Dr. Jon Saphier Interview: Decades of Success in Educational Leadership

<p>Dr. Jon Saphier<strong> </strong>is an international leader in education. His legend remains as he continues to expand on his Boston University’s ethnographic dissertation (1980), which later became the best selling textbook, <em>The Skillful Teacher </em>(2008). Dr. Saphier has sustained his leadership position internationally by continuously advocating for best teaching practices worldwide. This paper contains an interview with Jon Saphier and analysis of his leadership practices. Dr. Saphier discusses his core values of leadership, his successful approach to change initiatives, leadership failures, and critical elements of effective leadership. Dr. Saphier continues to be a driving force in educational initiatives worldwide. His humble, yet strong, approach is the foundation of his leadership sustainability. Dr. Saphier continues to mold his legacy as an educational leader by publishing, consulting, researching, developing models of district improvement, creating alliances, keynote speaking, and inspiring future educators. Jon Saphier continues to be a driving force in effective international educational practices. </p>

Corporate Leadership in Sustainability: A Green Ranking Performance-Based Approach to Understanding the Corporate Social Responsibility (CSR) and Positive Marketing Impact

<p>This paper analyzes several foundational concepts and questions regarding corporate social responsibility (CSR). Its primary contribution is a statistical examination of fundamental correlations between CSR and Newsweek's 2012 Green Rankings using forensic-based financial and accounting measures. It slightly replicates a previous study and further introduces new variables in looking at CSR from an economic perspective. The paper is interdisciplinary in that it synthesizes preceding studies' conceptions of CSR through finance, consumer behavior, branding, and ethics — a mix which has so far been regularly neglected — in an attempt to better characterize and measure corporate social responsibility.</p><p><strong> </strong></p>

Training the Interdisciplinary Civilian Airman

Competency Based Education (CBE) is becoming increasingly popular with Department of Defense (DoD) training and education. Air University, located at Maxwell Air Force Base (AFB) Alabama, recently identified CBE as a key factor for consideration in future training. This article discusses Air Force Competencies, analyzes the evaluation of competencies, and transfer of learning. The Civilian Associate’s Degree, currently under beta testing, is discussed as an example of the need to consider transfer of learning with respect to institutional competencies. Beta testing of the Associate of Applied Science Degree in Air Force Leadership and Management Studies is meant to pave the way for the development and implementation of Civilian Airman training. Based on Civilian Associate’s Degree (CAD) Beta Testing student data, our research examines how CAD faculty can best capture professional interdisciplinary knowledge and experiences present in incoming students. In turn, leadership and management theories will add to the student knowledge and experience. This paper is an effort to capture the utilization of previous professional student experiences while developing and updating course curriculum based upon research and Beta Test student data.

Using a Systemic Design Paradigm to Develop Sustainability Leadership and Build Organizational Sustainability Platforms

<p class="p1"><span class="s1">This article explores a doctoral sustainability leadership course in an interdisciplinary leadership program. Learners in the course study sustainability and sustainability leadership from a systemic design perspective. They are invited to become visionaries who work across boundaries and disciplines with cooperative and reflective spirits to find integrated solutions for complex organizational problems. The first section of the article examines the different understandings of sustainability, its ambiguity, why little progress has been made in the area of sustainability, and why a systemic design platform might provide a more expansive vessel for sustainability leadership and projects. The second section delves into course content and investigates systems thinking, design action, the nature of change, and dialogue-the core of good design. The third section uses a leader-practitioner’s case study <em>Air Combat Command Sustainability Design Project</em> to illustrate how a leader built a sustainability plan unique to his organization. Five domains (Ben-Eli, 2012) provided the overarching infrastructure. Although each domain embodies a separate area, together they make up a unified organizing principle that works toward integrating essential elements into a strong infrastructure. The article concludes with reflections from both the leader-practitioner and the instructor.</span></p>

Leadership Strategies for Embedding Sustainability and Resilience in Organizations with an Emphasis on Sustainable Energy

<p><strong>E</strong>mbedding sustainability in an organization is often linked to effective leadership. By design, changes in leadership within the organization may lead to changes in commitment or perceived importance of sustainability in organizations. While some leaders in organizations are interested in embedding sustainability within an organizational structure, other leaders believe in putting their own stamp on sustainability efforts. Using a mixed methodology approach to interviews and literature review, to confirm or dispel the underscored notion of the importance of leadership play in embedding sustainability within city organization. The research inquiry includes in-person interviews with top city staff and elected officials in a large Midwestern city, and a review of the internal documents and reports from the past 5 years, to examine the role that elected and appointed officials have in embedding sustainability within cities, and whether a change in leadership may have an impact on continuity of sustainability implementation and long term viability of such policies. The paper focuses on the implementation of sustainable energy policies within a municipal organizational structure as a mean of constructing a better understanding of leadership on sustainability implementation and embedment. While the further inquiry is needed, the research points out that an active partnership between city managers, administrators, and elected officials must be in place to support integrating sustainability from within and that sustainability thrives where exhaustive leadership support such initiatives and efforts. </p><p> </p>

Developing and Sustaining Sustainability-Related Academic Programming: Observations of Emerging Practices

<p>The purpose of this paper is to provide an overview and summary of selected sustainability-related academic programs and certificates delivered by universities and colleges located in the same geographic area (Grand Rapids, Michigan, U.S.). Holistic and practical dimensions of creating and sustaining educational programs are evaluated, and emerging outcomes from universities with a history of prosperous sustainability studies programs are provided as models of applicability. The possible effects of the level of formalizing sustainability in higher education and different aspects of academic-level sustainability programming at universities and colleges in a single geographic region were studied in a comparative perspective. The study focused on the role of internal and external leadership, political and appointed officials, networking factors of various stakeholders, demand for sustainability in education, and the resources commitment in staffing. We evaluated each element in the context of sustainability in education and longevity and self-support. These findings and the concept of successfully developing and sustaining sustainability‑related academic programs in Grand Rapids (MI) are examined within a broad and holistic context encompassing educational, programmatic, socioeconomic, organizational, and leadership dimensions. While further research is warranted, predictably, all elements performed well and added value to the conceptual framework of developing and sustaining sustainability-related academic programming with potential lessons applicable to the programmatic approaches to education domestically and abroad.</p>

A Descriptive Literature Review of Harmful Leadership Styles: Definitions, Commonalities, Measurements, Negative Impacts, and Ways to Improve These Harmful leadership Styles

<p>There are many ineffective leadership types — the egotistic leader, the incompetent leader, the ignorant leader, and leaders that are reckless, cruel, or even evil. To understand what ultimately are considered leadership traits that are contrary to good order, discipline and productivity, the author conducted a review of the literature to obtain a current typology (the grouping of items by their similarities) of selected ineffective leadership styles — specific styles that are counter to enabling others to succeed, overcome challenges, achieve desired results, and create a positive environment in which to work. The paper defined several ineffective leadership styles, including those considered toxic, abusive, bullying, and disruptive; and set these in context with each other and within the domain of leadership in general. Commonalities, measurements and negative impacts of and ways to improve these ineffective leadership styles were identified from the literature and discussed. Finally, broad conclusions on the way ahead were drawn.</p>

Leadership and Small Firm Financial Performance: The Moderating Effects of Demographic Characteristics

<p>The present study builds on extant leadership literature by examining the role demographic variables (including age, tenure as a leader at the current company, experience in the industry, and level of education) play as moderating effects on the relationship between leadership style and small business financial performance in the industrial markets. Financial data, leadership data, and demographic data were collected from 100 small, industrial distribution organizations. Statistical regression models were used to examine the relationship between the independent variables (transformational and transactional leadership styles) and dependent variables (year-over-year sales and profit margin performance), as well as the potential moderating effect of demographic variables (age, tenure, education, experience). The findings showed that transformational leadership was positively associated with the financial performance of an industrial distribution firm. It was also shown that the demographic characteristics examined did not moderate the relationship between leadership and firm performance.</p>

Women Expatriate Leaders: How Leadership Behaviors Can Reduce Gender Barriers

Multinational organizations that have integrated female expatriates into their leadership ranks have experienced a number of benefits; still, many organizations are still hesitant to send females overseas because they perceive that women will have difficulty in the cross-cultural environment. This study contributes to the limited body of work on female expatriate leadership and shows through phenomenological interpretation analysis of in-depth interviews with senior-level female expatriates from the U.S. government, how women expatriates can reduce gender barriers and successfully lead by employing specific leadership behaviors. These leadership behaviors, as expressed by study participants, include competence, display of respect, and listening. When employed together, these behaviors provide female expatriates an opportunity to gain trust, develop relationships, and socially deconstruct existing bias against women leaders.

Leadership Epistemology

<p>The scientific study of “leadership” depends on the ability to intersubjectively test theories about leadership and to thereby identify leadership causation. Such a scientific endeavor is difficult because the study of leadership is a social science and is subject to change by ergodicity. Accordingly, to begin the scientific study of leadership it is necessary to reject an idea of leadership science as the study of singular observations followed by deductive syllogism to arrive at a certain result. As such, the study of leadership as <em>science</em> requires a general theory of leadership which will either be potentially falsified or gradually narrowed and amended over time. </p>