Trends that are imperative for 21st century leaders to possess so organizations can endure success.

1. By Stephen Enders

2.  Why I chose this topic and the significance?
 Reframing organizational leadership
 Redefining leadership
 Equipping leaders
 Innovation
 Women in leadership
 Challenges
 Future studies/conclusion

3.  Personal experience
 What motivates people?
 How are peoples behaviors?
 Various models and theories

4.  Bolman & Deal’s four frames
◦ Structure
◦ Human resource
◦ Political
◦ Symbolic
 Higher education study

5.  Everyone as a leader
 Bringing out the best
 Sensitivity
 Holistic
 Change masters
 Practical example
◦ Director of Residence Life

6.  Create meaning
 Values
 Put into practice
◦ Costa coffee

7.  Divergent thinking
◦ Employee personality and attitude affect the
degree of innovation
 Structural design
◦ Steve Job’s
 Passion
 Vision
 Networking
 Saying no!

8.  Have come a long way
 Challenges
◦ Discrimination
◦ Earning discrepancies
◦ Stereotypical jargon
 Competencies
◦ Education
 Resolving conflicts
 Speak persuasively and present info
 Oprah Winfrey
◦ Resilient, positive, empathetic, opportunities

9.  21st century
◦ Technology dominance
◦ Government regulations
◦ Global crises
◦ Competition
 What is needed?
◦ Finding the right visionary type leader
◦ Evolving with new changes
◦ Awareness of gap in skill levels

10.  Current leaders preparing future leaders
◦ Goals
 Short and long-term goals
 Benchmarking abilities
 Expectations
◦ Ideal plan
 Effective coaching
 Challenge future leaders
 Take-away messages
◦ Renew thinking and changes
◦ Coaching
◦ Teams and empowerment
 Delegate!

11.  Adewoye, A. (2013). Unique competencies required for female leadership success in the 21st century. (Order No. 3603342). Available from ABI/INFORM Collection.
(1469609727). Retrieved from https://ezproxy.wilkes.edu/login?url=http://search.proquest.com/docview/1469609727?accountid=62703
 Bolman, L. G., & Deal, T. D. (2013). Reframing organizations: Artistry, choice, and leadership.
 (5th ed.). San Francisco, CA: Wiley.
 Branneby, L., Lundin, D., Svensson, I., & Wikstrom, J. (2013, Dec. 16). Leadership when preparing for organizational change: Based upon an empirical study at Siemens Industrial
Turbomachinery AB. Retrieved from https://www.iei.liu.se/pie/teio13/upload/upload-files/session-a-nicolette-13-15/1.532083/Theleadersheep.pdf
 Buono, A. F. (1991). Reframing organizations: Artistry, choice and leadership (book). Personnel Psychology, 44(4), 866-870.
 Burns, P. (2013). Corporate entrepreneurship: Innovation and strategy in large organizations. (3rd ed.). New York, NY: Palgrave Macmillan.
 Crant, J. M., & Bateman, T. S. (2000). Charismatic leadership viewed from above: The impact of proactive personality. Journal of Organizational Behavior, 21(1), 63-75.
 Doyle, W. R. (2010). Playing the numbers. Change, 42, 52-54. doi:10.1080/00091381003766460.
 Eagly, A. H. (2007). Female leadership advantage and disadvantage: Resolving the contradictions. Psychology of Women Quarterly, 31, 1-12. doi:10.1111/j.1471-
6402.2007.00326
 Eagly, A. H. (2009). The his and hers of prosocial behavior: An examination of the social psychology of gender. American Psychologist, 64(8), 644-658. doi:10.1037/0003-
066X.64.8.644.
 Elmore, T. (2014, Feb. 5). Is everyone a leader? Psychology Today. https://www.psychologytoday.com/blog/artificial-maturity/201402/is-everyone-leader
 Encombe, J. (2008). Equipping leaders for the 21st century. Strategic HR Review, 7(5), 23-27. doi:http://dx.doi.org/10.1108/14754390810893062
 Gallo, C. (2014, May 2). The 7 innovation secrets of Steve Jobs. Forbes. Retrieved from http://www.forbes.com/sites/carminegallo/2014/05/02/the-7-innovation-secrets-of-
steve-jobs/#542f9f507fa4
 Hawthorne, M. (n.d.). The purpose of mission and vision statements in strategic planning. Small Business, Chron. Retrieved from http://smallbusiness.chron.com/purpose-
mission-vision-statements-strategic-planning-13161.html
 Jafri, A. (2014, October 20). The challenges of 21st century leadership. Thin Differences, Leaders Connected by Purpose. Retrieved from
https://www.thindifference.com/2014/10/challenges-21st-century-leadership/
 Jung, R., Glaser, J. E., & Manas, J. (2008). 21st century innovation. Leadership Excellence, 25(8), 5.
 King, N. (1990). Innovation at work: The research literature. Innovation and Creativity at Work. p. 15-59.
 King, S., Sintes, H., & Alemu, M. (2012). Beyond participation: Making enterprise development really work for women. Gender & Development, 20, 129-144.
doi:10.1080/13552074.2012.663638.
 Kumaran, A. (2016, July 24). Re: Why proactive leadership is important in the 21st century [Web log message]. Retrieved from https://www.linkedin.com/pulse/why-pro-active-

12.  Kumle, J., & Kelly, N. J. (2006). Leadership vs. management. Supervision, 67(8), 11-13.
 Lipman, V. (2012, June 23). Leadership lessons from Lebron James. Forbes. Retrieved from http://www.forbes.com/sites/victorlipman/2012/06/23/leadership-lessons-from-
lebron-james/#540ec5395b08
 Mast, S. M. (2015 Oct. 18). On the importance of the superior’s interpersonal sensitivity for good leadership. Retrieved from
http://www.researchgate.net/publication/237101144_On_the_importance_of_the_superior%27s_interpersonal_sensitivity_for_good_leadership
 McFarland, L., Senn, E. L., & Childress, R. J. (1993). Twenty-first century leadership: Dialogues with 100 top leaders. Long Beach, CA: The Leadership Press, Inc.
 McFadden, C., White, L., N., & Beck-Frazier, S. (2007). Perceived differences of leadership behaviors of deans of education: A selected study. Journal of Leadership Education,
6(1), 92-107.
 Palestini, R., H. (1999). Leadership tendencies of continuing education administrators. PAACE Journal of Lifelong Learning, 8, 31-39.
 Rarick, C. A. (1985). Modern approaches to understanding and managing organizations. Academy Of Management Review, 10(2), 371-373. doi:10.5465/AMR.1985.4278579.
 Riley, J. (n.d.). Theories of motivation (GCSE). Tutor2u. Retrieved from http://www.tutor2u.net/business/reference/theories-of-motivation-gcse
 Rosette, A., & Tost, L. (2010). Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders. Journal of Applied Psychology, 95, 221-
235. doi:10.1037/a0018204
 Sharma, R. (2012). Women participation in politics: National and global level. Golden Research Thoughts, 1, 1-2. Retrieved from http://www.aygrt.net/
 Stephenson, C. (2011, April). The true meaning of innovation. Ivey Business Journal. Retrieved from http://iveybusinessjournal.com/publication/the-true-meaning-of-
innovation/
 Stone, G. & Patterson, K. (2005). The history of leadership focus. Servant Leadership Research Roundtable. p. 1-23. Retrieved from
 https://www.regent.edu/acad/global/publications/sl_proceedings/2005/stone_history.pdf
 Street, E. (2015, January 7). Overcoming obstacles: What Oprah Winfrey learned from her childhood of abuse. LearningLifeOff. Retrieved from
http://www.learningliftoff.com/overcoming-obstacles-what-oprah-winfrey-learned-from-her-abusive-childhood/#.WBVO28kXf3g
 Terry, L. (2011, October 17). Classical and scientific management theory. Retrieved from http://www.business.com/management-theory/classical-and-scientific-management-
theory/
 Tschohl, J. (2014). Effective leadership vs. management. Leadership Excellence Essentials, 31(11), 48.
 Williams, S. D. (2004). Personality, attitude, and leader influences on divergent thinking and creativity in organizations. European Journal of Innovation Management, 7(3), 187-
204.
 Wirth, J. (2010). Breaking into the men's room: Five traits of women engineers with a
 boardroom seat. Leadership & Management in Engineering, 10, 162-166. doi:10.1061/(ASCE)LM.1943-5630.0000087.

13. THANK YOU!