Abstract The author is an American entrepreneur and civic leader, and the Founder, Chairman, and CEO of Operation HOPE, the nation's largest on‐the‐ground provider of financial literacy and economic empowerment services. He puts the considerable changes the world has undergone in the 30 years since Leader to Leader began publishing in the context of leadership needed in realms such as economic improvement and financial literacy as basic rights available to wider areas of society. He identifies “the central leadership question of our time: Can we build a society in which more people believe they have a real stake in tomorrow?” He identifies the “Third Reconstruction” as an economic moment: “the work of moving from civil rights to silver rights, from protest to ownership, and building a capitalism that finally includes everyone.” He notes the importance of the concept of hope and identifies key areas in which leadership must take hold and continually improve; in his words, Financial Literacy, Economic Mobility, and the Architecture of Opportunity.
Abstract The author, a leadership educator and keynote speaker, has also published three books of poetry. While examining leadership challenges during the 30 years of the existence of Leader to Leader , and the transformative contributions of the publication's founder, Frances Hesselbein, he also includes four of his own poems. He recounts four forces that have “reshaped the landscape of leadership.” In his words, they are globalism, more women in positions of senior leadership, denigration of truth, and artificial intelligence. Reflecting upon Frances’ teachings and life example, his four poems each come with short titles: Heart, Integrity, Courage, Life Lesson. “Taken as a whole,” he contends, “these attributes provide suggestions as to how to address the challenges we face today because they are rooted in a moral code that provides clarity as well as compassion.”
Abstract The author, the editor‐in‐chief of Leader to Leader , begins by relating the optimism and determination of Frances Hesselbein in creating the publication 30 years ago, and how those values are modeled in the classic 1930 book by Watty Piper, The Little Engine that Could . The author discusses the fact that Frances “never shied away from celebrating Leader to Leader .” She was particularly proud of the APEX awards the publication won consistently over the years, and the author points out that two more APEX awards were won this year. She acknowledges the people and organizations that support the publication each issue, and remarks about “our deepest gratitude to our contributors for your great work, thought leadership, and dedication. It is because of your contributions that we are able to bring people together to collaborate, network, and learn from each other through the pages of our Leader to Leader journal.”
Abstract The author, the originator of the concept of “Artificial Integrity” and an AI researcher, writes about the role of humans, and human thinking and skills, in a world of rapidly shifting values caused in large part by artificial intelligence. He discusses the concept of “transferability,” which he asserts is the “ability to take what one has already developed, often in a completely different domain, and apply it meaningfully to a new, unfamiliar situation.” He writes about this concept within music and athletics, noting applicability within the worlds of business and organizations. “What matters now,” he writes, “is not just seeing what repeats, but understanding how what once made sense can be made to make sense again, elsewhere.” He also writes of three conditions, or steps, of transferability: The first “lies in recognizing predisposition.” The second is “deliberate amplification.” The third is “the act of transfer itself.”
Abstract Leadership has been an integral part of the author's life, from her earliest years. She notes that her “parents, Sam and Maureen Shriver, built their careers around it. And as the granddaughter of Dr. Paul Hersey, the co‐creator along with Ken Blanchard of the Situational Leadership® Model, first published in the Training and Development Journal in May 1969, the principles of great leadership were always present in my life.” She further notes that she has “dedicated my career to modernizing the Situational Leadership Model to make it more accessible and sharing it with as many people as possible.” She stresses the importance of caring, and how leadership can be expressed in many forms, not just the workplace. “The Situational Leadership Model,” she writes, “gives you a framework, but effective leadership goes beyond that; it comes from the heart. It means being intentional about how you lead and always striving to do better and making sure your people know they can hold you accountable to a high standard of integrity.”
