PUBLICATION(S) AND RESEARCH
What do you do?The Power of Three for Developing Leaders and Creating Knowledge: Understanding Socialization, Internationalization, and Externalization
The article emphasizes the importance of socialization, internationalization, and externalization in leadership development. These three processes foster the exchange of tacit and explicit knowledge, enabling leaders to grow through shared experiences, global perspectives, and the transformation of personal insights into organizational learning.
5 Hurdles to Effective Leadership Communication: Navigating Communication Challenges in Leadership
The article explores five key communication challenges that can impact leadership development and team dynamics: the "selfish gene" tendency to prioritize self-interest, the fast emotional response that outpaces logic, the gap between hearing and speaking speeds, the limited 12-second attention span, and the negativity bias. By building self-awareness and employing strategies to manage these obstacles, leaders can enhance their communication skills, foster trust, and improve team effectiveness.
Are You Earning the Right to Lead? The Power of Continuous Learning in Leadership
The article emphasizes that leadership is not simply granted with a title but must be earned through continuous learning and growth, particularly in an ever-evolving workplace shaped by AI and innovation. Leaders who embrace a learning mindset not only improve themselves but also inspire their teams to adapt, innovate, and cultivate a culture of trust and creativity, demonstrating that ongoing development is key to effective leadership.
Write On: Unlocking Your Unique Rhythm for Creative Flow
This article is about discovering when your ideas flow most naturally, transforming the process into an effortless journey. By embracing the freedom to write first and edit later, you can enjoy a more creative and less stressful writing experience.
Dissertation: The Impact of Leadership Development Programs on Emotional Intelligence and Leadership Behavior of Staff Professionals
This seven-year quasi-experimental study assessed the impact of leadership development programs on staff professionals within the University System of Georgia. By addressing a critical knowledge gap, the research yielded groundbreaking insights. The Leadership Practices Inventory (LPI) and the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) were utilized to measure the effectiveness of the programs, further validating the study's revolutionary findings.
“The statement of earning the right to lead by continuing to learn speaks volumes to me. I recently took a new position (at the company I have been at for 17 years) in a completely different business unit and I had (and am still) learning all about their process, goals, structure, etc. Although it was a huge change and brought me out of my comfort zone, I felt the best way for me to effectively lead was to learn more about the day-to-day roles of the associates. I took the first few weeks incorporating one-on-ones with 65 indirect reports, all who have amazing tenure and history. Listening firsthand of their journey, their role and their ideas helped me gage what enhancements or changes I would want to implement. I also enrolled and took some technical certification courses to put myself in their shoes and see what they accomplish, on top of their day-to-day roles.”
— Lexi L., Director of Professional Services