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<title>Paul Hoffman - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Paul_Hoffman</link>
<pubDate>Wed, 15 Feb 2012 01:03:32 -0600</pubDate>
<image><title>Paul Hoffman - EzineArticles Expert Author</title>
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<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Paul Hoffman holds the degree Doctor of Strategic Leadership from Regent University, a MA in Leadership and BS in Organizational Communication from Bellevue University. Paul is an adjunct professor at Bellevue University in Bellevue, Nebraska with almost eight years university teaching experience. He has also taught at the community college level in Nebraska and Iowa. Paul has almost 22 years military experience in the U.S. Air Force, ten years in retail management, and six years experience in academic administration. Paul lived overseas for three years in Germany and over three years in South Korea and several months in the South ... ]]></description>
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<title>Serendipity is Manageable</title>
<link>http://EzineArticles.com/4720188</link>
<guid>http://EzineArticles.com/4720188</guid>
<pubDate>Fri, 23 Jul 2010 13:29:40 -0500</pubDate>
<description><![CDATA[What is serendipity? The traditionally accepted definition of serendipity is "the occurrence and development of events by chance in a happy or beneficial way."]]></description>
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<item>
<title>An Essay on Followership</title>
<link>http://EzineArticles.com/1847870</link>
<guid>http://EzineArticles.com/1847870</guid>
<pubDate>Wed, 07 Jan 2009 08:58:49 -0600</pubDate>
<description><![CDATA[Colleges, universities, and scholarly think-tanks generate countless volumes on leadership and followers in relationship to leaders. Seldom do these well endowed institutions consider leaders in relationship to followers, from a followers perspective. As the study of followership evolves, its import on organizational growth grows exponentially. ]]></description>
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<item>
<title>River Rapids and Foresight</title>
<link>http://EzineArticles.com/1772737</link>
<guid>http://EzineArticles.com/1772737</guid>
<pubDate>Fri, 12 Dec 2008 07:53:03 -0600</pubDate>
<description><![CDATA[As business navigates through difficult periods, it has choices. Being a visionary, asking right questions, and thinking strategically provides business with glimpses of future on the horizon and over the horizon.]]></description>
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<item>
<title>Leader Accession - Mentor and Protege Bridging</title>
<link>http://EzineArticles.com/1232028</link>
<guid>http://EzineArticles.com/1232028</guid>
<pubDate>Mon, 28 Jul 2008 11:07:52 -0500</pubDate>
<description><![CDATA[Baby Boom leaders in organizations around the world face passing the torch of leadership to a new generation, how they accomplish the transfer of power will define the future of the organizations they leave. Mentoring is critical for success of the transition. The next generation of leaders has a sense of values and a vision for the future. Media generated stereotypes of Generation X may only be a disguise for Boomers to hold onto authority or the health and wellness of Boomers shifted their view of when retirement age begins. Regardless, Boomers must face a reality; time is nigh to pass the torch.]]></description>
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<item>
<title>Guiding Innovation - An Approach from the Epistle of James</title>
<link>http://EzineArticles.com/1000921</link>
<guid>http://EzineArticles.com/1000921</guid>
<pubDate>Fri, 22 Feb 2008 15:29:01 -0600</pubDate>
<description><![CDATA[The Epistle of James opens dialogue with dispersed Christian Jews. Persecution of Christians caused many followers to fall away from the new faith. James issued instructions in faith and admonitions. Contemporary leaders have an opportunity using the Epistle of James as an example to open dialogue in their organizations, provide instructions, and set policies and procedures for guiding workers. The discussion focus of this document is creative doing, doing morally, and doing both in an atmosphere of acceptance.]]></description>
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<item>
<title>Getting There From Here - Global Leadership Adaptations</title>
<link>http://EzineArticles.com/630879</link>
<guid>http://EzineArticles.com/630879</guid>
<pubDate>Thu, 05 Jul 2007 13:12:20 -0500</pubDate>
<description><![CDATA[Going global is a process that begins with leader vision and foresight and may take years to successfully accomplish. Leaders who actively scan the horizon for new opportunities also see the challenges the opportunities present. They see barriers, not as hindrances, but brief pauses in their forward movement. Like performing a force field analysis for change, leaders examine barriers for ways to minimize negative forces and maximize positive forces. Getting there from here is a matter of adaptation to changing scenery and maybe discovering the grass really is greener on the other side.]]></description>
</item>
<item>
<title>Business Fashion Makeover - Better Design for Better Business</title>
<link>http://EzineArticles.com/534757</link>
<guid>http://EzineArticles.com/534757</guid>
<pubDate>Sat, 21 Apr 2007 12:36:05 -0500</pubDate>
<description><![CDATA[Ask a fashion creator what design is and the likely answer involves fabric and flow. A gardener may define design in terms of plant material and placement. Ask business owners and business executives to define design and the answers may stagger the mind. In other words, business design to one executive may be very different from another. Design in business often focuses on brick and mortar structures with halls and walls and office compartments. This discussion moves from the traditional concept of design as the physical plant in which business operates and moves toward contemporary leadership where knowledge professionals are uninhibited by physical structure. Business, seeking a road map to the future, will discover the map is harder to unfold than those paper route maps are to refold. Yet, achieving a better business design achieves a better business environment. It is all in the makeover...]]></description>
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<item>
<title>The Role of Organizational Design in 21st Century Organizations</title>
<link>http://EzineArticles.com/502071</link>
<guid>http://EzineArticles.com/502071</guid>
<pubDate>Mon, 26 Mar 2007 10:21:08 -0500</pubDate>
<description><![CDATA[How we understand organizational design is in the midst of radical change. Just as the industrial revolution in England and the Unites States changed predominantly agricultural societies to urban societies forever, so is the availability of knowledge markets changing the industrial landscape. History supports the lure of industry pulling large population groups away from farming. Industry made the growth of cities possible. The role of organizational design in contemporary 21st century corporations is to streamline and simplify vertical and linear structure. Traditional lines of supervision tend to create walls or silos, which block free movement of knowledge and block bilateral relationships. In this century, a worker enjoying the sun in Luxemburg City Park may have a work partner in Tokyo. Instant global communications means they can work seamlessly, together, a world apart.]]></description>
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<item>
<title>Instinct and Shared Leadership</title>
<link>http://EzineArticles.com/397987</link>
<guid>http://EzineArticles.com/397987</guid>
<pubDate>Thu, 28 Dec 2006 14:06:55 -0600</pubDate>
<description><![CDATA[The natural world is an excellent classroom for the study of leadership and survival. How contemporary business leaders learn their lessons from the classroom of natures instinctual survival helps them learn how their business can survive threats both internal and external.]]></description>
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<item>
<title>Early Christian and Contemporary Leadership - Infusion of Values Then and Now</title>
<link>http://EzineArticles.com/390647</link>
<guid>http://EzineArticles.com/390647</guid>
<pubDate>Tue, 19 Dec 2006 11:54:08 -0600</pubDate>
<description><![CDATA[The word value in the global business arena has economic meaning, wealth accumulation, and product value to consumers. Value seems to imply, "What's in it for me." This is a false understanding of value from a Christian leadership perspective because it separates the value of things and segregates worth from the value of core beliefs. This paper takes the position that Christian values are higher order importance than value. This paper also takes the position that contemporary leaders share these values in leadership of their organizations whether or not they call them Christian values. What remains open for examination in organizational development is the degree to which values influence value.]]></description>
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<item>
<title>Looking for a Leader?</title>
<link>http://EzineArticles.com/390640</link>
<guid>http://EzineArticles.com/390640</guid>
<pubDate>Tue, 19 Dec 2006 11:16:00 -0600</pubDate>
<description><![CDATA[There is a plethora of possibilities to use when defining what a leaders is and what a leader does. We seek a leader who has vision, scans the horizon seeking a view of the future before it arrives. We gravitate to the leader who greets us daily as an integral part of business, offering encouragement, suggesting ways to improve our skills. We desire a leader who acknowledges our mistakes, is merciful in admonishment, and chalks it up to experience.]]></description>
</item>
<item>
<title>Some Thoughts - Leadership and Values</title>
<link>http://EzineArticles.com/374983</link>
<guid>http://EzineArticles.com/374983</guid>
<pubDate>Sat, 02 Dec 2006 15:06:41 -0600</pubDate>
<description><![CDATA[I took a course in social deviance several years ago. What this course helped me understand is that societies and cultures have their own definitions of values and they exist on a continuum. Anything outside the boarders of the continuum is deviant. In relation to values, both ultraliberal and ultraconservative are inappropriate values within the society or culture's definition.]]></description>
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<item>
<title>Introspective and Retrospective - Some Personal Leadership Thoughts</title>
<link>http://EzineArticles.com/372237</link>
<guid>http://EzineArticles.com/372237</guid>
<pubDate>Wed, 29 Nov 2006 17:06:15 -0600</pubDate>
<description><![CDATA[Organizational leaders are discovering (rediscovering) the Bible and formulas in the Bible of sound leadership. I tried to understand Titus, use Paul's leadership formulas, and project them into contemporary leadership. What I struggle with is the simplicity of the formula and the difficulty of execution.]]></description>
</item>
<item>
<title>Define Your Position: Values, Ethics &amp; Leadership</title>
<link>http://EzineArticles.com/334934</link>
<guid>http://EzineArticles.com/334934</guid>
<pubDate>Thu, 26 Oct 2006 12:05:56 -0500</pubDate>
<description><![CDATA[Some call it wearing one's heart on their sleeve; others call it wearing one's emotions. In the discussion of values and ethics, leaders must wear them openly, constantly encouraging, mentoring, and coaching others to operate within the values-based ethical standards the leader expresses. The belief system of a leader connecting to the belief system of a group of workers is critical to implementing an ethic system in which behaviors mirror values on a higher plane. ]]></description>
</item>
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<title>Values - a Continuous Process: Finding the Genesis</title>
<link>http://EzineArticles.com/333343</link>
<guid>http://EzineArticles.com/333343</guid>
<pubDate>Wed, 25 Oct 2006 08:09:34 -0500</pubDate>
<description><![CDATA[Sociologists attempt the definition of values in terms of cultural or societal norms, mores, and folkways. Philosophers explain values in terms natural discovery, the natural human instinct to know, carried forward from ancient Greece and writings of Plato, Aristotle, and Socrates. Judeo/Christian value definitions come from biblical text both Old and New Testaments. The important learning experience is discovering the relation of each to the other through their common truths.]]></description>
</item>
<item>
<title>Mark 10:17 to 22 -- Jesus and the Rich Young Man</title>
<link>http://EzineArticles.com/282550</link>
<guid>http://EzineArticles.com/282550</guid>
<pubDate>Tue, 29 Aug 2006 12:40:45 -0500</pubDate>
<description><![CDATA[The exegesis of a passage from the Gospel of Mark 10:17-22. This paper examines inner- and inter-texture of a scriptural passage, taking into account social-rhetorical criticism and traditional historical methods of exegesis. Examined are constituents within the passage as they relate to the leadership of Jesus in His ministry. Further, this paper attempts to compare and contrast biblical leadership from Mark's perspective with modern Christian leadership, in hopes of understanding their relational dynamics to and with Christian leadership.]]></description>
</item>
<item>
<title>Virtual Teams in Education</title>
<link>http://EzineArticles.com/279703</link>
<guid>http://EzineArticles.com/279703</guid>
<pubDate>Mon, 28 Aug 2006 12:05:56 -0500</pubDate>
<description><![CDATA[The future of business is not in brick and mortar institutions as historically viewed. The proliferation and miniaturization of communications mediums, cellular telephone, fax, Internet, personal data devices, and lap top computers, make offices available where people are - not where the office is. What does this mean in terms of education? The United States Department of Education (US-DOE) provides a look into higher education statistics for twelve months 2000 to 2001. US-DOE figures from that period show 56 percent (2320) post-secondary two- and four-year schools had online courses. Another twelve percent desire to go online within the next three years. Finally, 31 percent said they would not go online. Clearly, two-thirds of colleges and universities have or want online educational opportunities for students.]]></description>
</item>
<item>
<title>Diversity: IBM versus Monitor Company - What Can We Learn?</title>
<link>http://EzineArticles.com/256314</link>
<guid>http://EzineArticles.com/256314</guid>
<pubDate>Thu, 03 Aug 2006 10:57:18 -0500</pubDate>
<description><![CDATA[A question for executives to answer is whether they are on board with diversity in their organizations. Executives use terms to define diversity as "direct impact" and "competitive edge." This article explores diversity in two global organizations - IBM and Monitor Company. How do these large organizations handle and acknowledge diversity? The IBM business commitment did not change because of diversity; rather it embraced other truths and other traditions to improve business. Monitor, intentionally or unintentionally, cast shadows on diversity; they seemed insecure with it or feared it, they denied it to themselves giving it evil properties. Their final acceptance of it came only after most senior members made it an open issue.]]></description>
</item>
<item>
<title>Make Your Protege an Organizational Disciple</title>
<link>http://EzineArticles.com/248586</link>
<guid>http://EzineArticles.com/248586</guid>
<pubDate>Tue, 25 Jul 2006 16:25:07 -0500</pubDate>
<description><![CDATA[The cost of organizational training exceeds $300 billion dollars each year and the cycle of hiring and training continues without consideration to retention.  This paper considers that worker proteges, mentors, and organizations become stronger through mentoring that is inspirational leading to organizational discipleship.]]></description>
</item>
<item>
<title>Followers Want Acknowledgement, Too</title>
<link>http://EzineArticles.com/244127</link>
<guid>http://EzineArticles.com/244127</guid>
<pubDate>Tue, 18 Jul 2006 11:43:36 -0500</pubDate>
<description><![CDATA[Hierarchical leaders no longer sit at the pinnacle of organizations; they are active participants with their followers. Information age workers are modern hunter-gatherers whose work is about 80 percent of the organizational productivity while they receive little of the recognition. This paper helps define follower in terms of follower. ]]></description>
</item>
<item>
<title>Socio-Technical Systems and Organizational Values</title>
<link>http://EzineArticles.com/239366</link>
<guid>http://EzineArticles.com/239366</guid>
<pubDate>Wed, 12 Jul 2006 11:38:20 -0500</pubDate>
<description><![CDATA[This paper provides an insight into socio-technical systems as supporting organizational values. Discussed in brief terms are values and in more detailed terms socio-technical systems (STS). Provided here are examples of how elements of STS interrelate and an organizational view of beliefs and commitments as associated with STS. Scholarly research hints the value of STS is not new and has provided organizations with deeper worker commitment to each other and the organization.]]></description>
</item>
<item>
<title>The Strategy of Leadership is Thinking, Vision, and Planning - The Future Depends On It</title>
<link>http://EzineArticles.com/237714</link>
<guid>http://EzineArticles.com/237714</guid>
<pubDate>Fri, 07 Jul 2006 10:40:21 -0500</pubDate>
<description><![CDATA[This document is a viewpoint suggesting business organizations operating in an information society are able to amass operational data from sources it never had access to in the past. No longer can business rely on time to process information, develop a vision of the future, and plan an implementation process. Organizations today must operate as though the future is now. ]]></description>
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