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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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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
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
Dr. Cheryl developed a totally new approach to publishing for The Refractive Thinker.®.Dr. Edward KnabEmbry Riddle UniversityPalm Springs, CA
The Refractive Thinker® series will help you integrate refractive thinking into your core strategies.Brian JudBook Marketing WorksAvon, CT
Dr. Cheryl is one of the most vibrant, intelligent, and creative individuals, I have ever worked with.Dr. Laura GrandgenettCassville, WI
“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.
The authors contributing to this series are some of the best critical thinkers in their field of study.Dr. Rich SchuttlerPro Progress AcademyPhoenix, AZ
Cheryl is a special leader and visionary, a strong APA editor, and evolving publisher, and a great speaker. She is not afraid to fail in order to succeed and as a result accomplishes more than others might attempt.Dr. Tom WoodruffWalden UniversityGeorgetown, TX
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
The Refractive Thinker® is a roadmap that discusses many dimensions of change management.Mary Beth HartlebPrism Global Management GroupHenderson, NV
SummaryInnovation, technology, and talent; These are three words that permeate discussions at the C-Suite level. How do we get better faster? How do we innovate above our competitors? How can we get first to market? And who is the talent that will get us there? Organizations face the same challenges that they faced decades ago: finding and retaining top talent and keeping their current employees engaged. The problem has not changed, but our approach has changed. According to Gallup (2018), 70% of all employees in the United States remain actively disengaged. That leaves only 1/3 of all employees who are actually engaged and contributing, with the heart for the organization. A disengagement figure of 70% is problematic. The problem seems to increase with the managers and senior leaders who find it difficult to walk the walk and talk the talk.
Current literature and studies since 1990 detail reasons why employees fail to assimilate within a given culture (McLaren, 2011). Day-to-day operations, decisions, and operating practices influence the employee’s basic assumptions and reflections of the culture (Porter, 2013). Actualization of values occurs during the intentional use of values to drive alignment between what is said and what is done (Ledbetter, 2005). From HBR to Forbes, articles cite the role that senior leaders play in shaping and environment, and the role the senior leader should play when living out the culture (Giberson et al., 2009).
This research sought to understand the conditions that exist when senior leaders make decisions or exhibit behaviors that are contrary to the culture and values that they state. The researcher postulated that the results of this study are four-fold. Organizations can use the results to develop a framework whereby more emerging leaders can learn to lead mismatches between the stated culture and espoused values, and the culture experienced. Second, organizations can use the results of this study to benchmark their culture or identify inconsistencies as they relate to its practices. Third, this study can help the conditions that exist when senior leaders’ actions are incongruent with the stated culture. Finally, four, this study can influence an organization to implement learning in its efforts to reduce turnover, increase retention, and become an employer of choice (Kier, 2019).