Emerging Leadership Journeys
Volume 3, Issue 1 | March 2010 | ISSN 1941-4684
To view the full issue and download articles, visit
www.regent.edu/elj
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From the Editor
Bruce E. Winston, Ph.D.
The third issue of Emerging Leadership Journeys (ELJ) includes five of the best
research course projects submitted by students in their first, second, and
third semesters of the Ph.D. in Organizational Leadership program. The Ph.D. in
Organizational Leadership program has, as one of its objectives, to prepare
students to conduct research and publish the findings. During the first year of
the program, the focus on research is more on the conceptual, literature review
and model/proposal side, thus the focus in ELJ on these types of papers. I am
pleased to present these five articles for your reading and consideration.
From the Individual to the World: How the Competing Values Framework Can
Help Organizations Improve Global Strategic Performance
Scott Lincoln
Handong Global University
In a competitive global economy, organizations need to be able to redefine
themselves and their strategic visions. However, many change initiatives are
unsuccessful due to the lack of consideration for organizational cultural
variables. The Competing Values Framework, when used in conjunction with
strategic planning, can increase the chances of success. Tools like the
Organizational Culture Assessment Instrument and the Managerial Behavior
Instrument provide concrete ways to assess where the organization is, where it
should be, and realigning the organization from the individual manager to the
entire organizational culture.
Jesus as Agent of Change: Leadership in John 21
John H. Wilson
Regent University
Chapter 21 in the book of John provides a snapshot of Jesus interacting with a
few of his disciples, which provides insight into his leadership style and
tactics. An inner-textural analysis of the chapter based on socio-rhetorical
criticism and the contemporary leadership styles of leader-member exchange,
servant leadership, charismatic leadership, transformational leadership, and
mentorship, help demonstrate how Jesus changed their lives and guided their
ministries. The model assesses the Johannine text in terms of (a)
repetitive-progression, (b) opening-middle-closing, (c) narrational, (d)
argumentative, and (e) sensory-aesthetic methods. These elements of texture
reveal more of the author’s intention for this particular narrative, and
provide a deeper understanding of how to apply Jesus’ principles in
contemporary organizational leadership.
Shared Leadership: Is it Time for a Change?
Michael D. Kocolowski
Regent University
This paper investigates shared leadership and seeks to determine if more
organizations should consider adopting a shared leadership model. Leadership
affects the success and failure of every type of organization, and the
complexity of today’s business environment makes leadership increasingly more
challenging. It is becoming more difficult for any single individual to possess
all of the skills and abilities required to competently lead an organization
today. A review of the literature indicates that while shared leadership has
been practiced in some form for centuries, research on the subject is still in
its infancy. An abundance of shared leadership studies fall in the domains of
healthcare and education, two industries especially open to the concept.
Studies outside these two industries are scarce, but include a diverse
collection of organization types and groups. While research indicates that
shared leadership has its challenges and can be difficult to implement, overall
the benefits of shared leadership hold promise. Organizations of all types
should take notice and consider implementing a shared leadership approach.
Authority in the 21st Century: Likert’s System 5 Theory
John H. Wilson
Regent University
There is a paucity of research on R. Likert’s System 5 leadership theory as
evidenced by only three specific articles on the topic found among several
academic databases. While the field of leadership has largely ignored this
theory, evidence suggests 21st-century organizational climate in many countries
may be ready for this type of approach. R. Likert and Likert (1976) explained
that System 5 would resemble Likert’s System 4, but with less hierarchical
authority. The following summarizes the available literature on System 5
including foundational material about earlier Likert systems. Recommendations
for further study include assessment of the potential viability of this
approach for collaborative organizations during the postmodern era.
Impact of Cultural Intelligence Level on Conflict Resolution Ability: A
Conceptual Model and Research Proposal
Andrea Reyes Ramirez
Regent University
Cultural intelligence and conflict resolution ability are essential for
21st-century leaders when considering the increased interaction with
individuals from different cultural backgrounds that is now prevalent due to
the technological advances of the internet and improved modes of mobility. With
increased frequent interactions, there is greater opportunity for cultural
differences to create conflict. New global skills must be acquired to be an
effective leader in the 21st century. In response to literature gaps, this
model suggests a 2X2 factorial design to test to see if cultural intelligence
levels predict the appropriate conflict resolution strategy adoption, thus the
conflict resolution ability.
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