Douglas Zubka

As part of the special edition recognizing the 40th anniversary of Educational Management Administration & Leadership this article reviews the coverage of leadership and diversity issues in the journal. The majority of articles concerning diversity have focused on gender, with attention turning to the wider concept of diversity since the year 2000. This article considers two main aspects: the impact of diversity on becoming a leader and the impact of diversity on the practice of educational leadership. The article finishes by raising some of the debates around diversity and suggesting areas for further research and publication.

This paper analyses a leader's current situation based upon a case study of a leader who was promoted to his position 11 months ago. He has been working 10 or 11 hours a day s well as weekends, which is what is expected of leaders in this organization. His situation suddenly changes when he catches the flu then has to catch up. The discussion includes an examination of theories of life balance and energy management and provides opportunities for professional development.

This paper presents an assessment of the Strengths Based Leadership assessment tool, and the VIA survey. A self-assessment is provided also based on the Strengths Based Leadership assessment tool, the VIA survey and the PERMA model from positive psychology. It further analyses and discusses future areas for self-development and opportunities for growth and effectiveness based on personal strategies drawn from positive psychology.

This paper presents a preliminary analysis report of the multicultural intelligence factors involved in a case study. It provides three missed opportunities for examination for leadership and diversity. It suggests strategies for effective leadership and explores ways to promote and develop cross-cultural competence that are needed for incorporation into the action plan.

This paper presents an interpretation of the concept of great leadership. It also analyses traits, skills, and values of leadership based on both experience and research. These analyses also include insights about adaptive capacity, values and ethics.

This paper  presents a proposed group-level intervention plan extrapolated from a case study based upon Gestalt and Adlerain theories. It then suggests strategies for dealing with client resistance, presents an implementation plan and a plan for evaluation.

This paper analyzes multicultural intelligence factors for a scenario provided in a case study. It provides three missed opportunities for for leadership and diversity and suggests strategies for effective leadership. It also explores ways to promote and develop cross-cultural competence that are needed for incorporation into an action plan.

This paper presents an interpretation of the concept of great leadership. It also analyses traits, skills, and values of leadership based on both experience and research. These analyses also include insights about adaptive capacity, values and ethics.

A 4 part series of papers which present the case study of Bobby a working mother, whose child is diagnosed as special needs, across a span of years. It looks at the relationship between the organization for which Bobby works and the employee from an Organizational Development lens assuming the author of the paper was hired by the organization as a Leadership and Training consultant. Lifespan Development theory is applied to this case supported by the works and theories of Barnard, Bowlby, Maslow, Soloman, Sameroff, and Zubka. These theories combine the theories of both Business and Psychology in an organic structure to offer a workable solution through the lens of I/O Psychology.

A 4 part series of papers which present the case study of Bobby a working mother, whose child is diagnosed as special needs, across a span of years. It looks at the relationship between the organization for which Bobby works and the employee from an Organizational Development lens assuming the author of the paper was hired by the organization as a Leadership and Training consultant. Lifespan Development theory is applied to this case supported by the works and theories of Barnard, Bowlby, Maslow, Soloman, Sameroff, and Zubka. These theories combine the theories of both Business and Psychology in an organic structure to offer a workable solution through the lens of I/O Psychology.

A 4 part series of papers which present the case study of Bobby a working mother, whose child is diagnosed as special needs, across a span of years. It looks at the relationship between the organization for which Bobby works and the employee from an Organizational Development lens assuming the author of the paper was hired by the organization as a Leadership and Training consultant. Lifespan Development theory is applied to this case supported by the works and theories of Barnard, Bowlby, Maslow, Soloman, Sameroff, and Zubka. These theories combine the theories of both Business and Psychology in an organic structure to offer a workable solution through the lens of I/O Psychology.

A 4 part series of papers which present the case study of Bobby a working mother, whose child is diagnosed as special needs, across a span of years. It looks at the relationship between the organization for which Bobby works and the employee from an Organizational Development lens assuming the author of the paper was hired by the organization as a Leadership and Training consultant. Lifespan Development theory is applied to this case supported by the works and theories of Barnard, Bowlby, Maslow, Soloman, Sameroff, and Zubka. These theories combine the theories of both Business and Psychology in an organic structure to offer a workable solution through the lens of I/O Psychology.

This paper offers a critical analysis of two leadership theories in relation to a case study. It evaluates the usefulness of different leadership theories to a leader in a specific situation. It also compares and contrasts the leadership theories and creates guidelines based on leadership theories for effective leadership

An otherwise functional set of teams is divided by its member’s identifications and environments. The environment and actions of its members do not support a cohesive single organism, rather they
promote  separation and differentiation between organisms. This is the foundation upon which all your other issues rest.

This presentation proposes a solution where virtual workers will become every bit as engaged as the office staff. And develop into a cohesive organism. Members who are currently under-performing will be able to meet and even exceed the current standards and as a whole the team’s overall throughout may even increase. Innovation will be collaborative amongst all members, virtual and office alike, and the improved morale will improve throughout.