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Content about Leadership

August 25, 2014

The experience and wisdom of the ages remains influential in popular dialogues and literature, and provides scholars with a rich resource of concepts to test through research. 

July 25, 2014

What do you want from your job? The answer may illuminate the source of your motivation--or demotivation.

What do you want from your job? The answer may illuminate the source of your motivation--or demotivation.
 
June 15, 2014
Awareness of individual strengths and weaknesses is a first step toward developing team strategies for more handling inevitable conflicts. By effectively managing conflict we can tap conflict to energize ourselves and others in constructive directions.

KADENA AIR FORCE BASE, OKINAWA -- Members of the Pacific Air Force Civil Engineering Squadron on Kadena Air Base joined Dr. Brent Duncan to discuss building high performace teams in challenging environments. Key topics included:

March 5, 2014

You may find that some bosses tend to propose as their own your ideas that they rejected last week. It goes back to the old adage that the best way to persuade others is to let them think it was their idea in the first place. If it's the idea and not the credit that is important to you, you might be able to leverage this often predictable phenomena to allow someone with authority push your ideas that he rejected last week.

MARCH 03, 2014, KADENA AIR FORCE BASE, OKINAWA--Dr. Brent Duncan conducted a persuasion skills workshop for the 18th Force Support Squadron Maintenance Support Group today. As part of the 18th MXG Leadership Pathways series, the workshop titled

"Winning people over to your ideas" focused on the following objectives:

March 1, 2014

What do you want from your job? The answer may illuminate the source of your motivation--or demotivation.

What do you want from your job? The answer may illuminate the source of your motivation--or demotivation.
 
September 24, 2013

Exploring strategies for building and leading high performance teams in resource-restricted environments.

March 9, 2013

Despite a culture with cooperation as a core value, Japanese higher education generally uses rigid lecture-test teaching models that neither support nor condone small-group learning methods in the classroom. As a result, Japanese college students usually work outside the classroom to develop the collaborative skills necessary to contribute effectively at work and in society.To assess the viability of team learning methods foreign to Japanese higher education, a mixed methods action study project was conducted with remedial students in a Japanese college. 

Despite a culture with cooperation as a core value, Japanese higher education generally uses rigid lecture-test teaching models that neither support nor condone small-group learning methods in the classroom. As a result, Japanese college students usually work outside the classroom to develop the collaborative skills necessary to contribute effectively at work and in society.

January 30, 2013

OKINAWA, KADENA AFB, JANUARY 22, 2013 -- As part of the Kadena Air Base Medical Group Professional Development Series, Brent Duncan conducted a workshop on leading individual and organizational change in turbulent environments, and methods for fostering adaptability to enhance human performance and wellness in changing environments. 

 

November 5, 2012

 

OKINAWA, KADENA AFB, NOVEMBER 05, 2012 -- As part of the Kadena Air Base Professional Military Education program, Brent Duncan met with airmen on November 5, 2012 to discuss strategies for leading change in dynamic environments, and methods for fostering adaptability to enhance human performance and wellness in changing environments. 

 

December 1, 2011

From a practical perspective, asking if an organization that fits its environment will perform better than an organization that does not seems to make as much sense as asking if an individual who is qualified for a job will perform better than a person who is not. However, in the world of organizational studies, structural contingency researchers give considerable thought to understanding the environmental factors that influence organizational effectiveness, while often failing to prove a connection between fit and performance (March & Sutton, 1997) and not adequately considering managerial choice as a factor driving organizational fit. Contingency theorists argue that an organization that adapts to its environment will perform better than an organization that does not (Donaldson, 1996) and that mismatched characteristics within organizational configurations will prevent an organization from achieving natural harmony with its environment that will lead to better performance (Mitzberg, 1981). 

July 20, 2011

Understanding leadership is no longer a matter of isolating elements, behaviors, traits, or situations. In the new science, building blocks disappear and the unseen connections among separate entities become the “fundamental ingredient of creation” 

Even with thousands of scientific studies and unlimited writings on leadership, the complexity of leadership remains a mystifying concept. Emerging thought and discoveries in psychology, neurology, quantum physics, and complexity theory are providing new perspectives that could either illuminate the nature of leadership or illuminate the reasons why leadership is such an elusive process.

July 18, 2011

In spite of living in a society that holds cooperation as a core value, students in the Japanese higher education system typically study in a rigid lecture-test environment that neither supports nor condones collaboration in the classroom. I addressed this cultural cognitive dissonance during a lecture to Hachinohe University faculty about how to use group-learning methods to invigorate student development in traditional higher education.

This article provides the English and Japanese language resources from "Transforming the traditional classroom with team learning: The teacher’s shifting leadership role in collaborative learning environments," a lecture presented by Brent Duncan to the faculty and adminstration of Hachinohe University, Japan on July 13, 2011.

July 16, 2011

Although academic and leadership literature tends to use “team” and “group” synonymously to describe a group of two or more interacting people, proponents of work teams and learning teams generally recognize important differences between groups and teams that can influence how leaders design, implement, and interact with teams. Distinguishing between a team and a group can help teachers to understand the proper leadership for the context.

May 17, 2011

Platitudes that assert leadership and management are diametrically opposed concepts promote an inaccurate stereotype that tarnishes understanding of both while diminishing the potential effectiveness of those who adopt the axiom as a guiding philosophy.

This is an excerpt from "Leadership Perspectives" an unpublished paper by Brent Duncan.

April 29, 2011

Summary

 

April 27, 2011

Exploring the evolution of leadership thought from ancient times to contemporary research provides rich perspectives that provide today's leaders with insight, awareness, and tools for enhancing their ability to influence others.

Note: This post is an excerpt from Leadership Perspectives by Brent Duncan, an unpuplished paper.

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