This document provides an overview of leadership approaches and strategies for addressing youth violence. It discusses that youth violence prevention requires a flexible approach that addresses behavioral, environmental, and social factors. Public sector leaders must function as change agents in developing and implementing collaborative strategies. The document reviews theories of charismatic, transformational, and servant leadership and their focus on empowering followers, envisioning change, and prioritizing followers' needs and interests to motivate them. Trust and open communication between leaders and stakeholders are essential for effective collaboration on complex issues like youth violence.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Categorizes the organizational social context into six criteria: organizational culture, controlling culture, enabling culture, culture change, employee practices, and cultural leadership. Provides attributes, indicators, and manageability for each criteria
Organizes 300 terms related to individual social context found in the literature into seven criteria: psychological, competence, reasoning, participation, relationships, self interest, and emotional intelligence. Lists attributes, indicators and management actions for each criteria.
Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.
Ο Γιάννης Τόλιος, στην εισήγηση με τίτλο: «Τράπεζες στα Χέρια Ιδιωτών ή Μοχλός Παραγωγικής Ανασυγκρότησης;», ανέλυσε το ελληνικό τραπεζικό σύστημα, τονίζοντας τη συντελούμενη διαδικασία συγκεντροποίησης κεφαλαίου, και άσκησε κριτική στα μέτρα διάσωσης των μεγάλων τραπεζών, τα οποία εφαρμόστηκαν ή/και πρόκειται να εφαρμοστούν, σε ελληνικό και ευρωζωνικό επίπεδο. Υποστήριξε (i) τον δημόσιο ιδιοκτησιακό έλεγχο των τραπεζών, και τη δημιουργία τραπεζών ειδικού σκοπού (αναπτυξιακού, στεγαστικού κ.ά.), (ii) την αντιμετώπιση «κόκκινων δανείων» με λογική «Σεισάχθειας», και, τέλος, (iii) τον ανασχεδιασμό του συνολικού τραπεζικού συστήματος, με κέντρο εποπτείας-ελέγχου την Τράπεζα της Ελλάδος, και σε όρους, πρώτον, ανάκτησης εθνικού ελέγχου επί όλων των μοχλών οικονομικής πολιτικής και, δεύτερον, παραγωγικής ανασυγκρότησης υπέρ των εργαζομένων.
Do you have a unique space and love music? Come and join us as host on beatvyne. We're the Airbnb of music, a marketplace for you to connect with artists, fans and bring the best live music to your own space!
IPIN'14: Foot-Mounted Inertial Navigation Made Easyoblu.io
Despite being around for almost two decades, footmounted inertial navigation only has gotten a limited spread. Contributing factors to this are lack of suitable hardware platforms and difficult system integration. As a solution to this, we present an open-source wireless foot-mounted inertial navigation module with an intuitive and significantly simplified dead reckoning interface. The interface is motivated from statistical properties of the underlying aided inertial navigation and argued to give negligible information loss. The module consists of both a hardware platform and embedded software. Details of the platform and the software are described, and a summarizing description of how to reproduce the module are given. System integration of the module is outlined and finally, we provide a basic performance assessment of the module. In summary, the module provides a modularization of the foot-mounted inertial navigation and makes the technology significantly easier to use.
Dui in Illinois: What Is Impaired Driving?Joe Pioletti
Impaired driving occurs when an individual operates a vehicle while under the influence of drugs or alcohol that impair the individual’s ability to operate the vehicle in a safe manner.
23/03/2016 : entrée en vigueur du nouveau système du droit des marques en Europe (Règlement européen).
Vers quelles modifications du système de protection des marques en Europe ?
Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).
Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
To become a good and productive leader, one should basically be ...
Running head LEADERSHIP THEORIES AND STYLES .docxwlynn1
Running head: LEADERSHIP THEORIES AND STYLES 1
LEADERSHIP THEORIES AND STYLES 2
Leadership Theories and Styles
Anniesha Overton
Strayer University
Dr. Kristie Roberts-Lewis
Introduction
Leaders need to understand essential elements that define a greater understanding of important processes that determine positive development. Leaders have complex roles which they are expected to accomplish regardless of the underlying challenges. An effective leader is not all about having the best leadership qualities, but it involves having an equal engagement on the underlying traits and individual behavior to understand that successful development is based on strong commitment across all aspects of personal well-being. Therefore, good leaders can adequately assess the needs of their followers and make strategic decisions that have a positive influence on the decisions that are made. Thus, successful leadership encompasses different concepts, which include leadership style qualities of the followers and the current situation. The diversity of a given leadership approach integrates essential concepts that are essential in improving the underlying level of commitment. Comment by Kristie Roberts-Lewis: Why specifically? Comment by Kristie Roberts-Lewis: Good introduction
Public and Behavioral Leadership Theories
Public leadership focuses on developing a greater need to evaluate different elements that define a highly effective leadership under which it is possible to make better decisions that can ensure the development of important concepts which represent a greater organization development. The leadership theories that define public leaders include trait and behavioral approaches. These theories provide an understanding of important elements which define a greater understanding of important factors that determine a highly successful engagement (Giltinane, 2013). Trait theory highlight that people are born with inherited traits thus some of the characteristics are adequately suited to leadership. Behavioral leadership theory assumes that leaders are made thus anyone can learn to be a leader. Leadership integrates essential elements which help define a greater emphasis on critical factors that determine better and positive direction. Therefore, public leaders provide focus on these theories in making their determination regarding the influence they have within their respective organizational development (Sajjadi, Karimkhani, & Mehrpour, 2014). Comment by Kristie Roberts-Lewis: Citation
Leadership style focuses on specific elements which define a greater understanding of particular features which are integrated within an organizational context where it is possible to make greater elements that illustrate specific concepts that define positive organization development. The critical leadership styl.
Running Head: LEADERSHIP 1
LEADERSHIP 6
Theories of Leadership
PAD 515
1. Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
Public leadership is defined as a position where a person directly guides or serves the public or a community or holds a public rank or position. They should have great communication and motivation skills so that they can inspire people and directly communicate with them in a way that people can share their concerns and interest. Public leaders should have resilience as a personality trait along with the tolerance level. They also should have the quality of thinking and analyzing critically and should have the capacity to work under pressure so that they can work according to the demand of the public, even in case of emergencies. Leading an organization is different than leading the public directly because leaders should have a place in the heart of the public to influence them and he should be liked among people for the smooth functioning of the society.
According to the strength-based leadership theory, leaders focus on the strength of people that they are leading and help them to increase their productivity, efficiency, and success by strengthening their positive points. According to this theory, leaders believe that people have great potential to grow and they can achieve that by strengthening their positive points. They do not focus on weaknesses (Reis et al., 2020). It means that leaders motivate and support people by strengthening them. This theory supports the definition of public leadership because in that, leaders also directly support and motivate people to believe in themselves and participate in public welfare. According to servant leadership, the main objective of leaders is to serve the public or his employees. They focus on increasing the strength of their organization, rather than just personal strength or position. They listen to people and engage them in productive tasks which also reflect the main criteria of the public leadership where leaders have to connect to them. They engage people in productive tasks and help them to grow. The main focus of public leadership is the growth and development of society which in return strengthens his position.
There are seven basic leadership styles. The styles which favor the public leadership objective are the democratic style of leadership and the affiliative style of leadership (Anderson & Sun, 2017). According to a democratic style of leadership, the decision-making process is finalized by taking opinions of all the stakeholders that are getting affected by the decision, and at the same time, it encourages the parti.
Organizational Commitment in relation to Organizational Politics: A study on ...inventionjournals
The root objective behind this study is to explore the relation between organizational commitment
and organizational politics, of the government employees. This study also focuses on the gender difference
taking these factors under consideration. This study is conducted on 200 male and female employees in total, of
middle level belonging to urban domicile. A survey of government employees (aged 40-55) reveals that
organizational commitment has no significant positive correlation with organizational politics in total.
Additionally, this relation does not found to be correlated in case of both female and their male counterparts.
Leadership involves developing and communicating a vision for the future, motivating people and securing their engagement to the task they are expected to do.
10.2478arhss-2018-0005 Applied Research in Health and SociaSantosConleyha
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
43
LEADERSHIP VALUES AND VALUES BASED LEADERSHIP:
WHAT IS THE MAIN FOCUS?
ŽYDŽIŪNAITĖ Vilma
St. Ignatius of Loyola College, Kaunas, Lithuania
Abstract
The article is based on descriptive theoretical research and focused on two notions such as ‘leadership
values’ and ‘values based leadership’. These two concepts are not compared, but every of them is
described separately by highlighting general characteristics and showing their broad complexity. Both
notions are not related to ethics and / or morality, as the aim the literature review was to provide
insights on leadership values and values based leadership. The research question was the following:
What aspects include two concepts such as ‘leadership values’ and ‘values based leadership’? Fourteen
leadership values are provided and in the summary the three unifying aspects are presented and
discussed – personality, interaction(s) and relationship(s), and action(s) / work. The common and
flexible leadership values are presented. Values based leadership is discussed generally and four
principles of this leadership are distinguished – self-reflection, balance, true self-confidence, and
genuine humility. Also positive and limiting values based leadership shortly is discussed. The
conclusion is focused on the idea that the leader needs to regain and maintain trust. Positive values
based leadership goes beyond leveraging strengths and making meaning. Values based leaders who
engage their employees and help them flourish in life. And for their organisations they boost
productivity, creativity and financial returns. Leading and evaluating success based on values is the
best way to build a high-performance culture in organisation.
Keywords: Core leadership values; Flexible leadership values; Limiting leadership values; Positive
leadership values; Values based leader; Values based leadership.
Background
‘Leadership chaos’ might be used to describe the political, social, economic, religious, and
environmental conditions for much of the first decade of the 21st Century. The difficulties faced
in all of these various domains are so drastic that it is difficult to refrain from being sarcastic
about the effectiveness and utility of what is referred to as “leadership development.” In the
continuing, increasingly complex, and changing challenges, many of which have potentially
disastrous implications, the need for effective leadership is greater now than perhaps at any
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
44
time in recorded history. And at the same time, what is being called for in terms of leadership
sounds as confusing as the issues and conditions facing us. We often hear of the need for strong
leaders, results driven leaders, servant leaders, charismatic leaders, heroic le ...
10.2478arhss-2018-0005 Applied Research in Health and SociaBenitoSumpter862
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
43
LEADERSHIP VALUES AND VALUES BASED LEADERSHIP:
WHAT IS THE MAIN FOCUS?
ŽYDŽIŪNAITĖ Vilma
St. Ignatius of Loyola College, Kaunas, Lithuania
Abstract
The article is based on descriptive theoretical research and focused on two notions such as ‘leadership
values’ and ‘values based leadership’. These two concepts are not compared, but every of them is
described separately by highlighting general characteristics and showing their broad complexity. Both
notions are not related to ethics and / or morality, as the aim the literature review was to provide
insights on leadership values and values based leadership. The research question was the following:
What aspects include two concepts such as ‘leadership values’ and ‘values based leadership’? Fourteen
leadership values are provided and in the summary the three unifying aspects are presented and
discussed – personality, interaction(s) and relationship(s), and action(s) / work. The common and
flexible leadership values are presented. Values based leadership is discussed generally and four
principles of this leadership are distinguished – self-reflection, balance, true self-confidence, and
genuine humility. Also positive and limiting values based leadership shortly is discussed. The
conclusion is focused on the idea that the leader needs to regain and maintain trust. Positive values
based leadership goes beyond leveraging strengths and making meaning. Values based leaders who
engage their employees and help them flourish in life. And for their organisations they boost
productivity, creativity and financial returns. Leading and evaluating success based on values is the
best way to build a high-performance culture in organisation.
Keywords: Core leadership values; Flexible leadership values; Limiting leadership values; Positive
leadership values; Values based leader; Values based leadership.
Background
‘Leadership chaos’ might be used to describe the political, social, economic, religious, and
environmental conditions for much of the first decade of the 21st Century. The difficulties faced
in all of these various domains are so drastic that it is difficult to refrain from being sarcastic
about the effectiveness and utility of what is referred to as “leadership development.” In the
continuing, increasingly complex, and changing challenges, many of which have potentially
disastrous implications, the need for effective leadership is greater now than perhaps at any
10.2478/arhss-2018-0005 Applied Research in Health and Social Sciences, Vol. 15, No. 1, 2018
44
time in recorded history. And at the same time, what is being called for in terms of leadership
sounds as confusing as the issues and conditions facing us. We often hear of the need for strong
leaders, results driven leaders, servant leaders, charismatic leaders, heroic le ...
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
1. Traditional Approaches to Leaders’ Impact on OrganizationsSTatianaMajor22
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
Benefits of Strategic PlanningEthical BenefitsEthics is consid.docxCruzIbarra161
Benefits of Strategic Planning:
Ethical Benefits:
Ethics is considered as the moral principles that governs a person’s or groups’ behavior, separating what is good from what is considered bad, or right from wrong. It is essentially a system of moral principles or philosophy concerned with “what is
good for individuals and society” (BBC, nd). The following are some of the ethical benefits that an organization may derive from strategic planning:
1.
An organization can derive ethical benefits by ensuring that
the goals and visions are developed in consideration not only of its own corporate interest but also of the interests of the public it serves or the stakeholders.
In other words, the goals the organizations have set for itself must be good for both the individuals and for the society. Given that the satisfaction of the stakeholders is essential to the success of the organization, it means that ethical dimension of strategic planning results in a convergence of both corporate and stakeholder interests. In other words it is a win-win situation. According to Hosmer (1994), ethics builds trust commitment between the organization and stakeholders, and it is “essential for organizational success” (p. 17). It is this trust and commitment that are the most important elements of collaboration between the organization and the stakeholders in achieving its strategic goals.
2.
Another ethical benefit of strategic planning is
the promotion of ethical organizational culture:
According to Business Dictionary.com, an organizations culture may be defined as “the values and behaviours that contribute to the unique social and psychological environment of an organization”. The incorporation of ethical reflections into strategic planning can cultivate and strengthen the positive values and behaviors or conduct of the organization. In essence, strategic planning, by promoting ethical organizational culture encourages ethical conduct, ensuring that the ‘right’, ‘good’, and ‘proper’ values, belief systems, concepts etc., are practiced in the organization, even in the absence of rules and monitoring.
Financial Benefits:
Through strategic planning and management, managers are able to review operating processes and make necessary and desired changes that will improve revenue- generating ideas.
Strategic planning may involve various work streams, including marketing, research and development, human resources management, sales and financial management (Codjia, nd), which enables a firm to develop the best
strategies and tactics to beat the competition
. This will ensure improved productivity and revenues.
It can be used to
gauge and manage profitability
using corporate income statements.
Strategic planning enables an organization
monitor its liquidity
by tracking its cash flow and ensuring that it meets its financial obligations.
It provides the opportunity for the organization to
maintain solvency
by reviewing the components of its balance sheets- asse.
Benefits of Strategic PlanningEthical BenefitsEthics is consid.docx
Final Assignment APA
1. 1
YOUTH VIOLENCE: POLICY ACTION PLAN
Youth Violence: Policy Action Plan
Yusef Ismail
Capella University
DPA8400 – Theories of Leadership & Public Administration
[u10a1] Unit 10 Assignment 1
2. 2
YOUTH VIOLENCE: POLICY ACTION PLAN
Executive Summary
Youth violence remains a serious threat to the health and well-being of young people in American
inner cities. It is critical for practitioners and other stakeholders to define their roles and develop the
abilities to address the threat effectively. While there are no conventional approaches to combating youth
violence, various approaches to its prevention and intervention have been introduced and are being
evaluated. Violence prevention and intervention demands a flexible approach that addresses the extensive
behavioral, environmental, and social causes that contribute to violent behavior (Kiaerulf & Barahona,
2010). Establishing a systematic plan to confront the challenges of youth violence is essential. This may
encompass a wide variety of approaches—in the public health, educational, and criminal justice realms.
Today’s sector leaders and other key stakeholders must exercise stewardship and responsibility over the
process (Kiaerulf & Barahona, 2010).
Today’s public sector leaders must function as change agents who are accountable the
development and implementation of change strategies. Crosby and Bryson (2005) argue that none possess
enough resources, time, money, or authority to solve complex public problems on their own. Public sector
leaders and citizens alike must produce formal and informal power-sharing alliances that could be crucial
in dealing with the issue of youth violence. Leaders must bring together a considerable mass of diverse
stakeholders to develop a common understanding of the issues, and look for promising solutions.
Leadership in a shared power world involves integrating the development of a collaborative or shared
approach to leadership where no single person or organization is in charge. This type of leadership is
important to ensuring an apparent community voice, balanced leadership, and shared
responsibility for decision making (Crosby, & Bryson, 2005).
Literature Review
Globalization has swiftly redefined today’s business climate. Today’s leaders (whether public or
private) must be able to stay abreast of rapid changes while developing ingenious strategies for the future.
They must function as change agents who are accountable for the development and implementation of
3. 3
YOUTH VIOLENCE: POLICY ACTION PLAN
change strategies (Popescu, & Rusko, 2012). Leadership is recognized as a group of qualities and
behaviors that a leader possesses which encourage the participation, growth, and commitment from
organizational stakeholders. In general, there has been minimal research which compares the leadership
skills, and factors which are relevant to public and private organizations. There are varied approaches to
leadership which depend upon the particular structure of an organization because leaders are functioning
under contrasting and very different requirements. Current literature for leadership within both realms
seems to utilize the findings from private sector leadership research as the foundation for their
propositions for efficient leadership (Demeter, 2013). Subsequently, the capacity of leadership considered
in each sector show great likeness.
According to Demeter (2013), every type of organization is formed to create some kind of value.
Nevertheless, private organizations develop strategies to measure this in monetary terms, while public
organizations focus on value that result in the attainment of social purposes. The values and goals of for-
profit organizations are guided by commitment to the goals of owners, and shareholders. As a result,
leaders are expected to develop strategies to reach financial goals, incentivize performance, and
encourage productivity to increase greater profits. On the other hand, since revenue is not directly
produced through public sector programming, and activities, a different cultural framework exists within
these types of organizations. This produces the need for leadership that can manage intricate
constituencies as well as the general mission of upholding public principles (Thatch, & Thompson, 2007).
There is significant overlap in the essential skills and competencies associated with leadership
effectiveness (Demeter, 2013). Current research literature places an emphasis on the characteristics that
leaders can exemplify to stimulate to evoke efficient performance from others. Above all, today’s public
sector leaders should act with integrity, openness, and honesty while encouraging a working environment
that values fairness, and respect (Hazen, & Hazen, 2011). They must by all means, strive to behave in
an ethical manner. Ethics is a form of philosophy that involves arranging, defending, and
recommending theories of right or wrong actions. Professional Ethics are the professionally accepted
4. 4
YOUTH VIOLENCE: POLICY ACTION PLAN
standards of personal and business behavior, values, and guiding principles (Brecher, 2014). At the core,
these ethical principles stress the need to do what is good (known as beneficence), and to do no harm
(known as non-malfeasance) (Brecher, 2014).
In practice, these ethical principles mean that as a professional, leaders should minimize the risk
of harm to the public, and avoid using deceptive practices. According to Sarros and Santora (2001),
leaders should strive to establish credibility in the validity of their authority by inciting trust among
partners, followers, and other stakeholders. For people to relinquish personal sovereignty and agree to be
led, they have to believe in the legitimacy of the leader’s authority. Compliance of and aid in change
strategies is predicated on their perceived personal benefit related to the change. Disheartening or
unsatisfactory results due to unmet promises undermine a leader’s credibility and may cause perceptions
of unfair treatment and violations of trust. Research indicates that ambivalent leadership may weaken the
legitimacy of the need for change and empower recipients to justify reasons for resistance (Northouse,
2012).
Subsequently, communications must remain consistent and vigorous. Keeping everyone informed
and on the same page is crucial. Followers and partners seek trust in the form of open, honest
communication. Leaders must supply people with consistent, relevant information about important
changes or challenges in order to increase participation, and acceptance. Being an effective communicator
is an indispensable leadership quality (Chemers, 2000). Advancing change requires leaders to possess a
variety of communication techniques to convey their vision, and enact plans in order to chart their
organization’s course. Creating a compelling organizational vision is a continual process for improving
performance by developing strategies that produce results. It involves looking at where the group wants to
go, assessing the organization’s current situation, and developing approaches for moving forward
(Bryson, 1995).
Subsequently, great leaders depict a vision that captivates people and increases their self-worth.
5. 5
YOUTH VIOLENCE: POLICY ACTION PLAN
Leaders who produce the best outcomes are able to keep people motivated and informed which may give
them a clearer sense of what their roles are (Chemers, 2000). This allows followers to build a firm
emotional connection with their leaders while possessing an enhanced sense of trust and confidence in
them (Seyranian, & Bligh, 2008).
By cultivating healthy internal and external relationships with followers, and stakeholders,
leaders are able to empower people toward collective and individual fulfillment of goals (Chemers, 2000).
In order to create power-sharing accords that can be effective in solving public problems, leaders must
also be able to connect with various stakeholders across traditional boundaries, and communicate a vision
of greater possibilities as a collective. These collaborative leadership strategies are needed to guide
groups of interdependent entities toward accomplishing goals that they all wish to achieve, but none of
them can solve alone (Crosby, & Bryson, 2005). Trust is the bond that can hold a team or coalition
together. Members of a collaborative will come from varied agencies, and therefore have contrasting
operational procedures, organizational cultures, and goals. While these differences can serve as barriers to
effective collaborations, research suggests that trust can help surmount this. Forward-thinking leaders can
inspire and strengthen mission-specific commitment by identifying productive ways of working together,
without leaving others in the background (Crosby, & Bryson, 2005).
Leadership theories such as charismatic, transformational, visionary, and servant styles of
leadership have influenced an abundance of research and various training initiatives for business leaders
(Thatch, & Thompson, 2007). The charismatic leadership theory was developed by renowned sociologist
Max Weber. Weber popularized the term charisma and depicted charismatic leadership an uncanny trait
which develops in leaders during times of adversity. Subsequently, an abundance of research has
analyzed and redefined the attributes of charisma (Sandber, & Moreman, 2011). According to Choi
(2006), charismatic leadership is believed to have three essential components: empowerment,
envisioning, and empathy. Charismatic leaders possess a strong tendency to exhibit sensitivity to their
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followers’ emotions and needs. They figure out what their followers want and concentrate on issues that
are of importance to them (Choi, 2006).
The next leadership style, which is very important, is transformational leadership. According to
Sarros and Santora (2001), transformational leaders create change by reshaping the status quo in some
intrinsic way. They do this by providing people with a compelling vision that motivates them toward
collective change. Transformational leaders empower their followers by increasing their awareness of
self-efficiency and confidence by utilizing verbal persuasion, and by acting as role models (Sarros, &
Santora, 2001). Subsequently, people build a firm emotional connection with transformational leaders.
Transformational leaders also share an emotional bond with their followers, which may produce a feeling
of unity (Choi, 2006). Because of their extraordinary relationship with people, these leaders are indeed
effective agents of social change.
Visionary leadership is another important style of leadership. The characteristics involved in
visionary leadership include encouraging the development of common values and shared vision to
increase an organization’s effectiveness (Northouse, 2012). Visionary leaders must be transparent about
their own needs and beliefs while focusing on the shared vision of the group(s). According to Crosby and
Bryson (2005), the creation of a compelling personal vision can help diverse groups of stakeholders
develop an awareness of their common goals, and what they may do to overcome prevailing issues. As a
result, it is important to examine the leader’s personal standards which help formulate their personal
vision. These standards are firmly linked to the leader’s personal desires, values, abilities, and personality.
The final leadership style which will be discussed is Servant Leadership. Current servant
leadership models are connected with the human desire to band together with others and help build a
better society. Servant leaders give priority to the good of followers over their personal self-interests.
Servant leaders are those who put their customers, employees, and community as their number one
priority. Servant leadership begins with the innate feeling that one would like to serve, then an
intentional choice causes one to aspire to lead (Parris, & Peachey, 2013). Servant leaders possess
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a strong tendency to exhibit sensitivity to their followers’ emotions and needs. They figure out
what their followers want and concentrate on issues that are of importance to them (Parris, &
Peachey, 2013).
Today’s leadership is evolving, because leaders have discovered ways to engage more people
toward the common goal of sustainable advancement. In order for today’s leaders to mobilize for
systemic change, they must possess the ability to identify problems, and be prepared to take chances
which encourage inventive approaches. They must possess the ability to organize others to assist them in
turning innovative ideas into changes in policies. Leaders must develop a collaborative or shared
approach to leadership in order to remain effective (Crosby, & Bryson, 2005). In a hierarchical or
bureaucratic organizational model, a person or small group is acknowledged as being in charge. On the
contrary, a network of leaders and organizations must share power, and be responsible for acting upon
serious public problems if they are to effectively remedy the important issues. This form or structure of
leadership is most suitable for today’s interdependent, interconnected world (Crosby, & Bryson, 2005).
Problem Statement
Youth violence in many American inner cities has reached a crucial point, affecting the quality of
life, economic development, and health of many regions throughout the country. Many juveniles actively
engage in numerous violence-related actions, such as brandishing weapons, physical fighting, stabbing,
threatening, and shooting other people (Puzzanchera, Adams, & Hockenberry, 2011). In 2009, more than
20,000 children and juveniles under the age of 21 were killed or hurt by firearms in the United
States. Furthermore, approximately 80,000 juveniles were arrested in the U.S. for violent crimes and over
30,000 youth were incarcerated for weapons offenses (Children’s Defense Fund, 2012). Countless other
young people are damaged by the consequences of violence in their homes, schools, or communities
(Puzzanchera, Adams & Hockenberry, 2011). Violent youth perpetrators and victims of violence have
identical personal characteristics. Both offenders and victims are disproportionately male, black, and from
low income, single-parent families (Reed, 2009).
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Studies indicate that youth violence is a complicated issue, determined by psychological,
economical, and environmental circumstances. The basic causes of youth violence may be found in the
early learning experiences within the family. They involve lack of familial bonding, inadequate attention
and supervision; witnessing violence at home; and acquiring attitudes which encourage or tolerate the use
of violence (Reed, 2009). Many communities afford opportunities for learning and participating in
violence. The presence of gangs and illegal drug distribution systems provide elevated exposure to
violence, as well as negative role models, and tangible rewards for violent activity. It is here in which
violence is molded, fostered, and acknowledged (Ali, Swahn, & Sterling 2011). Living in communities
where violence is common can negatively affect children's development, even if they are not directly
exposed to violent activities. The effects of high levels of violence within a community are similar to
those associated with direct exposure. These include nervousness, sleep problems, intrusive thoughts,
anxiety, stress, loneliness, depression, grief, and antisocial behavior (Zinzow, 2009).
Research literature also indicates that children's susceptibility to media violence plays a crucial
role in the diagnosis of violent behavior. As with firsthand exposure to violence, the onslaught of media
violence in television, and motion pictures may provoke many juveniles to carry out violent
acts. Television and motion picture violence can perhaps influence subsequent acts of aggression by
glorifying and molding violence, provoking destructive inclinations in some youth, and a decline in
feelings of compassion for victims (Kaplan, 2012). Another type of mainstream media entertainment for
young people is violent video games. Many studies have determined that juveniles who play violent video
games are more inclined to participate in destructive behavior and violence than are youth who play
nonviolent video games (Ferguson, 2011). Risk factors related to youth violence are varied, inter-related,
and evolve over time. The greater the sum of risk factors to which a young person is exposed, the higher
the probability that he or she will partake in violent behavior or become a victim of violence (Estrada-
Martínez, Padilla, Caldwell, & Schulz, 2011).
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The Systems theory framework can supply today’s leaders with valuable information to examine
the linkages between the causes and solutions to the youth violence epidemic. A system is generally
defined as a group of corresponding parts or elements which are interrelated and have common goals. The
system as a whole collects inputs from outside sources, processes these inputs within the system, and
transforms the outputs of these processes to outside of the system (Lauffer, 2011). Systems have
boundaries that distinguish them from their environment. A system is impacted by its environment and
also may be influenced by it, but a system does not have definite control over the operations of its
environment (Anderson, Carter, & Lowe, 1999). Systems are commonly classified as open and closed
systems. An open system interacts with its environment through distribution and acquisition of
information. In comparison, closed systems are not open to the outside environment and the interaction or
energy is disseminated within the closed system only.
Closed systems can restrict growth since the information flow which stays within the system
has no opportunity to interact with or develop information or energy from the outside environment. The
closed system versus open system approaches do not represent a difference, but rather an interrelationship
in which systems are more or less open to their environments (Ishtai-Zee, personal communication,
2013). An Open systems approach to the issue of youth violence is critical. There needs to be a more
combined effort to diminish gun violence or young people will continue to be killed and injured by
firearms. Reaching across disciplines which often exist in silos can bring a wealth of perspectives,
increasing the success rate of youth violence prevention efforts (Corsaro, & McGarrell, 2010).
Action Plan
In order to help solve these pressing challenges, it will required recognition that no one group of
people or institutions has all of the answers or resources needed to address the issue of youth gun violence
(Vivolo, Matjasko, & Massetti, 2011). A diverse group of stakeholders must be called upon which
includes an array of public service professionals and organizations representing diverse sectors.
Subsequently, a project coalition will be formed which will included various stakeholders who work
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either peripherally or directly in the area of youth violence. Whether a coalition in big or small, they have
been found to be most efficient when established at the community level (Zakocs and Edwards 2006). It
is the community level residents who feel the detrimental effects. In order to be successful, leaders must
engage the people who are most affected by important decisions. Subsequently, ensuring their apparent
community voice, leadership, and shared responsibility for decision making is paramount (Zakocs, &
Edwards, 2006).
Community based planning must engage the population in order to make decisions which are
compatible with local resources and needs. A diverse group of public service groups and individuals were
selected initially to participate in this project. A “Power-vs-Interest” Grid was previously formulated to
help identify an array of internal and external stakeholders. The first stakeholder chosen to be a part of the
planning efforts is Newark, NJ Mayor Ras J. Baraka. Mayor Baraka has been a staunch supporter of gun
violence reduction for over a decade. His political power and influence can help tremendously to push
legislation to recognize gun violence as a public health crisis in State of New Jersey. The next stakeholder
selected is civil rights attorney, Shavar D. Jeffries. Shavar has worked diligently to keep much needed
education funding within the City of Newark. He could play an integral part in helping to bring increased
funding for gun violence research and programming.
The next stakeholder selected is Anibal Ramos, a Newark City Councilman. Councilman Ramos
is a widely respected Councilman with strong ties to the Essex County Democratic Machine. He can
possibly influence legislation by becoming a voice in which to help bring more funding for gun violence
prevention and intervention. These choices are followed by the leaders of two very instrumental anti-
violence organizations in Newark. Bashir Akinyele of the Newark Antiviolence Coalition (NAVC), and
Reverend Thomas Ellis of the Enough is Enough Coalition. Both of these community groups are strong
vocal supporters of reducing gun violence in Newark and New Jersey. They are both very influential with
community residents who are most affected by the problem of gun violence.
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The final stakeholder chosen to join the coalition is Clevean Lambert, a former Bloods Gang
Member, and gun-shot survivor. Clevean also served almost 5 years in prison for violent crimes.
Nevertheless, over the last two years, he has redeemed himself by mentoring young people and helping to
provide them with viable alternatives to criminal activities. Clevean’s voice can be important in gaining
the perspective of active and former gang members about how to deal with the issue. There are two
additional context setters who may not be part of the planning coalition, but will be very instrumental.
They include US Senator Cory Booker, and New Jersey Congressman Donald Payne. The former Newark
Mayor, Booker is one of the country’s most powerful and influential Democrats. Respectively,
Congressman Payne is one of the state’s most respected politicians. Both of these individuals have been
considered to assist with formulating and implementing the proposed policy change. They both can assist
by helping to increase federal funding for research for studies into the roots of gun violence, and the
development of prevention strategies
Cultural Diversity Leadership
The ways of doing business in today’s world is constantly evolving. Increased globalization
demands greater interaction among people from diverse backgrounds, beliefs, and cultures than in years
past. Due to the growth of organizations across borders, many challenges exist for today’s
leaders (Armache, 2012). One of the most essential terms affecting the current labor force is constant
increase in diversity. Diversity is typically defined as the acknowledgment, acceptance, and celebrating of
differences among people with respect race, class, age, gender, or ethnicity (Armache, 2012). Cultural
diversity (also known as multiculturalism) is a variety of diverse individuals from different societies or
cultures. Today’s working environments are composed of very diverse populations and people from all
over the globe, which creates progressive multicultural and multiracial organizations (Armache, 2012).
Hence, it is apparent that strategies to enhance the efficient functioning of organizations must be
based on endemic practices that arise from the specific cultural framework of the particular society
(Abdalla, & Al-Homoud, 2001). In an ever-changing world, leaders must be responsive to the varied
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needs among their followers. With these varied cultural ideals and values, there is a need for
acknowledging culturally-linked styles of leadership. Being open to cultural differences which may be
radically opposed is crucial for effective leadership (Abdalla, & Al-Homoud, 2001). Quality of leadership
is a critical factor in developing and implementing cross-sector and cross-cultural collaborations.
Collaborative Leadership Strategies
Clearly, the policy implementation process must be planned, directed, monitored, and evaluated.
Collaborative leadership strategies are needed to guide groups of interdependent entities toward
accomplishing their goals (Crosby, & Bryson, 2005). Leadership methods that include team building can
be typically helpful, while collaborative leadership strategies can help the coalition develop shared vision
(Crosby, & Bryson, 2005). Without commitment from key implementers change is likely to wither on the
vine. Implementation of policy change is usually a very complicated and chaotic process which involves
various actors and organizations that possess a host of competing, complementary, and often conflicting
interests, and goals. Crosby and Bryson (2005) posit that some members of a coalition may eventually
move on to different jobs or begin to focus on other pressing social needs or problems.
Other members of the collaborative may take a more hands-on approach and decide to be directly
involved in the implementation; others may be better suited to becoming political champions or monitors
of the change. It is essential to build and maintain a protective coalition of advocates, implementers, and
interests groups who can safeguard the change as it is institutionalized. Whether or not a formal
collaboration is instituted, the coalition must remain committed to the implementation of change. Power
struggles are almost inevitable as policy change is introduced into a new or existing department, or
organization. Leadership succession could become a problem, since this phase calls for a more institution-
building, type of leadership than in previous stages (Crosby, & Bryson, 2005). Subsequently, it is likely to
that the coalition will experience tension around goals, power, trust, and leadership style phase, since
power may transfer away from initial stakeholders to implementers.
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Policy Recommendations
While there are no conventional approaches to combating youth violence, various approaches to
violence prevention and intervention have been introduced, and more are being evaluated. Many of the
approaches and recommendations which have been proposed include treating gun violence as a public
health problem. Violence prevention and intervention demands a flexible approach that addresses the
extensive, behavioral, environmental, and social causes that contribute to violent behavior (Hemenway, &
Miller, 2013). This may encompass collaborative input from many segments and utilize a wide variety of
approaches—in the government, public health, educational, and criminal justice realms. A public health
approach involves the enlistment of various people and institutions in addressing the issue while
developing coalitions that bolster one another (Cottrell-Boyce, 2013).
Many practical strategies could help reduce firearm violence. Policy makers must enact plans
which propose stricter guidelines and universal background checks for every gun purchaser (Lemieux,
2014). The criminal justice system must play an important role by enforcing innovative policing strategies
that collaborates with the community to help curb gun violence. Furthermore, mental health professionals
can develop and implement intervention strategies which may help youth grapple with youth violence.
Schools can establish and tailor services toward school-children who are possibly at risk of becoming
victims or perpetrators of violence. Finally, parents can intently supervise their children's behavior,
surroundings, and media usage (Knox, & Aspy, 2011).
Public leaders must recognize that unhindered access to firearms poses inherent public health
risks. They must agree to work together to evaluate all strategies and policies, eliminate the ones that are
not feasible, and promote the ones that are. It is critical for key stakeholders to define their roles and
develop solutions to address the threat effectively. None of the proposed strategies will be easy,
particularly against powerful and uncompromising private interests like the gun lobby. Legal constraints
supported by those who oppose gun control laws have hindered institutions and policy makers from
securing funding for legitimate studies. Given the lack of research funding and sparse data, no concrete
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evidence exists which proves that any particular initiative will reduce youth violence. Subsequently, there
is insufficient evidence on which to establish interventions (Lemieux, 2014). Increased prevention
initiatives in the years to come, must utilize solid and comprehensive data systems, while combining
meticulous evaluations.
As with any public health issue, an increase in federal funding, and the order to resume research
is needed for studies into the roots of gun violence, and the development of prevention strategies (Knox,
& Aspy, 2011). The established project coalition must utilize a systems approach to help with planning,
implementing, documenting, and evaluating the project. One of the most widely utilized tools is the
strategic planning framework. Strategic Planning is the process of defining an organization’s strategy, or
direction, and determines decisions of allocating the resources needed to pursue these strategies. It
involves looking at where an organization or group wants to go, assessing the group’s current situation,
and developing approaches for moving forward (Bryson, 2011). Because strategic planning is embodied
by transactions and exchanges, it is fundamentally an open systems approach to organizational
management (Ishtai- Zee, personal communication, 2013). Creating an effective strategic plan can
provide the project coalition with a road map of the future.
Personal Leadership Profile
It is the hope of this leader that the Doctorate of Public Administration degree will afford him the
resources needed to gain valuable insight and perspective at a critical time for his developing
organization. Most graduate students are faced with grueling demands, disruptions, and distractions (both
internally and externally) while working to develop and maintain effective program research. The aim of
the leader is to become a stellar doctoral student while acquiring the tangible tools, education, and
resources needed which can implemented immediately to improve leadership performance. Balancing his
studies along with career and home life is a skill which must be learned through trial and error. The
opportunity to work through these challenges can provide the necessary experience to do effective
community-focused work. Although the leader has a very busy schedule, he understands that managing
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his time wisely will be of utmost importance. Time management is a necessary skill needed in which to
maintain scholarly productiveness (Topp, 2013).
Although the leader has a very busy schedule, he must understand that managing time wisely will
be of utmost importance. The leader has pledged to strategically commit about three hours per day, six
days a week toward his studies. It is believed that this strategy will be sufficient to help him become a
well-rounded and effective student. Luckily, the leader is blessed with a strong support system which
consists of family and friends who continue to assist him in any way possible. He also has various
mentors who have already obtained advanced degrees and are very supportive. The leader plans to enlist
these allies for help while continuing to navigate through the challenging journey. With this type of
support system, he is poised to stay on track and hopefully be able to graduate on time.
After graduating from Capella University, the hope is to eventually become one of New Jersey’s
most effective public sector leaders. The leader’s organizational talent and pragmatic outlook could be
recognized by those who will place him in key advisory roles within government, or otherwise. The
leader plans to remain vocal about complex issues, while continuing to work for positive change in New
Jersey. He also hopes to focus on becoming a published author, and travel throughout the country as a
renowned motivational speaker. The leader’s overall vision is to remain an active stakeholder within his
community and beyond. Through his professional work, he should continue to partner with a diverse
group of people, institutions, and community organizations, both private and non-profit, in order to
become a more effective change agent.
As a doctoral student and nonprofit leader, he must constantly seek new tools which may help
him communicate more efficiently and become a greater change agent. By utilizing effective leadership
communication, the aim is to implement a bond of trust with partners and followers. By acquiring the
skills and experiences necessary to communicate more effectively as a leader, he will be able to produce
better outcomes because people will be more informed, have a clearer sense of what their roles are, and
become motivated internally. As a leader, he must bring together a considerable mass of diverse
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stakeholders to develop a common understanding of the issues and look for promising solutions. It is
imperative that leaders possess and hone leadership skills which encourage the participation, growth, and
commitment from key organizational stakeholders.
The leader’s personal leadership style is Charismatic Leadership. According to Choi (2006),
Charismatic leadership is believed to have three essential components: empowerment, envisioning, and
empathy. Empowerment is delineated as a process which includes not only sharing or delegating authority
with followers, but also enabling them to influence strategies and outcomes. Charismatic leaders
empower their employees by increasing their awareness of self-efficiency and confidence by utilizing
verbal persuasion, and by acting as role models. The formation and communication of a vision is
probably the most important aspects of charismatic leadership (Choi, 2006). Charismatic leaders create
change by reshaping the status quo in some intrinsic way. They do this by providing people with
a compelling vision that motivates them toward collective change. Subsequently, these leaders
depict a vision that captivates people and increases their self-worth (Sanber, & Moreman, 2011).
Effective leadership within the public sector requires that leaders become familiar with
the framework of Policy Entrepreneurship. Policy entrepreneurship is the development and
implementation of innovative ideas into public practice. Policy Entrepreneurs help mobilize for
systemic transformation. Policy entrepreneurs can be within or out of government, in appointed
or elected posts, research organizations, or interest groups (Crosby, & Bryson, 2005).
Nevertheless, their defining attribute, in congruence with business entrepreneurs, is their
inclination to invest their time, resources, energy, and reputation in hopes of a greater return. In
general, policy entrepreneurs should be able to organize others to assist them in turning
innovative ideas into government policies. They do this by networking in key circles, building
coalitions, and formulating the conditions of policy debates (Crosby, & Bryson, 2005).
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Policy innovation cannot take place without the introduction of compelling new solutions
and additional stakeholders into the process. The essential requirements of public deliberation
are that key stakeholders within a community must agree to center the debate on some issue of
common interests. Making the appropriate contacts allows policy entrepreneurs to decide which
arguments will entice others to back their policy plans. Mintrom and Norman (2009) posit that
there are four principles which are integral to policy entrepreneurship. These principles include
displaying social acuity, defining problems, and building teams. By displaying social acuity,
policy entrepreneurs are highly skilled in the social and political context in which they interact.
Defining problems can encompass the presentation of evidence in ways that implies a crisis is at
hand, identifying ways to highlight failed policies, drawing support and developing a rationale
for intervention. Lastly, Policy entrepreneurs have to be team players, and their strength comes
from recognizing the importance of cultivating and working with coalitions to encourage
changes in policies (Mintrom, & Norman, 2009).
Conclusion and Recommendations
Crosby and Bryson (2005) posit that there are five principles which are integral to successful
policy adoption, and implementation. These principles include drafting a policy plan, revising the
proposed draft, identifying necessary resources, having the necessary coalition, and shared belief among
parties. A draft policy or plan must be prepared for review by legitimate decision makers in the next
phase. Secondly, a revised draft proposal must incorporate plausible modifications, propelled by
stakeholder concerns and interests. Next, it is crucial to identify the needed resources for the
implementation of the proposal. Moreover, clear indication that the essential coalition is in place to ensure
the adoption and implementation of the policy. Lastly, there must be a shared belief among all parties
involved that the policy change is a mutual endeavor, and achieves their mutual objectives (Crosby, &
Bryson, 2005).
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Clearly, the policy implementation process must be planned, directed, monitored, and evaluated.
Without commitment from key implementers change is likely to wither on the vine. Implementation of
policy change is usually a very complicated and chaotic process which involves various actors and
organizations that possess a host of competing, complementary, and often conflicting interests, and goals.
During the implementation and monitoring phase, policy entrepreneurs must be prepared for a change in
the structure of the coalition that supported the adopted policy change initially (Crosby, & Bryson, 2005).
The term organized anarchy is described as the confusion, disorder, randomness, and uncertainty that
guide much of the decision making in large, loosely connected organizations. The term applies to the
policy environments where no one is completely charge, where power is shared, and many are partially in
charge (Crosby, & Bryson, 2005). Among groups, there may be substantial conflict about the direction
and outcomes of the relationships.
The process of decision making often appears chaotic because of disputes among fluctuating
coalitions and interest groups. Decisions progress from the compromising, bargaining, and interaction
among interest groups and coalitions, which indicates that these groups find it imperative to share
power (Crosby, & Bryson, 2005). Crosby and Bryson (2005) posit that some members of the coalition
may eventually move on to different jobs or begin to focus on other pressing social needs or problems.
Other members of the coalition may take a more hands-on approach and decide to be directly involved in
the implementation; others may be better suited to becoming political champions or monitors of the
change. It is essential to build and maintain a protective coalition of advocates, implementers, and
interests groups who can safeguard the change as it is institutionalized. Whether or not a formal
collaboration is instituted, the coalition must remain committed to the implementation of change.
Leadership succession could become a problem, since this phase calls for a more institution-
building, type of leadership than in previous stages (Crosby, & Bryson, 2005). Subsequently, it is likely to
that the coalition will experience tension around goals, power, trust, and leadership style phase, since
power may transfer away from initial stakeholders to implementers. After a policy change has been fully
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implemented, summative evaluations should occur to determine if or how well it is helping to remedy the
public problem, or social need. This is critical in attempting to determine whether a policy change is
worth the expenditure of effort and time, or to identify new problem or needs. These evaluations must
focus both on immediate outputs, and long term outcomes, as well as on the consequences of policy
change (Crosby, & Bryson, 2005).
Youth violence remains a serious threat to the health and well-being of young people in American
inner cities. It is critical for leaders and other stakeholders to define their roles and develop the abilities to
address the threat effectively. It is recommended that leaders and other stakeholders use a public health
framework to reduce youth violence (Fagan & Catalano, 2012). This should encompass collaborative
input from many disciplines, including law enforcement, human services, physical and public health,
faith-based/non-profit organizations, parents, youth, and school administrators. It should include
increased prevention initiatives in the years to come, utilizing solid and comprehensive data on juvenile
killings and injury estimates, and combine meticulous evaluations (Fagan & Catalano, 2012).
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