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
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
“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 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
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
Dr. Cheryl developed a totally new approach to publishing for The Refractive Thinker.®.Dr. Edward KnabEmbry Riddle UniversityPalm Springs, CA
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Chapter 2: Bridging the Job Satisfaction Gap: What U.S. Federal Leaders Need to Know
From the Book: The Refractive Thinker®: Vol. VIII: Effective Business Practices for Motivation and Communication
SummaryLeaders of large organizations confront significant challenges when communicating with employees. In the U.S. federal government where supervisors and employees operate within a geographically dispersed bureaucracy, communication is complex and often ineffective. In The Best Places to Work in the Federal Government, U.S. federal employees were less satisfied and less engaged than employees in similar organizations in the U. S. private sector. Facing unprecedented financial and national security issues, discouraged U.S. federal employees quit in record numbers, a phenomenon known as retirement tsunami (Rosenberg, 2009b).
U.S. federal agencies protect the common welfare of the citizens and visitors to the United States. To fulfill responsibilities, U.S. federal employees must understand the critical nature of performance in governmental operations, particularly in national security agencies. The purpose of the mixed-methods study was to investigate the relationship between supervisor communication and employee performance and morale.