S Burgan Dol Comprehensive Exam

Indiana Wesleyan University Ed.D. Organizational Leadership

Oral Comprehensive Defense Stephen Burgan April 25, 2008

Trust in the Lord with all your heart and lean not on your own understanding; in all your ways acknowledge Him, and He will make your paths straight. ~ Proverbs 3:3-5

Indiana Wesleyan University Doctorate in Organizational Leadership The basis for the Indiana Wesleyan University’s Doctorate in Organizational Leadership program is founded on the model of “servant leader as world changer” (Lindsay & Laub, 2004, p. 1). The Organizational Leadership program consists of coursework and internship-based practicum in which doctoral students are taught by academic and organizational leaders and interact with those leaders to acquire knowledge of current principles, knowledge, and practices being applied in today’s organizations. The Organizational Leadership program is based on the concept of “scholar practitioner” and is directed towards educational acumen and application of theory and research. This manuscript and the associated oral comprehensive exam codifies the author’s knowledge and experience as a result of this program. Stephen C. Burgan April 2008

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Indiana Wesleyan University

Ed.D. Organizational Leadership Table of Contents Overview of Manuscript Explanation & Definitions

Personal Leadership Guiding Domain – Servant Leadership Domain I – Personal Authenticity

Organizational Leadership Domain II – Organizational Learning Domain III – Culture & Behavior Domain IV – Change, Innovation & Entrepreneurship Domain VI – Ethics & Leadership

Global Leadership Domain V – Globalization & Multiculturalism

References

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Overview of Manuscript Explanation & Definitions

The acquisition of wisdom is both spatial and temporal. Wisdom is not acquired in either a linear fashion or at pre-determined intervals. We acquire wisdom from education, experiences, dialogue, and reflection. The following attributes represents the author’s codification of wisdom acquired in the seven domains within the Indiana Wesleyan University’s Doctorate in Organizational Leadership program.

Descriptive

An explanation, definition, or quotation that articulates the author’s understand of the selected domain.

Theorists / Scholars / Practitioners

Selected theorists, scholars, or practitioners who have influenced the author’s understanding of the selected domain.

Impact

The author’s overall understanding of the selected domain and its influence from a worldview perspective.

Personal Growth

The author’s personal development resulting from the application of the selected domain.

Organizational Growth

The author’s development within an organizational setting from the application of the selected domain.

Nonalignment

The disconnection between theory and its application of the selected domain based on the author’s internship experience.

Evidence

A graphical representation or photograph that illustrates, supports or confirms the author’s experience of application of the selected domain.

IWU DOL graphic symbolizing the integration of the domains Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Personal Leadership

Guiding Domain – Servant Leadership

Descriptive

“Servant leadership is more than a leadership style. Instead, it is an altogether different way of thinking about the purpose of leadership, the true role of the leader, and the potential of those being lead” (Lindsay & Laub, 2004, p. 6).

Theorists / Scholars / Practitioners

“Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” (Rost, 1991, p. 102).

Impact

“The focus of servant leadership is on others rather than upon the leader” (Burgan, 2004b, Introduction to the domain).

Personal Growth

“Leadership is the ability to provide a process to influence people to achieve a shared purpose” (Burgan, 2004b, p. 7).

Organizational Growth

“Principle #1 – Build an organization where people can create a fulfilling life for themselves Principle #2 – Contribute back to society Principle #3 – Provide a measure of margin to maintain the mission”(Burgan, 2004b, p. 9).

Nonalignment

“Leaders and leadership can and will be tested every step of the way” (Burgan, 2004b, p. 4).

Evidence

Utilizing the concept of the ‘managing the white space,’ this graphic compares the relationship between leadership and management. An integrated relationship conveys that “management needs to be involved earlier in the strategic decision-making and leadership remains involved in communicating the vision” (Burgan, 2004b, p.18).

Leadership

Management Traditional relationship

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

Leadership

Management Integrated relationship

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Personal Leadership

Domain I – Personal Authenticity

Descriptive

“Personal authenticity is the expression of our beliefs into action” (Burgan, 2005a, p. 1).

Theorists / Scholars / Practitioners

“I am an intentional result of God’s intelligent design” (Burgan, 2004c, p.1).

Impact

“The success of the leader is more closely linked to personal authenticity than it is to a particular leadership style” (Burgan, 2004c, Introduction to the domain).

Personal Growth

“Who was the teacher and who was the student?” (Burgan, 2005a, p. 3).

Organizational Growth

“Bringing who you are to how you lead”(Burgan, 2004b, p. 11).

Nonalignment

“The lack of congruence between personal values and your leadership style creates a realities gap” (Burgan, 2004c, Introduction to the domain).

Evidence

“One characteristic of my personal authenticity is a commitment to the growth of individuals to nurture their personal and professional growth” (Burgan, 2005a, p.1).

Mentoring undergraduate marketing student Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Organizational Leadership

Domain II – Organizational Learning

Descriptive

“A ‘learning organization’ is the belief that an organization could learn as well as an individual” (Burgan, 2005e, Abstract).

Theorists / Scholars / Practitioners

“The continuous test of experience, and the transformation of the experience into knowledge accessible to the whole organization, and relevant to its core purpose” (Senge, Kleiner, Roberts, Ross, and Smith, 1994, p. 49).

Impact

“The Internet is perhaps the most transformative technology in history…but for all its power, it is just now being tapped to transform education” (Web-based Education Commission, 2000, p. 1).

Personal Growth

“The fundamental assumption is online learning will lead to learning. That may be true but it does not automatically happen” (Burgan, 2005c, p. 10).

Organizational Growth

“The rate at which organizations learn may become the only sustainable source of competitive advantage. Organizations must learn by design rather than by chance”(Burgan, 2005c, p. 3).

Nonalignment

“The greatest technological concern is finding the best ways to integrate technology to enhance online learning” (Burgan, 2005c, p.9).

Evidence

A collaboration between Enterprise Consulting and Purdue University’s Teaching and Learning Technology to explore the technical capabilities, instructional design, and delivery methods for online learning (Burgan, 2005c).

Collaboration with Purdue University’s Teaching & Learning Technology Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Organizational Leadership

Domain III – Culture & Behavior

Descriptive

“Organizational culture demonstrates what values and beliefs are important that shapes the organization’s behavior and decision-making”(Burgan,2004a, p. 1).

Theorists / Scholars / Practitioners

“Organizational culture can be defined as shared beliefs and values created and communicated by the managers and leaders of an organization” (Landy & Conte, 2004, p. 524).

Impact

“Organizational culture is how it ’looks and feels’ as others interact with it.” (Burgan, 2004a, p. 1).

Personal Growth

“An organization’s culture is, in a large part, also created and maintained by the organization’s leadership” (Burgan, 2004, Introduction to the domain).

Organizational Growth

“Organizational change must include not only changing the structures and processes but also changing the organizational culture as well”(Burgan, 2004a, Introduction to the domain).

Nonalignment

“All organizations have at least one organizational culture. The challenge is to have only one…” (Burgan, 2004a, p. 2).

Evidence

Group photo of the PMI Central Indiana Chapter Board of Directors who participated in the ‘strategic thinking’ session in preparation for the chapter’s first strategic planning initiative. (Burgan, 2008, p. 10).

Partial representation of the PMI CIC Board of Directors Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Organizational Leadership

Domain IV – Change, Innovation & Entrepreneurship

Descriptive

“Entrepreneurship is a dynamic process of vision, change, and creation. It requires an application of energy and passion towards the creation and implementation of new ideas and creative solutions”(Kuratko and Hodgetts, 2004, p. 30).

Theorists / Scholars / Practitioners

“In today’s complex business environment, ‘strategic organizational change’ is most likely facilitated and managed through an organization’s use of the project management disciplines” (Ives, 2005, p. 37).

Impact

“For organizational change initiatives to be successfully implemented, they should address two critical elements—the people involved and the processes they effect” (Burgan, 2005f, p. 1).

Personal Growth

“In creating innovation, any commonly-held belief is wrong” (Burgan, 2005f, p. 3).

Organizational Growth

“The organized creation of beneficial change”(Enterprise Consulting website).

Nonalignment

“Here is to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in a square hole—the ones who see things differently…” (Kawasaki, 2004, p. 27).

Evidence

“An entrepreneurial venture is not about creating wealth, obtaining power, and achieving fame but rather about ‘creating meaning’. If you fail you would have failed at doing something worthwhile” (Burgan, 2005f, p. 2).

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

Keynote Address for the Project Management Institute’s Central Indiana Chapter 2005 Professional Development Day Page 8

Organizational Leadership

Domain VI – Ethics & Leadership

Descriptive

“Ethics and leadership is concerned with decision-making in the face of conflicting interests of different stakeholders”(Burgan, 2007b, Introduction to the domain).

Theorists / Scholars / Practitioners

“Ethical leaders embody the message they advocate; not just through words but through their actions” (Gardner, 2006, p. 92).

Impact

“Ethics and integrity or the lack of them boils down to the individual and the decisions they make” (Burgan, 2007b, p. 7).

Personal Growth

“A personal ethical philosophy puts into writing the ideas and philosophies that are the essence of your life and allows you to say, ‘I will do this because I believe this’” (Burgan, 2007b, Abstract).

Organizational Growth

“Am I following the mission for which the company was created?”(Burgan, 2007b, p. 5).

Nonalignment

“Plato argues that it is against your self-interest to be a leader” (Ciulla, 2005, p. 23).

Evidence

All organizations have responsibilities to their people, their clients and society. We believe a real commitment to corporate social responsibility unities an organization, strengthens its reputation, and creates vital links with the communities in which it operates.

Contribution

Research

~ Enterprise Consulting—Corporate Social Responsibility Operations

Enterprise Consulting Corporate Social Responsibility Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Global Leadership

Domain V – Globalization & Multiculturalism

Descriptive

“I will need to see myself not as an American or Western but a citizen in a global world that appreciates the diversity of different cultures, values, and beliefs”(Burgan, 2006a, p. 2).

Theorists / Scholars / Practitioners

“Communication does not necessarily mean understanding.” (Harris, Moran, and Moran, 2004, p. 41).

Impact

“To be prepared for success in the next millennium, leaders will have to change their mindset or change their leadership status” (Burgan, 2006a, p. 1).

Personal Growth

“Global leadership is shared leadership between others, who appreciate and communicate across cultures with different perspectives based on multi-cultural influences” (Burgan, 2006a, p. 9).

Organizational Growth

“Each culture, country, organization, and individual will bring to the table a unique perspective, leadership style, and work ethic that must be appreciated”(Burgan, 2006a, p. 3).

Nonalignment

“Everything you have come to learn about leadership is wrong” (B. Johnson, personal communication, July 9, 2006).

Evidence

“The ‘culturalization process’ of preparing to go to Ukraine will be viewed as a major learning opportunity. The second opportunity will be meeting and working with someone from a different culture on a personal level” (Burgan, 2006a, p. 7).

Steve & Diana Kiev, Ukraine, March 2007 Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Oral Comprehensive Defense Manuscript References

References Burgan, S. C. (2004a). Performance-based portfolio: Cultural assessment of the Project Management Institute’s Central Indiana Chapter – Board of Directors. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2004b). Performance-based portfolio: Personal leadership philosophy paper. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2004c). Performance-based portfolio: Purpose-based leadership paper. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005a). Performance-based portfolio: Collaboration exhibit. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005b). Performance-based portfolio: PMI CIC cultural assessment survey exhibit. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005c). Performance-based portfolio: Evaluation of online learning technology for technical training – An exploratory study. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005d). Performance-based portfolio: Idea Accelerator exhibit. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005e). Performance-based portfolio: Project management component process usage survey. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2005f). Performance-based portfolio: Strategic change paper. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2006a). Performance-based portfolio: Analysis/reflection paper. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2006b). Performance-based portfolio: Self-directed preparation for research and dissertation exhibit. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2007a). Performance-based portfolio: Global learning exhibit. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2007b). Performance-based portfolio: Personal ethical philosophy paper. Marion, IN: Indiana Wesleyan University. Burgan, S. C. (2008). Performance-based portfolio: Ethics and leadership exhibit. Marion, IN: Indiana Wesleyan University.

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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Oral Comprehensive Defense Manuscript References

References Ciulla, J. B., (2005). The state of leadership ethics and the work that lies before us. Business Ethics: A European Review, 14(4), 323-325. Retrieved April 5, 2007 from Business Source Premier. Gardner, H. (2006). Changing minds: The art and science of changing our own and other peoples mind. Boston: Harvard Business School Publishing. Harris, P., Moran, R. & Moran, S. (2004). Managing cultural difference: Global leadership strategies for the twenty-first century, 6th edition. New York: Elsevier. Hosmer, L. T., (1994). Moral leadership in business. Chicago: Irwin. Ives, M. (2005). Identifying the contextual elements of project management within organizations and their impact on project success. Project Management Journal, 36(1), p. 37-50. Kawasaki, G. (1999). The art of the start The time-tested, battle-hardened guide for anyone starting anything. New York: Penguin Group. Kuratko, D. & Hodgetts, R. (2004). Entrepreneurship: Theory, process, practice. Mason, OH: SouthWestern College Publishers. Landy, F. & Conte, J. (2004). Work in the 21st century: An introduction into industrial and organizational psychology. New York: McGraw-Hill. Lindsay, L. & Laub, J. (2004). Seminar and Leadership Handbook: DOL 760a, 760b, & 760c. Marion, IN: Indiana Wesleyan University. Rost, J. C. (1991). Leadership for the twenty-first century. Wesport, CT: Praeger Publishers. Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook. New York: Bantam Doubleday Dell Publishing Group. Web-based Education Commission. (2000). The power of the Internet for learning. Retrieved February 17, 2005, from Department of Education website www.ed.gov

Stephen C. Burgan Oral Comprehensive Defense April 25, 2008

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“The need for leadership is more evident than ever before. Ask yourself two simple questions: ~ If not me, then who? ~ If not now, then when? No matter how large or small a difference a leader makes, it will become their legacy that they leave the world.” ~ Bill George, (2003).