throws light into why biased hiring and promotions occur despite conscious diversity efforts. There are practices in narrative coaching which can be used to solve these challenges of minority executives. These practices, which are explained in the project, are the re-authoring of individuals’ stories to build a new identity, enacting identity entrepreneurship, using networking strategies, externalization of problems and using unique outcomes. It is pointed out in the project that unconscious bias is malleable, and, there are methods such as coaching for implementation intention which can be used to overcome unconscious bias. In that way the quest for diversity and an increased number and effective inclusion of minority executives in South African and American corporations can become a reality.

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Small Church Leaders: A Coaching Primer for Growing Leaders & the Kingdom

Small Church Leaders: A Coaching Primer for Growing Leaders & the Kingdom

Jason Newcomb | 2017

Abstract

Globally, churches are in crisis. The number of Jesus’ followers is decreasing. Consequently, church attendance is in decline. With the majority of churches globally considered “small,” small church leaders need new ways not only to stay relevant, but also to grow. Small church leadership can no longer be set aside or neglected. Pastors are under different kinds of pressures today than ever before. As a result, church leadership faces new struggles in leadership development. The coaching process can meet the needs of small church leaders.

Coaching principles can be implemented for small church leaders to incorporate into their own leadership development program. Coaching is effective as a supplemental leadership development tool or as a stand-alone model. This work is meant to glorify God the Father and to serve as a primer for small church leaders to initiate coaching for leadership development. Devotionals are included to help set the tone. Basic coaching processes are explained such as questioning and building trusting relationships. A model of the coaching process is included as well as example forms. Challenges are included within the chapters, and actions steps are meant to help small church leaders move from learning to application.

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Leadership Development Workshop for Bukedea Christian High School (BCHS) Leadership

Leadership Development Workshop for Bukedea Christian High School (BCHS) Leadership

Samuel Odeke | 2017

Abstract

In line with Regent University’s School of Business and Leadership requirements for the Doctorate of Strategic Leadership final project; a leadership workshop was chosen as a final project. A leadership development workshop was designed to develop leaders was conducted for BCHS leadership. The workshop was a result of the assessment of the factors responsible for the poor organizational performance of BCHS. The assessment discovered the organization’s business and strategic challenges. It also identified the leadership needs and gaps that impact on the organizational performance. A customized specific initiative was designed; training and resource materials for the workshop were developed. Further, a customized workshop as the solution was delivered the solution and the impact evaluated and discerned.

The leadership development workshop was conducted for the BCHS leadership and management. A total of fifteen (15) participants attended a whole days’ workshop. The workshop was recommended by a rapid assessment that was carried out to establish factors responsible for the poor organizational performance of BCHS. The assessment report identified gaps in leadership, teamwork, healthy workplaces, and communication among others. The school authorities and leadership requested the facilitator to conduct the workshop to develop school leaders and managers to address the problems that the school faced. The leadership development workshop overall purpose was to expose leaders to better knowledge on leadership, healthy workplace, restoration of fallen leaders, effective communication and team building and teamwork.

The leadership development workshop with five modules and PowerPoint presentations were prepared to achieve the five objectives to meet the needs and gaps identified. The training methodology; the facilitator applied multiple methods for facilitation. Among the methods used were; group work discussions, lecture methods, question and answer, demonstrations, illustrations, collaboration, role plays, open dialogue and brainstorming techniques. Storytelling approach was also employed during the workshop. Classroom discussion methods and debriefing methods were also used. Also, selected photos were included in the PowerPoint slides for emphasis and reference.

A leadership development workshop evaluation was conducted at the end of participants. The evaluation had two tools completed; individual tool and group tool. The goal of the evaluation was to measure learning, knowledge, behavior change, and participant’s reactions. The results revealed that the workshop was successful, relevant, useful, and impactful. The members thanked the facilitator for the job well done and requested school authorities to organize more of such workshops. An after action report was prepared that captured all the events and how the workshop was conducted. The after action report summarized the workshop methodology, objectives, participant’s information, evaluation feedback and followed up action for the school leadership and management to improve the organization’s performance.

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Coaching the Least of These: A Seminar to Build a Stronger Turnaround Tuesday

Coaching the Least of These: A Seminar to Build a Stronger Turnaround Tuesday

Anthony Perdue | 2017

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In Matthew 25:31-46, Jesus speaks specifically of His judgment of all nations, admonishing those who did not serve Him, by serving the least of these – the sick, the poor, and those who are imprisoned. Baltimore Maryland is one of the most impoverished cities in America and continues to suffer from a litany of economic and social problems including joblessness. Turnaround Tuesday is a job placement movement, born out of the clash between frustrated citizens and Baltimore authorities, resulting in protests, riots, and an economic standstill within the city.

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The Humility Factor

The Humility Factor

John Plastow | 2017

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Humility is not usually high on the list of attention-getting goals to which pastors aspire, nor an ambitious state to be sought after and realized, even among pastors who have publicly expressed their commitment to spreading the good news of Jesus. Let’s face it, in this culture of self-promotion, inflated egos, and celebrity status-seeking, humble is just not sexy. It typically does not capture the spotlight nor draw crowds of people to a church, where they will dwell on every word one preaches. There are humble pastors doing the work of Christ excellently with growing vibrant churches, but don’t expect to hear about it from them. They quietly and faithfully execute their calling, trusting that their actions will speak for themselves and that God will bless them as He sees fit

These pastors authentically consider humility above hubris, calling above celebrity, and kingdom impact above personal reward. They possess the seven qualities found in the humility factor, as modeled by Jesus, which lead them to a state of humble intelligence, equipping them to lead their churches in a manner that is not always common today. This book is about how church lay leaders can identify these qualities, then hire and develop a leader with them.

With the premise that healthy churches are led by humble pastors, this book explores how, when the humility factor is applied to any leadership style, it is improved. The positive is amplified as humble intelligence enhances good qualities and the negative is lessened as humble intelligence dilutes qualities contrary to humility through the attributes of the humility factor modeled by Jesus. When a leader adopts the humility factor and attains humble intelligence, the result will be that they will lead more like Jesus led.

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Beyond the Village: Engaging Parents as Agents of Change in Developing Future Leaders

Beyond the Village: Engaging Parents as Agents of Change in Developing Future Leaders

Cortha McMillian Pringle | 2017

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The job of developing leaders is plaguing the minds of many as we look at political and social leaders who often lack the temperament, moral fortitude, and judgment to be considered serious contenders in leading our nation and world. Since entering the 21st century, our world has changed rapidly. Our world has become more interconnected by the incredible power of the digital age of personal computers, iPads, cell phones, and social media. You can literally stay connected with anyone and everyone, anywhere and anytime, who has access to these electronic tools. Some research contends that leadership development should start before the age of 18. In reality, most leadership development opportunities do not start until a person is promoted to a management position after they have been working a few years. For years, many have focused on the village concept of preparing children for the future.

Globalization has created a need for leaders who have the conviction to connect across borders of diversity, change, and time where the status quo is no longer acceptable. During this time of change, leaders are needed who have the ability to share the vision with their followers to create organizations that can move past stereotypes, prejudices, and stagnant mindsets. This fast-paced environment needs leaders who are willing to push themselves and others towards a world that is bound together by our connections and able to move past the brokenness of our differences.

How do we move from an isolated village mentality to an engaged global community that is focused on growing leaders who are not only life-long learners, but culturally aware to handle the issues facing our world? As parents, we must understand the importance of our role in developing global thinkers and leaders. This project will focus on how parents can become agents of change by working with community partners to assist their child and schools in creating conditions for perpetual learning. This process is not simply learning a new system, but creating an environment wherein innovation and experimentation are not just tasks, but are an integral part of the learning process to develop leaders who are benefitting from collaborative teams made up of parents, schools, and the community.

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Leadership and Prosperity of Nations

Leadership and Prosperity of Nations

Kriz David | 2017

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The search for sustainable source of prosperity of nations has been a long age adventure. As far back as 1776, Adam Smith, a Scottish philosopher and an economist advocated in his work,An Inquiry into the Nature and Causes of the Wealth of Nations, that the wealth of nations is premised on productivity and free market. David Ricardo (1817) inPrinciples of Political Economyadvanced the thesis of comparative advantage for exploiting factors of productions to gain national advantage and prosperity. His theory dwelled on repository of factor endowments in geographical locations and inexpensive labour in some countries as source of national prosperityThe Competitive Advantage of Nationsby Michael Porter (1990) focused on microeconomics conditions to espouse source of national prosperity by identifying the four determinants of national advantage. Other researches on this subject focused on macroeconomic conditions as the foundation for economic growth and prosperity of nations. In their research,Why Nations Fail: The Origin of Power, Prosperity and Poverty,Acemoglu, D. and Robinson, J. A (2013) argued that geographical locations, cultural differences and ignorance of leaders are not the causes of poverty in nations, but the lack of inclusive polities and inclusive institutions.

One question that remains unanswered is: why are most countries of the world yet to experience development, let alone prosperity, even with the plethora of microeconomics and macroeconomics reforms being carried out by national governments and the expertise advice offered by international nongovernmental institutions such as the International Monetary Fund (IMF), the World Bank, United Nations and several others? The reason for the failure to achieve transformation and prosperity in most countries, despite the billions of funds invested in various reforms and transformation projects, is that those interventions are designed to address symptoms of the problems rather than their root cause. Many of such intervention projects have been counterproductive with unintended consequences to nations, thus leaving most nations underdeveloped, and to wallow in vicious cycle of poverty.

This research establishes that leadership makes the difference between prosperous and poor nations. A nation is a complex system, and it requires systems thinking approach to cultivate national prosperity. It therefore behooves leadership of nations to identify high leverage points in societies, cities and nations to unlock the source of sustained prosperity for their nations. The leadership model –Leverage Points or Pillars of Prosperity of Nations,developed in this research established that the prosperity of a nation is locked in a tripod, which are: faith – value systems, learning – productivity system and law – control system. The three systems interconnect and interact with six subsystems or pillars – human and social capital, cultural values, multifactor productivity, institutional framework, governance framework and market framework to impact on the entire social system called a society or a nation. It is expected that the model would be a veritable intervention tool for policy makers, leadership of nations and international nongovernmental organizations seeking to provide lasting solutions for nations to attain prosperity.

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Called to Significant Service Servant-Based Strategic Leadership for Law Enforcement

Called to Significant Service Servant-Based Strategic Leadership for Law Enforcement

Tyson Gage | 2017

Abstract

The law enforcement profession is in a current leadership crisis. There are nearly 18,000 state and local law enforcement agencies in the United States which employ more than 1.1 million full-time, and approximately 100,000 part-time employees. Unfortunately, among this population, there is a general lack of leadership training along with a generation of personnel that is entering retirement. Many skills taught in criminal justice programs and academies have not evolved quickly enough to provide relevant training. There is a shift from one generation of leaders to the next without adequate preparation. Training has focused on the technical aspects of the profession and not on leading people. Promotional practices have often focused on seniority or technical competencies instead of leadership abilities and additionally focus on promoting without an identifiable leadership model. Some agencies have attempted to develop and implement leadership programs; however, those often are only offered to specified ranks of employees and focus on intensity instead of consistency.

Law enforcement agencies are uniquely structured government entities. They have differing hiring needs and requirements, organizational structures, cultures, demands, and challenges. They require leadership that is uniquely situated to deal with these factors. However, as with all organizations, a lack of leadership subsequently results in the ineffective organization of the agency. While there has always been a need for competent law enforcement leadership, in today’s climate, the need is greater than ever. The solution is for leaders to embark on an infinite journey and gain the ability to execute servant-based strategic leadership reforms within their organization.

This manuscript serves as a consultancy guide that specializes in servant-based strategic leadership in order to facilitate executive level leadership education to law enforcement agencies by providing specified subject matter expertise in criminal justice and strategic leadership. The provided content is relevant and industry-specific strategic leadership information for the entirety of organizational personnel delivered in a manner that is easily understood, resonates, and transpires throughout the organizational culture. As a note, information throughout this manuscript is rooted in research concerning both the public and private sectors. It stems from newspaper, academic and industry journal articles, universities, government entities, Bible, academia, industry experts, industry-specific personnel, and the social sciences. Examples of leadership concepts may specifically point to the private sector because there has been little to no research as related to law enforcement. With that said, that is a partial point of this manuscript; to introduce private sector leadership concepts to the public sector. References may be specific to general government, the federal government, law enforcement, or private sector industries; however, all have a specified relevance to servant-based strategic leadership for law enforcement.

The shared knowledge, information, and data facilitate the development of systems to solve law enforcement agency leadership puzzles. This serves as a facilitator of change by mutually engaging in dialogue, analysis, and reflection; encouraging an agency driven approach, and utilizing the agency’s expertise in creating a sustainable leadership platform. It creates an environment in which information is received by serving as an outside subject matter expert and a neutral party. This assists to bridge the gap between those who may have differing opinions of the facilitation of the agency mission. The results yielded from law enforcement specific leadership consulting will aid in targeting agency-specific missions and the allocation of agency resources to identify, create, and sustain a strategic leadership culture, develop workforce engagement, and create a lasting leadership legacy.

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Thirteen Traits in Thirteen Years: A Leadership Journey from Shepherd to Prime Minister

Thirteen Traits in Thirteen Years: A Leadership Journey from Shepherd to Prime Minister

Richard T. Hawk | 2017

Abstract

Joseph’s ascension from Canaanite shepherd to Egyptian Prime Minister, second in power only to Pharaoh, was an arduous journey fraught with separation, heartbreak, accusations, and setbacks. Along the way, the favor of God was sovereignly displayed in Joseph’s life, resulting in the saving of Jacob’s family, the Israelite people, and all the inhabitants of Mesopotamia, from a seven-year famine.Joseph’s tenacious faith kept him tethered to his God and along the way Joseph grew in his leadership capacity, being equipped to accomplish his God-sized purpose. Emerging on the scene as a seventeen-year old shepherd boy and developing into a thirty-year old government official, he was exposed to every misfortune in between. Joseph embraced thirteen leadership traits in thirteen years that resulted in his grand achievement and noble success. Not contented to relegate that accomplishment to one person some four thousand years ago, this author argues that modern-day leaders can trust God to unfold His purpose and plan in their life, and through faith and obedience, they can realize their own life of significance.

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Twelve Strategic Leadership Competencies for the 21st Century Leaders

Twelve Strategic Leadership Competencies for the 21st Century Leaders

Linda A. Heindl | 2017

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Strategic leadership competencies are leadership skills and behaviors that encourage superior performance. By using a competency-based system of strategic leadership, organizations should be able to distinguish and develop their next generation of strategic leaders. The importance of strategic leadership competencies and skill development promotes better leadership for the 21^st-century leaders.Nevertheless, skills needed for a specific position may change depending on the specific leadership level in the organization. By using a competency approach, organizations can determine what positions at which levels require specific competencies. Therefore, the overall structure of using a competency approach is divided into twelve important competencies for leading the organization, leading the self, and leading others in the organizations are listed below:

Building Strategic Partnership
Setting a Vision and Goal Outlook
Making and Managing Change
Solving Problems Productively
Supporting Teams’ Empowerment
Building Teams’ Direction
Influencing Factors in Organizational Learning
Building and Maintaining an Effective Organizational Culture
Designing a Strategy and Structure
Seizing Risks
Consulting and Conducting Conflict Management
Producing Effective Communication

Before we start focusing on those twelve strategic leadership competencies for the 21^stcentury, I want to delve into three major areas: evaluating the 21^st-century, projections for the 21^stcentury, and characteristics of projections for the 21^st-century that are becoming the front-runners for these twelve strategic leadership competencies.

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