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Spring 2020 Author’s Call: The Refractive Thinker® Vol XIX
The Refractive Thinker® Vol XIX: Social Media
Spring 2020 Author’s Call: The Refractive Thinker® Vol XVIII
The Refractive Thinker® Vol XVIII: Project Management
Fall 2018: RT: Vol XV: NON PROFITS
The Refractive Thinker® Vol XIV: HEALTH CARE
Fall 2017: RT Vol XIII: Entrepreneurship
RT Vol X: Special Military Edition Video
RT Vol X: Special Military Edition Video
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Publishing is an expensive venture, time consuming, and most times heartbreaking just trying to get through the door. Who has an easy time with rejection of what may be potentially life changing theories? Join The Refractive Thinker® Family where academic writing is economically published.Dr. Beverly CarterNew Rochelle, New York
The authors contributing to this series are some of the best critical thinkers in their field of study.Dr. Rich SchuttlerPro Progress AcademyPhoenix, AZ
The Refractive Thinker® is a roadmap that discusses many dimensions of change management.Mary Beth HartlebPrism Global Management GroupHenderson, NV
The Refractive Thinker® demonstrates a clear understanding of the doctoral learner’s need for professional networking, intellectual marketing of peer works.Dr. Lucy Surhyel NewmanLagos, Nigeria
The Refractive Thinker® series will help you integrate refractive thinking into your core strategies.Brian JudBook Marketing WorksAvon, CT
“Dear Dr. Cheryl Lentz: As we are working towards completing my book, I find that your editing is very thorough and detailed. I wish many college professors can learn from your style”. Zack Hasan, Ph.D., P.E.
To find the hidden open positions, you have to network with the ‘righ’t people and the members of The Refractive Thinker® community are ‘the right people’. After a recent layoff, I reached out to The Refractive Thinker® community to assist in my job search. Success!Dr. Karleen YappColorado State University-GlobalDelran, New Jersey
The Refractive Thinker Press is an established brand, doing an incredible job marketing the books and authors on social media. My colleagues expressed their admiration for my publications, seeing my books on Amazon, Barns & Nobles, & other websites/bookstores. I have been invited to several Think-Tanks, fellowships, and Visiting Scholar appointments, where different committee members cited seeing my books in blogs, press-releases, Google Scholar, and university libraries. The RT press increased …Dr. Emad RahimEndowed Entrepreneur-in-Residence, Oklahoma State University Visiting Scholar, Rutgers University
My promotion to full Professor was just approved. According to the feedback I’ve received, my chapter in The Refractive Thinker was a factor in establishing my scholarship credentials.Dr. Joseph PughProfessor
Dr. Cheryl is a very brilliant woman, teacher, coach, friend, and a leader. I was attracted to her because of her unselfishness, and a willing heart to not only share the knowledge she has with those around her, but also to empower them to look beyond themselves. Dr. Cheryl, I thank you for everything, your wisdom, coaching, and for giving me a wing to fly on. You are an amazing strong woman and a great friend that shares all she has!Eva KatushabeLas Vegas, NV
SummaryI think therefore I am. --Rene Descartes
I critically think to be.
I refractively think to change the world.
Welcome to The Refractive Thinker®: Volume III: Change Management.
Thank you for joining us for the second Fall 2009 edition, Volume III as we continue to celebrate the accomplishments of these doctoral scholars affiliated with many phenomenal institutions of higher learning. The purpose of this next offering in this anthology series is to share yet another glimpse into the scholarly works of these authors, specifically on the topic of change management.
In addition to exploring various aspects of change management, the purpose of The Refractive Thinker® is also to serve the tenets of leadership. Leadership is not simply a concept outside of the self, but comes from within, defining our very essence; where the search to define leadership becomes our personal journey not yet a finite destination.
The Refractive Thinker® is an intimate expression of who we are—the ability to think beyond the traditional boundaries of thinking and critical thinking. Instead of mere reflection and evaluation, one challenges the very boundaries of the constructs itself. As in volumes I and II, the authors within these pages are on a mission to change the world, never satisfied or quite content with what is or asking why, instead these authors intentionally strive to push and test the limits to ask why not. Join us on this next adventure of The Refractive Thinker® where Volume III continues the discussion specifically themed for this volume to explore the realm of change management. This offers yet another bite of the apple from the tree of knowledge upon an ever expanding canvas from which these authors choose to cast their paint, envisioning new horizons in which to move forward and explore in the future.
I invite you to join with me as we venture forward to showcase these authors of Volume III. The goal is to offer a chance to bring to publication more ideas for which the audience may be interested in the expertise and guidance that they offer.
Please contact me for further information regarding these authors and the works contained within these pages. Perhaps you or your organization may be looking for their expertise to incorporate as part of your annual corporate meetings as a key note or guest speaker(s), perhaps to offer individual or group seminars or coaching, or require their expertise as consultants.
We look forward to your interest in discussing future opportunities. Let this continue our journey begun with volume I to which The Refractive Thinker® will serve as our guide to this and future volumes. Come join us in our quest to be refractive thinkers and add your wisdom to the collective. We look forward to your stories.
What is the relationship between the leadership styles and the values of chief executive officers? How can boards of organizations tarnished by scandals select chief executives with strong value systems who can bring ethical reforms and restore trust?
The U.S. nonprofit sector is in need of reforms to restore public trust after several highly publicized scandals resulting from mismanagement and leadership failures undermined the reputation of the sector. Selecting leaders who can bring positive, values-based change to the nonprofit industry represents a significant challenge and an opportunity. Understanding the relationship between values and leadership styles of nonprofit leaders can assure nonprofit boards that transformational leaders have strong values systems and can also assist boards in the leadership assessment and selection process.
A quantitative, correlational research study was undertaken to measure the relationship between the leadership styles (transformational, transactional, and laissez-faire) and values (personal, social, morality-based, and competency-based) of nonprofit leaders. The results of the study produced statistical indications suggesting that the predominant transformational leadership paradigm may offer a solution to restore the reputation of nonprofits and re-establish public trust. Nonprofit boards may use existing instruments, such as the Multifactor Leadership Questionnaire and a modified version of the Rokeach Value Survey, which was used in this study, in the assessment and selection of transformational leaders with strong value systems. Further leadership research may provide additional insights on the relationship of leadership styles and values of chief executives.
Leaders are aware that internal and external changes are the state of business today. Change is inevitable and people and business will resist for as long as possible for fear of the unknown or simply wanting to maintain the status quo. Change is not only resisted within the organizational structure but also in leadership development strategies. There is a demand for a new leadership approach, enhanced leadership skills, and a cause for the growing interest in executive coaching.
The leadership training and development personnel within organizations have realized the effectiveness of executive coaching and its success in enhancing leadership skills, and they have replaced traditional leadership development and training programs with executive coaching programs (Hernez-Broome & Hughes, 2004; Hutton, 2003; Zenger & Stinnett, 2006). Executive coaching is a leadership development strategy that helps cultivate necessary skills not easily learned during formal training programs.
Organizations need leaders who are able to adjust to change rapidly and effectively (Chen, 2006). Future leaders need to have the ability to work through the process of change while making improvements within their industry (Zenger & Stinnett, 2006). Organizational leaders who embrace the need for a change in traditional leadership development methods will become more effective.
It is paramount that organizations have effective change management strategies. The strategies can only effectively be implement by leaders who have developed skills and demonstrate leadership behaviors that respect the diversity of the organizational culture. Classroom based leadership development does not provide the real-time learning and development necessary to meet the demands of the fast paced business world. Self-awareness is essential to effective leadership and future leaders need to have a high level of self-awareness in order to lead effectively.
Executive coaching is a leadership strategy utilized by organizational leaders to close performance gaps and advance leadership skills more rapidly using real-time leadership development methods. Executive coaching is an individualized approach maximizing personal performance. Executive coaching has helped leaders achieve measurable results, influences self-awareness and reflection sustaining leaders changed behaviors.