LEARN TO LEAD - Civil Air Patrol

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CONCLUDING THOUGHTSIn an ever-changing business world, innovation is the keyto launching business organizations into the future. Althoughmany cultural qualities are necessary to constructthe proper environment for innovation, communication isby far the most important. By encouraging open communicationand taking a genuine interest in the developmentof all levels of the organization, employees will have thedrive and inspiration to develop fresh and groundbreakingideas.Transformational leadership coupled with a companywidecommitment to employee development provides themeans to inspire a workforce toward productive invention.If we are to develop more innovative cultures in ourorganizations, we will need to adopt more committed andless controlling behavior to empower creativity in theworkforce.ABOUT THE AUTHORSErika Agin is an organizational leadership and humanresource management professional based at Walt DisneyWorld in Orlando, Florida, where she researches employeebenefits that contribute to overall health and well-being;erika.agin@yahoo. com.Tracy Gibson is an assistant professor of organizationalleadership at Chapman University in Silverdale, Washington;tgibson@chapman.edu.From: Erika Agin and Tracy Gibson, “Developing an InnovativeCulture,” T+D 64, no. 7 (July 2010): 52-55.128
15.5 The Twenty-First Century Leader:Social Artist, Spiritual Visionary, & Cultural InnovatorBy Fahri KarakasOBJECTIVES:13. Describe each of the three creative roles that twenty-first century leaders perform.14. Define the term “mind-set.”15. Define the term “heart-set.”The old leadership model is giving way to a new twentyfirst-centuryparadigm for navigating in an age of uncertainty,complexity, interdependency, globalization, andaccelerating change. Drawing from chaos theory, nonlineardynamics, quantum mechanics, and other disciplines, theauthor sees the emergence of three new creative roles forleaders— social artist, spiritual visionary, and cultural innovator—whichcall for a new leadership mindset, and fortapping the powers of the heart. A new holistic skill set witheleven domains encompasses the values, perspectives, andcompetencies needed to lead organizations and employeesto their full potential in the new century.As we stand seven years into the twenty-first century, onething is abundantly clear: We aren’t in the twentiethcentury anymore. Postmodern terror, global warming, therapid proliferation of technology, globalization, hypercompetitionfor resources and markets, corporate megascandals,diversity in markets and the labor force, thewidening gap between developed and undevelopedregions— these are just a few signposts of the new age.Although we cannot forecast what the second half of thecentury will look like—any more than someone in 1907could have accurately predicted the shape of civilizationin 1957—the trends that will characterize the next severaldecades are here already, disrupting the old order andposing unprecedented challenges, particularly for societiesand organizations whose leaders are ill equipped todeal with the new order.A PARADIGM SHIFT FOR <strong>LEAD</strong>ERSHIPHow does the new world for society and business differfrom the old? The new world is complex, dynamic, fastpaced, and knowledge intensive. Markets, products, andorganizations have become global, diverse, and multicultural.The view of the world and its systems as stable andpredictable has been replaced with uncertainty, nonlinearity,and chaos. We are experiencing an increasinginterdependency among individuals, organizations,communities, nations, and the biosphere.Succeeding under these conditions will call for changesin how organizations function and, by extension, howleaders lead.Dynamic, organic, and fluid. As with other dynamic andorganic systems, organizations must learn to quickly andsmoothly realign structures, processes, and relationshipsin response to a dynamic external environment. 1Chaotic, emergent, and complex. Learning to managechaos and complexity, the enemies of the old order, willset twenty-first century leaders apart from their predecessors.Business can draw on chaos theory and complexitysciences to gain insights into the nature of organizationsas complex adaptive systems. 2Holistic, quantum, and integral. Quantum mechanics’revelations about the unpredictable and seeminglyrandom behavior of subatomic particles have led to suchtechnological advances as computers, the Internet, andlaser surgery. Recent research in psychology, biology, andneurophysiology suggests that human beings are, indeed,quantum beings. The holistic and quantum implicationsfor leadership are that tapping a person’s full potentialrequires acknowledging, engaging, and integrating thewhole person—body, mind, and spirit—including bridgingthe analytical and artistic sides of workers to increasetheir creativity.Adaptive, flexible, and agile. The dynamic and chaoticnature of the business and social environment, the relationaland networked nature—and inherent interdependence—ofthe knowledge economy, the need to quicklyrecognize and move on new opportunities in a dynamicenvironment—all these conditions call for adaptive andflexible leadership styles, organizational and personalagility, and far more collaboration than in the past.Visionary, insightful, and futuristic. Creativity, insight,vision, and integrative capacity—the ability to link ideastogether—will be important for bridging the economic,digital, and social divides, as well as other resource gaps,and for solving ecological problems and other pressing129
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VOLUME FOUR STRATEGIC PERSPECTIVESL
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12CHAPTER 12INTRODUCTION TO STRATEG
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12.1 Strategic Leadership: Defining
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mandates or resolutions that would
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and ambiguity, aspiring strategic l
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12.2 National Security StrategyThe
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within our borders has always been
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front common challenges like violen
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and our strategy, not sector earmar
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thinking about organizations. She m
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A systemic approach to failure is m
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The late W. T. Grant Company is a r
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the resources - setting the directi
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focal point for describing and inte
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Consequently, we do not restrict th
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paragraphs, Web pages, then edit an
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Web, can be viewed as a CS attempt
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How to evaluate users and contribut
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13CHAPTER 13LEADING PUBLIC &VOLUNTE
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13.1 Leadership for Volunteers:The
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13.2 Take Root: Volunteer Managemen
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QualificationsClearly list educatio
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and effectively track their volunte
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• Understand rules for recognitio
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• Send a birthday card.• Submit
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and tested more than six decades af
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specific interests of the donors, v
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tain) tax-exempt status from the In
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Smucker, 1999).The Internal Revenue
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culture is necessary to ensure the
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13.4 The New Look of TransparencyBy
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ees for a couple of reasons: One, i
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13.5 Public and Private Management:
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TABLE 1:FUNCTIONS OF GENERAL MANAGE
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3. Career System. The model corpora
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islative charter - the Clean Air Ac
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Page 136 and 137: 16CHAPTER 16STRATEGIC COMMUNICATION
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