Global Citizenship: Stewards of the Future

The Global Citizen Program combines humanity with leadership and stewardship which are core elements in designing diverse and inclusive societies. The program solidifies the holistic learning of Embry-Riddle students in terms of academic, intellectual, and social reproduction. --Slide

Linking Innovation & Creativity with Diversity & Inclusion Using Lean Six Sigma

“The SHRM Workplace Diversity Conference & Exposition fosters awareness and appreciation of workplace diversity issues through thought leadership, strategy development, resources, publications and professional development for HR professionals and other business leaders. Making the business case for diversity, helping HR professionals to better articulate its strategic business value, and enabling them to build more diverse and inclusive cultures, are the cornerstones of the initiative.”—Society for Human Resource Management websit

Let Natural Learning Arise!: Optimizing Organizational Learning Through a Customized Leadership Development Program

This paper examined a tiered leadership development program (LDP) designed to optimize natural organizational learning

Human Utility Business Model: Maximizing Human Energy

“The NCAA Inclusion Forum brings together intercollegiate athletics leaders passionate about improving the educational and professional environment for student-athletes, coaches and staff. Sessions engage on a broad range of topics related to policy, research and best practices for racial and ethnic minorities, women, international student-athletes, LGBTQ and disability-access to sport.”—National Collegiate Athletic Association website

A Call to Leadership: The Awakening

A presentation given to student leaders at Bethune-Cookman University highlighting the transition from student to young professional

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

Leadership Strategies Amidst Disruption and Shock: Communication Implications

Leaders’ prompt communication about the COVID-19 pandemic was critical to stakeholders’ safety and knowledge about the uncertainty of organizational operations. In this study, the communication of various university leaders was analyzed in response to the new decade’s deadliest exogenous shock, the spread of the deadly COVID-19 virus. Content analysis of statements from a sample of leaders in public universities contained elements of situational, behavioral, and adaptive leadership. The analysis was conducted to identify leaders’ statements detailing contingencies being implemented for the survivability of their universities. Primarily studied were leader statements responding to the intensity and severity of the pandemic, rapid changes affecting the well-being of stakeholders, and essential organizational functioning. The findings of this study showed the need for institutional leaders to deliver prompt responses that quickly move people to action while paying attention to the multitude of stakeholder needs. Leaders communicating in situational, behavioral, and adaptive leadership were found to effectively communicate messages with clarity, meaning, and empathy that were responsive to the wave of uncertainty and shocks exacerbated by the COVID-19 pandemic

Leadership Strategies Amidst Disruption and Shock: Communication Implications

Leaders’ prompt communication about the COVID-19 pandemic was critical to stakeholders’ safety and knowledge about the uncertainty of organizational operations. In this study, the communication of various university leaders was analyzed in response to the new decade’s deadliest exogenous shock, the spread of the deadly COVID-19 virus. Content analysis of statements from a sample of leaders in public universities contained elements of situational, behavioral, and adaptive leadership. The analysis was conducted to identify leaders’ statements detailing contingencies being implemented for the survivability of their universities. Primarily studied were leader statements responding to the intensity and severity of the pandemic, rapid changes affecting the well-being of stakeholders, and essential organizational functioning. The findings of this study showed the need for institutional leaders to deliver prompt responses that quickly move people to action while paying attention to the multitude of stakeholder needs. Leaders communicating in situational, behavioral, and adaptive leadership were found to effectively communicate messages with clarity, meaning, and empathy that were responsive to the wave of uncertainty and shocks exacerbated by the COVID-19 pandemic