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Marc Goldwein

Summer 2011 - The Public Manager

Budget Path: How Feds Can Avert the Fiscal Crisis

Julie O'Mara specializes in diversity and inclusion using an OD approach. She is a thought leader who has steered many to advance D&I throughout the world. With Alan Richter and 80 expert panelists, she is the co-author of the open-source Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World sponsored by the nonprofit The Diversity Collegium. She serves on the board of Berrett-Koehler, a mission-driven, B-Corp certified publishing company that focuses on "creating a world that works for all" and is an active member of the SHRM D&I Standards Task Force. She co-authored Managing Workforce 2000, one of the first bestselling books of the emerging D&I field. She has written numerous chapters and articles on D&I and training and development topics. A skilled facilitator and program designer, Julie served as a past president of ASTD; is an ATD Award reviewer; and has taught T&D courses at UC Berkeley Extension, John F. Kennedy University, Golden Gate University, and others.

Julie O-Mara

Martin Luther King Jr. was many things, but few would see him as a great model for business leaders.King exemplifies two types of organizational leadership vital to today’s business environment, according to Christopher Neck, associate professor of management at Arizona State University’s W. P. Carey School of Business, and his colleague Jeffrey Godwin of Saint Vincent College. They argue that King was a transformational and servant leader, and enterprises today would benefit greatly from adopting his techniques.When Neck and Godwin started using King as an example of leadership in class, their categorizations differed—Neck saw him as a servant leader, and Godwin saw him as a transformational leader.Transformational leaders articulate a vision, while servant leaders believe in empowering and developing people on an individual level. Both types of leaders aim to empower employees and improve performance, but the transformational leader focuses more on the organization as a whole, while the servant leader focuses more on individuals. Both paths lead to the same goal, and in the end, the two types have more commonalities than differences, Neck says. “If you care about employees first, they will work harder, and their performance will improve. At the end of the day, it’s all about the organization.”In his research on King, Neck found examples of both types of leadership. King had a vision and set a model for followers to emulate. His expectations were high, and he challenged people about their assumptions. But he was also patient, advocating nonviolence and cooperation. He promoted equality and fairness and helped individuals believe in themselves, realizing that personal motivation was the key to social change.In research published in the Journal of Leadership and Management, Neck and Godwin examined a particular phase of King’s career: the “Chicago Campaign” of 1966. To end housing discrimination in the area, King moved into an apartment in the city’s west-side slums and began working with the Southern Christian Leadership Conference (SCLC) and the Coordinating Council of Community Organizations (CCCO).In August 1966, King led about 700 people in a protest march through all-white neighborhoods in Chicago. Angry residents gathered, but King was not deterred. Working with the SCLC and the CCCO, he planned another march, this time in the white, middle-class suburb of Cicero. Worried town leaders met with King and other civil rights leaders to discuss the march. The civil rights groups agreed to cancel the march, and in exchange, the city promised to guarantee accessible housing to African Americans.City leaders, for the most part, failed to follow through on the pact. King, though bitterly disappointed and angry, was not a short-term thinker.“It was one cog in his strategy to bring attention to his vision,” Neck says. “Even if the organizational outcome failed, he didn’t fail from a servant leader perspective. He helped people believe in themselves. He brought people together and brought attention to achieving equal education and facilities.”Though the business world has changed tremendously since King’s day, his leadership style is more relevant than ever.In the past, workers often stayed with a company for 20 or 30 years, and authoritarian leadership was the norm. In today’s fast-paced business environment, “it would be hard for an autocratic, top-down leader to survive,” Neck says. The pension carrot is gone. Frequent job change is the norm, and employers have a tough time finding and retaining skilled workers. Routine tasks are automated, and high-performance expectations are the norm. Employees accept the pressure, but only if they feel their work is valued and has meaning.A transformational leader provides a vision that inspires workers to come together and rise to challenges. A servant leader empowers them to use their best skills and make independent decisions that ultimately benefit the entire company.

Martin Luther King Jr.: A Leader to Inspire Businesses

March 2013 - TD Magazine

How to Analyze and Address Your Organization’s Learning Needs

In most organizations, leadership development programs and employee engagement initiatives are not tightly integrated. They are often managed by different groups, with different program cycles, senior sponsors, and goals and objectives. Because of this separation, organizations are missing a golden opportunity to increase the speed at which leaders acquire new skills and put them into practice.
This highly interactive webcast will explore and discuss compelling reasons why these two major talent management areas should proactively reinforce each other. The presenters will provide engagement results from high-performing Fortune 500 organizations to support tighter integration and practical tips, methods, and strategies every organization can implement.
Whether you design, develop, and manage leadership programs or manage employee engagement initiatives, this webcast will leave you energized and ready to take action to enhance your talent initiatives.

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