Mentorship and Leadership Development: An Analysis of 2 Timothy 1 (Biblical Organizational Spirituality)
The Apostle Paul, who is the writer of most of the letters within the New Testament, wrote two letters to a young minister, Timothy, during the early stages of the church (Hauer & Young, 2013; Clark, 2013). Within these letters, Paul gave a wealth of advice to Timothy regarding his faith, ministry, leadership, and operational duties within the church (Miller, 2007; Constable, 2021). Scholars had also noted that Paul was a mentor to Timothy when these letters were written (DeSilva, 2004; Dale, 2009; Horrell, 2006). There is evidence of principles of the mentor-mentee relationship model found within these written letters. An exegetical and socio-rhetorical analysis was leveraged to uncover these relationship models found within 2 Timothy 1 (Osborne, 2007; Robbins, 1996). This analysis provides support for the mentor-mentee relationship model elements that are found within 2 Timothy 1.
Succession Planning in Organizations: Understanding Organizational Survival Patterns in Nonprofit organizations
Organizational succession planning plays a critical role in the survival of nonprofit and faith-based nonprofit organizations. Seventy-three percent of nonprofit organizations report having no documented succession plan in place (Succession Planning for Nonprofits – Managing Leadership Transition, 2019). This finding is alarming as 60% to 75% of the nonprofit executives plan to leave their organization in the next five years (Moyers, 2011). Within faith-based nonprofit organizations, the baby boomer generation is facing a crisis where its founding leaders are now retiring and having difficulties transitioning responsibilities to the next generation (Dingman, Gyertson, & Kidd, 2014). If nonprofit organizations are to survive beyond the current generation, an understanding of the survival patterns that helps to enhance the succession planning process needs development and deployment in these organizations. This study explores the survival patterns that help nonprofit organizations achieve a successful succession process. The results of this study indicate foundational elements of talent management, strategic planning, and a culture of knowledge sharing help to enhance the succession process. Organizational assessments, board involvement, and the use of consultants were also found to aid in positively affecting the succession process.
Teaching Programming Concepts to Elementary Students
Educators and parents alike are seeking innovative ways to introduce young students to computer programming. The hope is to capture children's attention and foster learning at the same time. The goal of this work was to not only introduce elementary students to the fundamentals of computer programming, but also help them explore more complex concepts in an engaging way. Studies have shown that factors that inspire children's continued interest can sometimes vary by gender at this age; this work specifically addresses how to incorporate elements that will appeal to these potential differences in motivation. This study describes the design and implementation of a computer microworld game designed to introduce the core constructs and techniques of computer programming. By instructing a virtual robot to complete obstacle courses, students become familiar with core programming concepts such as: algorithms, repetition, conditional logic, debugging, functions, and optimization. We conducted several interactive sessions with a group of elementary school students in order to evaluate the effectiveness of the game. Our results showed the game effectively familiarized students with both computer language constructs and the essentials of algorithmic thinking. Students were quickly able to learn core-programming concepts and apply these concepts to free form solutions.
Phenomenological Study on How Millennials View Corporate Leadership
Within the corporate culture of the United States, the millennial generation of workers are beginning to become the most dominant class of workers. Millennials are those born between 1980 and 1999. Within the next ten to fifteen years millennials will be in a majority if not all of the management, senior and executive leadership positions within the corporate institutions within the United States. This means that how the millennials view leadership within corporations today could be a possible indicator as to how they will lead when in leadership roles and positions. This phenomenological study sought to understand how millennials view inclusive leaders in comparison to non-inclusive leaders and if inclusive leaders had an influence on their work. This study revealed that millennials favored inclusive leaders and under inclusive leaders tend to see more growth in their career and their learning and understanding of the job.