The workshop attendees included all of the chiefs, captains, lieutenants and sergeants on the force. Leupold鈥檚 co-facilitators included Cara Lucia, the 黑料不打烊 Faculty Leadership Fellow, Instructor in Leadership Studies Leslie Blank and Melanie Bullock, director of 黑料不打烊鈥檚 Center for Leadership.

Burlington Police Chief Jeff Smythe is an ardent supporter of staff development and has been strongly committed to creating a culture of continuous learning since his arrival in 2013. Lieutenant Shelly Katkowski, who oversees and coordinates the training and development programs at the Burlington Police Department, initially consulted with Leupold to discuss content that would best serve the organization and attendees. Katkowski was formerly an assistant coach for the 黑料不打烊 women鈥檚 basketball program during the Brenda Paul era.

The workshop included modules and activities related to delivering difficult feedback, resolving conflict, and employing different influence strategies. In addition, time was devoted to facilitating planned rotational leadership changes to occur in January. This involved individuals critically analyzing their teams on a number of performance and interpersonal factors, and then presenting their findings to their new leader as a means to calibrate all parties and prepare strategic plans for 2020. The feedback from participants was extremely positive.

“It was nice seeing them have a good time while learning,”聽Smythe noted. “Mixed in with the fun, they conducted action planning, learned more about feedback, and interacted with 鈥渘ew鈥� captains who will be moving to new positions next month.鈥�

In a letter to President Connie Ledoux Book, Smythe expressed his gratitude for the workshop and his appreciation for the partnership that has emerged between the BPD and 黑料不打烊. 鈥淚 have been here in Burlington over six years now and the relationship between our department and 黑料不打烊 continues to grow鈥� and I thank you for your involvement, willingness to partner, and gracious offerings of staff and resources,鈥� Smythe wrote.

Leupold and his colleagues look forward to continuing to support the Burlington Police Department and its commitment to staff development, as well as working with other community agencies who seek to enhance their organizations and leadership.

Invited by Associate Professor Árelía Eydís Guðmundsdóttir, Leupold taught MBA students about leadership development at the individual, team, and organizational levels. In addition to discussing relevant key theories and sharing examples from his consulting work, he guided students through a series of hands-on activities and real-time applications designed to enhance their own leadership development as well as that of their organizations. 

During his visit, Leupold also met with Guðmundsdóttir and two of her colleagues, Svala Guðmundsdóttir and Inga Minelgaité, to discuss future collaborative research endeavors in the areas of leadership and human resources. This 黑料不打烊-Iceland connection began in the spring of 2018 when the group, along with Olga Stangej from ISM University of Management and Economics in Vilnius, Lithuania; asked Leupold to review their forthcoming book, . Published by Springer, the book is due for release in November of this year. 

“The book is a unique compilation of empirical research studies and historical commentaries that introduce the reader to the phenomenon of leadership in the small island nation that is growing exponentially in global visibility today,” Leupold said. “From the leaders in Europe’s earliest parliament to the popular comedian and former mayor of Reykjavik Jon Gnarr, and from the leadership behind the thrilling success of the Icelandic men’s soccer team in their Euro 2016 quarterfinal run to the leadership of Icelandic women board members today; the book provides a rich glimpse into the evolution of leadership over the centuries within the context of this unique culture.”

As part of their promotional efforts, the team will be travelling to the United States to present their work at the Icelandic embassy in Washington, D.C., on Nov. 14.

Leupold is also an associate professor in 黑料不打烊’s Department of Psychology, and the director of leadership studies and executive coach in residence at 黑料不打烊’s School of Law.

The presentation discussed the researchers’ analyses of data from the Multi-Institutional Survey of Leadership, specifically the impact of curricular and co-curricular experiential programs on students’ leadership efficacy (i.e., extent to which they can envision themselves assuming a leadership role) and resilience (i.e., their ability to recover from setbacks). Results indicated that leadership programming, as well as other experiential activities such as study abroad and internships, were better predictors of leadership efficacy than resilience. Implications and applications of the findings were discussed. The study will appear in the conference proceedings. 

At the conference, Leupold was officially installed as a member of the Editorial Advisory Board for ALE’s journal, the Journal of Leadership Education. He will serve a five-year term in this role.

Leupold also serves as the Executive Leadership Coach in Residence at 黑料不打烊’s School of Law. Skloot is currently a graduate student in higher education at the University of Georgia.

The course objectives included learning about Hofstede’s cultural dimensions and how they are manifested in cultures of volleyball-playing nations around the globe, with a particular focus on Italy.

In addition, these student-athletes completed assessments to trace the development of their own personal cultural and athletic identities and the factors that shaped them. They also engaged in in-depth analyses of the values, rituals, and practices of their own team culture and their interplay with team dynamics and performance. 

An organizational psychologist, Leupold facilitated these discussions and analyses and will continue to support head coach Mary Tendler, her staff, and the players in applying these observations and findings as a means of optimizing team functioning and performance in the Colonial Athletic Conference during the 2018-2019 season. 

This two-credit course was offered as part of the university and 黑料不打烊 Athletics’ commitment to providing student-athletes with an opportunity to study abroad. In addition to participation in cultural activities and class meetings while in Italy, the course included 18 hours of in-class meeting time before and after. As are all other study-abroad courses, this course was subject to the formal approval of the Global Education Center and 黑料不打烊’s faculty-led University Curriculum Committee.

Leupold also serves as the Executive Leadership Coach in Residence at 黑料不打烊’s School of Law.

The Experiential Learning Leadership Institute is an organization dedicated to educating leaders in higher education, K-12, and nonprofit organizations on experiential and project-based learning ().

The title of the presentation was “Developing servant leaders: Creating an assessment center for entry-level professionals,” and was co-authored by rising senior psychology major and Honors Fellow Betsy Albritton.

The presentation outlined the research that the pair has completed thus far in their creation of a comprehensive assessment and development system designed to help students as they prepare to begin their professional careers. More specifically, Leupold and Albritton are developing an assessment center, which is a collection of realistic and standardized simulations designed to assess the competencies deemed most important for a given job level.

Assessment centers are widely employed by Fortune 500 companies to help high-level professionals gain insights into their job-related strengths and weaknesses, as well as to help human resource departments make succession planning and other personnel decisions. Leupold’s and Albritton’s project is undertaking the same process of building a research-grounded assessment center but are designing it specifically for college students preparing to enter the workforce. Their aim is to pilot their assessment center in Fall 2018.

Leupold also serves as the executive leadership coach in residence at 黑料不打烊’s School of Law.

The Experiential Learning Leadership Institute is an organization dedicated to educating leaders in higher education, K-12, and non-profit organizations on experiential and project-based learning ().

As stated on its webpage: (), the journal’s aim and scope are as follows:

“JOLE engages practitioners, professionals, and scholars who focus in the leadership education and development industry spanning education, training and development, and corporate education. JOLE fosters dialogue across industries focused on the learning process and the practice of leadership education. Theory and research frame the learning and practice of leadership and the JOLE provides a platform for research and practice-oriented scholarship. JOLE provides opportunities for evolving discourse, and engagement about the discipline of leadership education. The journal serves as a forum to share teaching and learning advancements, and research innovation and application.”

Leupold will formally assume the new role at the Association of Leadership Educator’s Annual Conference in Chicago, July 2018. He is also an associate professor in 黑料不打烊’s department of psychology and serves as the Faculty Fellow for Leadership and Executive Coach in Residence at 黑料不打烊 Law. In addition, he serves as coordinator for 黑料不打烊’s leadership studies minor.

If you have any questions about JOLE or academic leadership programming at 黑料不打烊, you may contact him at cleupold@elon.edu.

In his presentation Authentic Leadership: Enhancing Self Development Through Learning Agility, Leupold first discussed the concept of authentic leadership, a popular topic in current leadership journals. Popularized by former Medtronic CEO and 2008 Isabella Cannon Distinguished Visiting Leadership Scholar Bill George, authenticity refers to a style driven by a personal code of values and sense of purpose, quality and trusting relationships, and a sense of discipline to act genuinely in all that one does.

One of Leupold’s key messages was that developing authenticity is a life-long process that requires continual self-growth and reflection, as constantly changing environments ensure that leaders will always encounter new situations that force them to challenge their authenticity. At this point he introduced the increasingly popular topic of learning agility, or the extent to which one is able to learn from events and apply those learnings to future new situations. From the areas of succession planning and employee placement, recent research has shown that individuals who are high on learning agility tend to be more flexible in their thinking, more open to new experiences, and more aware of their and others’ behaviors and motives; research has also shown that these people are much more successful when promoted to new positions or placed in new (and especially challenging) situations.

Leupold challenged participants to enhance their own learning agility through the use of a formalized and validated system for individual development planning, so that participants would be better equipped to handle new and future job challenges (e.g., technology, curricula, parental expectations, diocesan and parish requirements, etc.) in a way that that was aligned with their own personal authenticity.

Leupold is an industrial/organizational psychologist and is currently 黑料不打烊’s Leadership Faculty Fellow and Coordinator of the Leadership Studies minor. A former human resources management consultant, he is also a faculty member in the Love School of Business’ Executive Education Program. To learn more about offerings from the Executive Education Program, visit .
 

A staple in undergraduate business curricula, Business Economics is a highly quantitative course that focuses on how to optimize managerial decision making primarily through analyses of economic variables such as demand, production, costs, and market structure.

Dirienzo had long recognized that traditional textbooks and pedagogy for the course rarely makes sufficient reference to the complementary softer skills managers require in order to truly make the best organizational decisions. While continuing to focus on the core course objectives as outlined by the Love School and AACSB guidelines, Dirienzo worked with Leupold to infuse elements of ethical leadership, courageous leadership, and authentic leadership into her revised course. This infusion came through selected readings, guest speakers, class discussions, and assignments that required students to consider the role of leadership in organizational decision making as well as their own personal lives. In addition, a pre-post self assessment indicated that overall, students exhibited a statistically significant increase in all three forms of leadership at the end of the semester.

A 2012-13 Faculty Leadership Fellow, Leupold also served as a participant in a conference action session titled “From Graduate Student to Professional.” Along with other leadership educators from academic and applied work settings, Leupold discussed employment trends facing new leadership program graduates and offered strategies for managing their transition into professional roles. Key to this discussion was the importance of balancing knowledge of leadership theories with behavioral application of leadership skills.

Chris Leupold, associate professor of psychology and faculty leadership fellow, and his collaborators examined the moderating effect of hierarchical leadership level on the relationship between leader integrity and leader performance. The general finding was that integrity was found to be very important for determining executives’ performance; however, integrity was less predictive of middle-level managers’ performance. Bill Gentry of the Center for Creative Leadership and 黑料不打烊’s 2012-2013 Isabella Cannon Leadership Visiting Scholar co-authored this paper, titled “Integrity’s Place Among the Character Strengths of Middle-level Managers and Top-level Executives.”

Rob Moorman, professor of management and 黑料不打烊’s Holt Professor of Leadership, and his colleagues authored a paper titled, “Perceived Leader Integrity: Supporting the Construct Validity and Utility of a Multi-dimensional Measure in Two Samples.” The aim of this research was to demonstrate how leaders’ behavior consistency and perceived morality are relevant and distinct aspects of integrity; and how this conceptualization of leader integrity was predictive of positive outcomes such as job satisfaction and performance.

The Leadership Quarterly: An International Journal of Political, Social and Behavioral Science, is a multi-disciplined journal that examines leadership from across a variety disciplines. It is published in affiliation with the International Leadership Association and has a 5-year impact factor of 4.295. Follow the link to Link to Leadership Quarterly’s special edition on leader integrity:

Abstract for “Integrity’s Place Among the Character Strengths of Middle-level Managers and Top-level Executives”

One purpose of this study was to extend integrity research in organizations into the ranks of middle management. We therefore examined whether middle-level managers’ behavioral manifestations of integrity related to ratings of their performance. Results of hierarchical regression analysis indicated that direct report ratings of a middle-level manager’s integrity were positively related to boss ratings of that manager’s performance. A second purpose of this study was to understand differences in integrity’s relative importance to performance among other character strengths, and as a function of context (e.g., managerial level). We extend research in this area by showing, through relative weight analysis, that integrity was relatively less important to middle-level managers’ current performance compared to other character strengths (e.g., social intelligence). In contrast, integrity was relatively more important for the performance of top-level executives — roles middle-level managers may hold in the future. Implications of these results for future research and practice as well as the current study’s limitations are discussed.

Abstract for “Perceived Leader Integrity: Supporting the Construct Validity and Utility of a Multi-dimensional Measure in Two Samples”

The empirical study of perceived leader integrity has lagged its intuitively appealing role as a fundamental characteristic of effective leaders. Following theoretical examinations of the definition of integrity and previous work arguing that perceived integrity emerges from judgments of leader consistency and leader morality, we developed a multidimensional measure that includes both perceived morality and consistency items. In a first sample of university students, confirmatory factor analyses and results from regression analyses relating the dimensions to direct measures of leader integrity and trust offer partial support for the utility of including dimensions of moral behavior and consistency (represented by behavioral integrity). Further, we replicated these findings in a second sample of working professionals and found support for our hypotheses showing that dimensions assessing behavioral integrity and moral behavior related to leader effectiveness, job satisfaction, work engagement, and intent to quit as mediated by trust in the leader.

Both presentations focused on the role of integrity in leadership, and co-authors included Bill Gentry and Kristin Cullen (Center for Creative Leadership), John Sosik (Pennsylvania State University), Jae Uk Chun (Korea University Business School), and Scott Tonidandel (Davidson College).

In the wake of recent leadership and corporate scandals, the research team was responding to a general call in the field for more research to better understand the roles of character and integrity in leadership. In their paper titled, Integrity’s Place in Middle- and Top-Level Managerial Performance, the authors found that integrity was less important to middle-level managers’ current performance relative to other character strengths; in contrast, integrity was relatively more important in predicting the performance of top executives. The second study, Differences in Self-Other Rating Agreement of Integrity Across Managerial Levels, found that relative to middle-level managers, top executives exhibited greater discrepancies between their own self ratings of integrity and their subordinates’ ratings of the same executive’s integrity. Taken together, the results suggest that, although integrity is a greater determinant of executive’s performance, executives may have less accurate insights into their levels of integrity. The presentations included recommendations as to how to increase leaders’, and particularly executives’, insights and understandings of integrity since it is integral not only to organizations’ values but also performance.