Romans 12 Motivational Gifts in the Military: An Exploration of Person-Job Fit, Job Performance, and Job Satisfaction

The study researches the Romans 12 motivational gifts and their relationship to person-job fit, job satisfaction, and job performance in the U.S. Air Force. Results of the study identified two clusters among U.S. Air Force personnel and found a positive relationship with person-job fit and job satisfaction — and no relationship with job performance. Several practical applications can be gleaned from the current research, especially in the area of motivation and training

Practical Application of Five Leadership Theories on a U.S. Naval Vessel

On a United States naval vessel, task accomplishment and leadership decisions are vital to personnel survival and mission success (Phillips, 2007). The United States Navy relies on leadership decisions made from admiral to seaman, and as a result, invests heavily in leadership development

Identifying the Key Factors in the Effectiveness and Failure of Virtual Teams

Virtual teams, “individuals collaborating in geographically dispersed work teams who may reside in different time zones and countries” (Horwitz, Bravington, & Silvis, 2006, p. 472), are continuing to increase in frequency in today’s global economy. These teams have become a vital option for organizations that need to work in multiple locales at once and draw on vast global expertise. In fact, virtual teams and e-collaboration is considered an alternative to previously traditional formats, because of the cost savings and lack of space limitations associated with operating via virtual means (Kock & Nosek, 2005)

Testing a Servant Leadership Theory Among United States Military Members

Servant leadership, first proposed by Greenleaf (1970), is an emergent leadership theory postulating a leader must serve first. Patterson (2003), building on transformational and previous servant leadership research, developed a model of servant leading based on the following: (a) agapao love, (b) humility, (c) altruism, (d) vision, (e) trust, (f) empowerment, and (g) service. This study tests Patterson’s theory of servant leadership in a military context by investigating the relationship between the seven constructs in Patterson’s servant leadership model. Multi-rank and service military members’ perception of servant leaders was assessed using the servant leadership instrument developed by Dennis and Bocarnea (2005). Patterson’s servant leadership model was supported by the study. The study pioneers servant leadership research in the military

The Successful Expatriate Leader in China

With cheap labor, the world\u27s largest work force, and the United States as one of its principal trading partners, China offers boundless opportunities to global corporations. The economic advantages of operating in China are great; however, the foreign business community faces unique challenges there, as qualified Chinese business leaders are virtually non-existent within the country\u27s corporate world

Sustaining an Organization in the Midst of Chaos

Sustainability is a popular topic that influences almost every area of life and industry. Using the 2008 recession as the crisis examined, we will take a look at how several leaders have handled economic, environmental, and organizational responsibility and sustainability in the midst of chaos. We will then tie those examples together within the realm of systems thinking, highlighting how leaders need to see the interconnected nature of systems in order to effectively respond to crises

Developing Critical Thinking Within A Master of Science in Leadership Program

Critical thinking involves an important set of competencies, skills, and behaviors that can be systematically developed and cultivated. Critical thinking is fostered within the Master of Science in Leadership Program to help students achieve higher levels of thinking through the program and also to help them improve their leadership acumen. The paper describes critical thinking, provides background on the Paulian view of critical thinking used within the program, and presents the approach used to infuse critical thinking into the curriculum. The Master of Science in Leadership Program introduces critical thinking in the first required course and weaves critical thinking concepts and exercises throughout the entire program. Program administrators and course developers incorporated desired learning points into the curriculum through conceptual frameworks, active learning activities, targeted instructional techniques, and intellectual moves. Each of those components is part of a schema that ensures students engage concepts at the highest analytical levels within their individual contexts as leaders

Human Energy Maximization in a Customized Leadership Program

Sustainability and thriving are key terms that are driving how energy sources, such as solar, wind, water, and geothermal, generate survivability in the era of globalization. Rarely are those terms used to define human energy expenditures; however, human energy is the most readily available energy source for it serves as a primary catalyst in the fueling or degrading of the sustainability and survival of all other resources. Additionally, humans live, learn, and earn in spaces where they expend energy by mere existence. Most humans are unaware of the impact their personal energy has on the utility and fortitude of the spaces where they reside (Roberts, 2015). For years, green energy campaigns focused on energy that is extracted, generated, or consumed without significant impact to the health or welfare of the environment. The planet has a natural tendency to regenerate green energy even when pollution occurs, if it does not eradicate the environment itself. Such energy also measures the utility of natural resources and can be applied this can occur with humans. Humans can overcome polluted experiences if the right resources are infused into their experiences, because it regenerates their talents, skills, abilities, hopes, and dreams (Roberts, 2015). The research in this study explored how customization of a leadership development program using an innovative business model, termed the Human Utility Business™ (HUB™), can awaken latent human energy and inspire workers towards consistent high performance (Roberts, 2015). For this research, human energy was measured in the form of productive and/or transformed behaviors, relationship constructs or deconstructs, engaged learning, securing awards and recognition, employment, or leading themselves and other with minimal entropy. Terms like “energy efficiency “and “renewable energy” were accounted as natural resources for sustainability in the HUB™ model to customize curriculum for a leadership development program. Participants were motivated to sustain (energy efficiency) and thrive (renewable energy) in their work performance and work relationships. The HUB™ model is heuristic and built on extensive partnerships and Lean Six Sigma™ methodology that ignited participants’ passions and performances. The model is organic in nature and concentrates on the movement of individual energy as it interchanges within groups. The strength of the HUB™ model was in measuring the utility of humans to adapt to diverse and inclusive environments while they become self-aware of how they relate to others at work. The HUB™ model inspired leadership and stewardship, which are core elements of a diverse and inclusive society. The HUB™ curriculum offered opportunities for participants to make informed decisions about their behaviors and purposefully decide on the impact their behaviors have on those with whom they work. Possibilities of relationships that may appear now and in the future, were explored in the HUB™ curriculum using 3D simulation technology and role play. Participants could simulate real-time and possible work situations to intentionally make decisions to create preferred futures based on their and others’ professional and personal expectations. The HUB™ content was not team building; it was purposeful amortization of the energy found in the life of each individual participant

Complexity Leadership: The First Two Decades

Complexity leadership, complex adaptive leadership, and adaptive leadership theories are related but separate streams of leadership research dating back four decades. This article reviews the first two decades. The research team searched academic literature within the business discipline for journal articles related to complex adaptive leadership, complexity leadership, and adaptive leadership, resulting in a sample of 778 articles. The researchers used multiple methods to analyze the articles, eventually conducting deductive analysis on a subset of nine articles published between 1982-2002. Analysis from the sample revealed frustration by some leadership scholars over the ability of leadership theory to address practical leadership problems. Therefore, scholars called for and began to develop novel approaches beyond concepts of leader-follower influence. Scholars turned their attention to understanding the role of leadership within VUCA contexts. They began to conceive of organizations as open systems and to describe characteristics that leaders would need to be successful in complex adaptive systems. These early attempts set the stage for scholars to apply complexity theory to the study of leadership

Project manager insights: An analysis of career progression

The project manager is key to the success of any project.  But the path to becoming a successful project manager is ill defined.  In this study, the authors analyzed interview results of 87 project managers’ responses to questions associated with entry into the field, career progression, and advice for the new project manager, seeking to better understand practicing project manager career progression.  Qualitative analysis techniques were used to identify recurring themes from the interview summaries. The themes and the resulting conceptual framework provide evidence that supports the development of successful project manager career path. Further, the results suggest individual project management competencies in soft skills as a key enabler of project execution.