Relevant bibliographies by topics / Building Leader

Academic literature on the topic 'Building Leader'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Building Leader"

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Akin, Terrence B., and Mandy C. Eaton. "Leader Legacy Building." Frontiers of Health Services Management 36, no. 4 (2020): 12–20. http://dx.doi.org/10.1097/hap.0000000000000083.

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Bianco, Colleen, Pamela B. Dudkiewicz, and Donna Linette. "Building nurse leader relationships." Nursing Management (Springhouse) 45, no. 5 (May 2014): 42–48. http://dx.doi.org/10.1097/01.numa.0000442635.84291.30.

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Tourangeau, Ann E. "Building Nurse Leader Capacity." JONA: The Journal of Nursing Administration 33, no. 12 (December 2003): 624–26. http://dx.doi.org/10.1097/00005110-200312000-00002.

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Norouzi Kandalan, Roya, Murali Varanasi, Bill Buckles, and Kamesh Namuduri. "Impact of Leadership and Mobility on Consensus-Building in Sensor Networks." Sensors 20, no. 4 (February 17, 2020): 1081. http://dx.doi.org/10.3390/s20041081.

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Introducing leadership and mobility is known to benefit wireless sensor networks in terms of consensus-building and collective decision-making. However, these benefits are neither analytically proven nor quantified in the literature. This paper fills this gap by investigating the mobility dynamics in wireless sensor networks analytically. The results of the analytical investigation are presented as a set of theorems and their proofs. This paper also establishes a natural synergy between the leader-follower model and its bipartite graph representation. It demonstrates the advantages of the leader-follower model for consensus-building over others in terms of improved convergence rate. It presents a strategy for choosing leaders from among the agents participating in the consensus-building process using the well-known graph-coloring solution. Then, it shows how the leader-follower model helps improve the convergence rate of consensus-building. Finally, it shows that the convergence rate of the consensus-building process can be further improved by making the leaders mobile.
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Gjerde, Susann, and Gro Ladegård. "Leader Role Crafting and the Functions of Leader Role Identities." Journal of Leadership & Organizational Studies 26, no. 1 (May 28, 2018): 44–59. http://dx.doi.org/10.1177/1548051818774553.

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This article explores how experienced leaders address an inherent tension between leader role expectations and leader role identities when they enter a new position. Building on analysis of interviews with leaders in intrarole transition, role, and identity theories, we suggest they engage in a process of leader role crafting. We present four sets of role-crafting strategies which aim to influence the development of leader roles, and show how leader role identities both facilitate and impede the use of these. The article contributes to the leadership literature by extending contemporary perspectives on dynamic roles and role identities, while shedding light on an important challenge for today’s leaders who are faced with a particularly ambiguous and demanding role that is always in the making. The study also adds to practice by suggesting ways that leaders can engage in leader role crafting in a more reflexive manner.
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Holmes, Barbara, Christopher Hahn, and Carson Perry. "Building the Organizational Leader Brand: Change Agent, Scholar, Thought Leader." International Research in Higher Education 2, no. 2 (May 26, 2017): 45. http://dx.doi.org/10.5430/irhe.v2n2p45.

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Who we are matters. Developing the personal brand communicates to the world the values that fuel daily leadership habits and practices. Exposure to branding is constant in everyday life. People are continuously exposed to various brands, including clothing, vehicles, food selection, recreation, and media. Building the organizational leader brand requires the same processes, strategies, and tactics as branding and promoting traditional products, yet is much more involved.Research supports that millennial audiences connect best with individuals, rather than organizations. Consequently, effective personal branding is essential to building trust and a reputation that supports such viable relationships within organizations. Successful brands are constructed to embody traits the target market or followers identify with, and thus develop an affinity to. Likewise, organizational leadership brands must incorporate the personal traits of the leader into its identity making them unique, compelling and approachable to stakeholders.
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Johnson, Russell E., Elisa Adriasola, Alvaro Espejo, Kerrie Unsworth, Dawn L. Eubanks, Darja Miscenko, Steven A. Y. Poelmans, and Karoline Strauss. "Fostering Positive Leader Development Trajectories: Building upon Leader Identity Research." Academy of Management Proceedings 2016, no. 1 (January 2016): 16962. http://dx.doi.org/10.5465/ambpp.2016.16962symposium.

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Chudasama, Meera. "Building bridges for teachers as researchers." Management in Education 35, no. 1 (October 5, 2020): 66–68. http://dx.doi.org/10.1177/0892020620963119.

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There has been little exploration of how Research Leads build bridges and manage networks to encourage teachers to be researchers. As a middle leader on a teaching timetable, in this article, I focus on some of the current issues and dilemmas I have personally faced when trying to thrive in this role. I address these issues and draw on my own experience as evidence to support possible solutions in being a middle leader. Some of the challenges faced in this role are encouraging teachers to become researchers, motivating teachers to engage in research, making research relatable to teachers and using reflective practice to develop researching practitioners. Further to this, I explore how using a bottom-up strategy can work with senior leaders through to classroom teachers; even though this can be a difficult process, this strategy is constantly evolving with the aim to create a research-informed community. In all, this article takes a personal perspective and reflects personal experiences in being a Research Lead and a teacher-researcher. It aims to provide some strategies in managing the challenges of being a middle leader, not in the traditional sense but as a networker, community builder and teacher-researcher.
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Dotger, Benjamin H. "The School Leader Communication Model: An Emerging Method for Bridging School Leader Preparation and Practice." Journal of School Leadership 21, no. 6 (November 2011): 871–92. http://dx.doi.org/10.1177/105268461102100606.

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School leaders make countless decisions but do not receive adequate preparation for communicating their decisions to parents, students, and teachers. Building on the need to prepare school leaders for a variety of complex professional situations, this article introduces the medical education pedagogy of standardized patients to the field of school leader preparation, outlining how simulated interactions serve as a pedagogical bridge between school leader preparation and practice.
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Popper, Micha, and Ofra Mayseless. "The building blocks of leader development." Leadership & Organization Development Journal 28, no. 7 (September 25, 2007): 664–84. http://dx.doi.org/10.1108/01437730710823905.

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Dissertations / Theses on the topic "Building Leader"

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Simmons, Mathias J. "Leader self-development: an emerging strategy for building leadership capacity." Diss., Kansas State University, 2017. http://hdl.handle.net/2097/38200.

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Doctor of Philosophy
Department of Psychological Sciences
Clive J. A. Fullagar
Leader self-development is being pushed by organizations today as a practical and cost-efficient strategy to develop leadership skills. However, the research on leader self-development is still sparse and there are questions that should be answered before much stock can be placed in self-development as a viable means to increase leadership capacity. This research attempts to address these questions in several ways. First, the first study outlines a theory and process to create a scale that measures the quality of self-development activities that leaders engage in. Furthermore, a nomological network is examined with dispositional constructs that were and were not be related to the quality of leader self-development activities. The results from these scale development efforts were generally positive with the exception of the challenge dimension of quality. Second, the second study builds on previous literature by examining the interactive effect of leader self-development quality and quantity in predicting leader effectiveness and finds that quality appears to play the more important role. Finally, the second study also addresses the lack of research examining situational factors that may affect leader self-development quality. This study found that transformational leadership was related to the quality of leader self-development activities and that quality mediated the relationship between transformational leadership and effectiveness. Overall, this research addresses several gaps in the leader self-development literature and creates a foundation for future research to build on.
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Drummond-Huth, Barbara. "The Effect of Leadership Skill-Building on Nurse Leader Behaviors." UNF Digital Commons, 2009. http://digitalcommons.unf.edu/etd/311.

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Patient outcome data are an important factor in healthcare. Reports by the Institute of Medicine between 1999 and 2001, as well as recent research by Linda Aiken and her colleagues have added more emphasis to measures that can be taken to improve patient outcomes. Because of the role they play in healthcare facilities, nurse leaders are in a position to take the lead in improving patient outcomes. There is evidence to suggest that nurse leaders' transformational leadership behaviors are associated with positive patient outcomes. The purpose of this project was to identify the effect of transformational leadership skill-building training on nurse leaders' behavior in the acute care setting. The project included assessments of nine nurse leaders by those nurses which are supervised by the nurse leaders. The results indicated the nurse leaders' behavior score of 3.1 was in the transformational range (3.0-3.75.) Transformational leadership skill-building training followed the assessment process. A post training evaluation by the previous assessors followed the training. The distribution of the transformational leadership behavior scores did not change following the training.
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Singh, Ramanpreet. "Leader-Follower Model and Impact of Mobility on Consensus Building." Thesis, University of North Texas, 2017. https://digital.library.unt.edu/ark:/67531/metadc984148/.

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Wireless sensor networks are an indispensable tool in this highly connected world. WSNs have been the focus of research efforts in areas of communication, electronics and control for many years. Advancements in the fields of MEMS, RF and digital circuit technology has led to the development of low cost and extremely power efficient smart sensors. This has led to the need of a fast, reliable and inexpensive method of consensus building for these sensor networks. Basic concepts of graph theory and consensus building are explained in this thesis. This thesis reviews the models and strategies for consensus building present in the literature. The shortcomings of these models are explained through examples and a leader-follower model based consensus building strategy is presented. Algorithm to convert any graph into a bipartite graph by edge removal and a strategy to select effective leaders based on a weighted combination of node centrality, ratio of leaders to the total number of nodes and presence of leaf nodes in the group is presented in this thesis. Proposed leader-follower model is compared against classic models for consensus building are compared and proven to be better. Mobility is studied using deterministic and random mobility models to show the improvement in convergence rate of the network. It is shown that mobility can turn any disconnected network into a connected network, which is able to reach consensus.
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Turner, Megan M. "Is LEED a True Leader? Studying the Effectiveness of LEED Certification in Encouraging Green Building." Scholarship @ Claremont, 2010. http://scholarship.claremont.edu/pomona_theses/1.

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Leadership in Energy and Environmental Design (or LEED) is the most commonly used green building rating system in the United States, bestowing upon LEED certified buildings the prestige of being considered more sustainable than their non-certified neighbors. The public often assumes that LEED certified buildings are completely sustainable or even net-zero with regards to greenhouse gas emissions, but in actuality buildings certified under the most popular version of LEED are only required to be 15% more energy efficient than required by most state building codes – a far cry from the energy usage cuts needed to stave off global warming. By examining the history of LEED and its parent organization (the United States Green Building Council), contemporary criticisms of the certification system and its widespread adoption, and real-world performance of existing LEED buildings, this thesis seeks to uncover whether the LEED system is an effective tool in the fight against climate change and why it has yet to live up to its name.
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Legood, Alison. "Trust in leader-follower relationships : how and when trust building enhances dyadic and organisational outcomes." Thesis, Aston University, 2013. http://publications.aston.ac.uk/20892/.

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Guided by theory in both the trust and leadership domains, the overarching aim of this thesis was to answer a fundamental question. Namely, how and when does trust-building between leaders and followers enhance leader-member exchange (LMX) development and organisational trust? Although trust is considered to be at the crux of the leader-follower relationship, surprisingly little theoretical or empirical attention has been devoted to understanding the precise nature of this relationship. By integrating both a typology of trustworthy behaviour and a process model of trust development with LMX theory, study one developed and tested a new model of LMX development with leader-follower trust-building as the primary mechanism. In a three wave cross-lagged design, 294 student dyads in a business simulation completed measures of trust perceptions and LMX across the first 6 months of the LMX relationship. Trust-building was found to account for unexplained variance in the LMX construct over time, while controlling for initial relationship quality, thus confirming the critical role of the trust-building process in LMX development. The strongest evidence was found for the role of integrity-based trust-building behaviour, albeit only when such behaviour was not attributed to insincere motives. The results for ability and benevolence-based trustworthy behaviour revealed valued insights into the developmental nature of trustworthiness perceptions within LMX relationships. Thus, the pattern of results in study one provided a more comprehensive and nuanced understanding of the dynamic interplay between trust and LMX. In study two, leader trust-building was investigated cross-sectionally within an organisational sample of 201 employees. The central aim of this study was to investigate whether leader trust-building within leader-follower relationships could be leveraged for organisational trust. As expected, the trust-building process instigated by members in study one was replicated for leaders in study two. In addition, the results were most consistent for benevolence-based trust building, whereas both integrity- and ability-based trust-building were moderated by the position of the leader within the organisation’s hierarchy. Overall, the findings of this thesis shed considerable light on the richness of trusting perceptions in organisations, and the critical role of trust-building in LMX development and organisational trust.
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Turan, Ali. "The Turan Electric Company - the leader of the turkish market of energy and electrical products." Thesis, Київський національний університет технологій та дизайну, 2017. https://er.knutd.edu.ua/handle/123456789/6676.

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McCown, Nancy D. "The roles of internal public relations, leadership style, and workplace spirituality in building leader-employee relationships and facilitating relational outcomes." College Park, Md. : University of Maryland, 2008. http://hdl.handle.net/1903/8173.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2008.
Thesis research directed by: Dept. of Communication. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Lowman, Helen A. "Building Renewed Relevance: Portraits of CEOs Rebranding Iconic Nonprofit Organizations." Antioch University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1589710927600428.

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Singh, Shreshini. "Leadership role in setting the pace of transformation in the telecommunications industry - boldly building the next leader or conforming to status quo." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64814.

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The world is rapidly evolving, in a fundamental manner, moving from the Third Revolution to the Fourth Revolution, standing at the brink of a digital technological revolution in an aggressively competitive environment. Literature on leadership, barriers inhibiting change and organisational culture have been extensively researched. However, research limitations exist in the new millennium, where boundaries have blurred and theories have been intertwined. The purpose of this research study seeks to establish the role of leadership in influencing the pace of transformation at senior executive level, by either strategically driving change or conforming to status quo, in a male dominated environment. A qualitative research study was conducted based on 12 in-depth interviews with members of leadership from South African based telecommunications companies. The exploration study was to gain insights on the current state of the role of leadership in setting the pace of transformation, by understanding the priority status that it is given on the strategic agenda, where hard-coded barriers, such as stereotyping and societal gender preconceptions, continue to exist. The findings of the research study indicate that although some advancement has been made, albeit at a slow pace, the resounding lack of progressive organisational change, despite a strong business case for a diverse workforce, needs to be addressed with concerted effort. This can only be achieved, in a sustainable manner, if the benefits of transformation truly resonate with leaders, organisations and the telecommunications industry thereby enabling the overhaul of the system with the revolutionary change demanded.
Mini Dissertation (MBA)--University of Pretoria, 2017.
lt2018
Gordon Institute of Business Science (GIBS)
MBA
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Ferrec, Romain, and Petrus Oskam. "Building Relationships : Assessing the quality of the relationship between leaders and followers as an indication of authenticity vs. toxicity." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-34708.

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Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.
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Books on the topic "Building Leader"

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Kahnweiler, Jennifer B. The introverted leader: Building on your quiet strength. San Francisco, Calif: Berrett-Koehler Publishers, 2009.

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The cognitive leader: Building winning organizations through knowledge leadership. Lanham, MD: Rowman & Littlefield Education, 2006.

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Reeher, Grant, Terry Newell, and Peter Ronayne. The trusted leader: Building the relationships that make government work. 2nd ed. Washington, D.C: CQ Press, 2012.

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Army War College (U.S.). Strategic Studies Institute, ed. Iraq: Strategic reconciliation, targeting, and key leader engagement. Carlisle, Pa: Strategic Studies Institute, U.S. Army War College, 2009.

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Nathan, Whitaker, ed. The mentor leader: Secrets to building people and teams that win consistently. Carol Stream, Ill: Tyndale House Publishers, 2010.

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Peter, Chee, ed. Becoming an effective mentoring leader: Proven strategies for building excellence in your organization. New York: McGraw-Hill, 2013.

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Harkavy, Daniel. Becoming a coaching leader: The proven strategy for building a team of champions. Nashville, Tenn: Nelson Business, 2006.

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The front-line leader: Building a high-performance organization from the ground up. San Francisco: Jossey-Bass, A Wiley Brand, 2015.

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Carr, Patrick Oliver. Team-building with a view to enhancing group and leader performance and overall organisational effectiveness inan inner-city primary school. London: North East London Polytechnic, 1985.

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Bob, Wall. The visionary leader: From mission statement to a thriving organization, here's your blueprint for building an inspired, cohesive customer-oriented team. Rocklin, CA: Prima Pub., 1992.

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Book chapters on the topic "Building Leader"

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Brown, J. Frank. "Team Building." In The Global Business Leader, 53–66. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230579453_7.

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Roberts, Gary E. "Building Servant Leader Character." In Developing Christian Servant Leadership, 37–45. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137492456_3.

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Chisholm, James, Greg Warman, and Andrew Webster. "Building Experience into Simulations." In Experience-Driven Leader Development, 397–403. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch61.

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Brown, J. Frank. "Networking and Relationship Building." In The Global Business Leader, 31–39. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230579453_4.

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Potter, David, and Jens Starke. "The Dialogical Conscious Leader." In Building a Culture of Conscious Leadership, 88–96. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003272793-10.

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Potter, David, and Jens Starke. "The Reflexive Conscious Leader." In Building a Culture of Conscious Leadership, 138–49. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003272793-15.

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Bossen, Marisa, and Paul Yost. "Building a Board of Learning Advisors." In Experience-Driven Leader Development, 259–64. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch42.

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Marchi, Jennifer Kennedy. "Building Breadth and Depth Through Experience." In Experience-Driven Leader Development, 451–57. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch68.

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Borland, Brad. "Building Support for Experience-Based Development." In Experience-Driven Leader Development, 515–18. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch77.

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Kendall, Dana. "Mentoring: Building Leaders in Powerful Developmental Relationships." In Experience-Driven Leader Development, 405–11. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch62.

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Conference papers on the topic "Building Leader"

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Wang, Jue, and Chunxiang Luo. "On the Language Ability Building of Outbound Tour Leader." In 2016 International Conference on Management Science and Innovative Education. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/msie-16.2016.55.

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Pozin, Mohd Affendi Ahmad, Shelena A/P Soosay Nathan, Mohd Fathi Abu Yaziz Mohamad, and Aidanazima Abashah. "E-leader practices on construction project: Industrialised building system (IBS)." In PROCEEDINGS OF GREEN DESIGN AND MANUFACTURE 2020. AIP Publishing, 2021. http://dx.doi.org/10.1063/5.0044291.

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Kusumastuti, Dyah, and Sri Astuti Pramaningsih. "Indonesian Higher Education - Building Leader Competencies towards World Class Quality." In 1st International Conference on Islamic Ecnomics, Business and Philanthropy. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007084304730477.

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Kandalan, Roya Norouzi, Sindhu Alla, and Nima Hassan Rezaeian. "Impact of Mobility on Consensus Building in the Leader-Follower Model." In 2019 IEEE 90th Vehicular Technology Conference (VTC2019-Fall). IEEE, 2019. http://dx.doi.org/10.1109/vtcfall.2019.8891121.

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Fyhn, Håkon, and Lars Andersen. "Team-Leader Walk as Interdiciplinary Comunication Tool at the Building Site." In 27th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2019. http://dx.doi.org/10.24928/2019/0206.

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Skousen, Jacob. "Building Rural Leadership Capacity: Lessons Learned Through a Rural Leader Learning Community." In 2019 AERA Annual Meeting. Washington DC: AERA, 2019. http://dx.doi.org/10.3102/1444221.

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Wan, Elizabeth R., and Harry Alcock. "10 Building leaders for london: the london clinical senate fellowship programme." In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.10.

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Chachlani, Menka, Bhagyashree Netke, Amy Farrow, and Alice Everard. "129 Building bridges and scaling heights – practicing conscious kindness during the COVID-19 pandemic." In Leaders in Healthcare Conference, 17–20 November 2020. BMJ Publishing Group Ltd, 2020. http://dx.doi.org/10.1136/leader-2020-fmlm.129.

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Forrester, Tiffany. "Building Academic Resilience in Low-Performing Black Male Students: Understanding School Leader Strategies." In 2020 AERA Annual Meeting. Washington DC: AERA, 2020. http://dx.doi.org/10.3102/1573035.

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WOJEWÓDZKA-WIEWIÓRSKA, Agnieszka, Agnese KRIEVIŅA, and Ligita MELECE. "BUILDING SOCIAL CAPITAL THROUGH LEADER APPROACH 2007-2013: CASE OF LATVIA AND POLAND." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.131.

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Building and developing social capital is regarded as a major factor underpinning the development of rural areas, while the LEADER approach to rural development has been found to have a great potential for creation and use of social capital. Therefore, the aim of the study is to explore the LEADER approach in building social capital in rural areas of Latvia and Poland, based on the thematic analysis of the implemented projects during 2007-2013. To achieve the objective, the study explores the introduction of the approach in Latvia and Poland, as well as presents project case studies for social capital formation in Latvia and Poland, by using appropriate materials and research methods. Projects carried out under the LEADER 2007-2013 in Latvia and Poland affect rural communities regarding social capital on different levels at the same time: build trust, create bonds around common values and raise citizens' involvement in joint initiatives. There are examples of projects that contribute to the building of structural social capital, relational social capital and cognitive social capital in Latvia and Poland. Overall, the thematic analysis of the realized projects in Latvia and Poland reveals that in relation to the social capital they have improved the possibilities for gathering and socialization, for participation in interest groups and associations. Never before in rural areas of Latvia and Poland there has been such a form of cooperation of different local actors, applying the bottom-up approach. Studies show that this approach works well in practice and brings the intended effects to rural development.
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Reports on the topic "Building Leader"

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Hernandez, Daryle J. Building Strategic Leader Competencies into Army Officer Development and Career Progression. Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada559982.

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Silverman, Shari F. AFMS Flight Path: Building Future Leaders. Fort Belvoir, VA: Defense Technical Information Center, February 2009. http://dx.doi.org/10.21236/ada535514.

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Giuliano, Paola, Bryony Reich, and Alessandro Riboni. What Motivates Leaders to Invest in Nation-Building? Cambridge, MA: National Bureau of Economic Research, July 2022. http://dx.doi.org/10.3386/w30268.

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Haloubi, T., J. Blair, and J. McMillan. Impact through partnership: building future leaders and measurement expert. National Physical Laboratory, January 2022. http://dx.doi.org/10.47120/npl.9315.

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Boettcher, Seth J., Courtney Gately, Alexandra L. Lizano, Alexis Long, and Alexis Yelvington. Part 3: Case Study Appendices to the Technical Reports. Edited by Gabriel Eckstein. Texas A&M University School of Law Program in Natural Resources Systems, May 2020. http://dx.doi.org/10.37419/eenrs.brackishgroundwater.p3.

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This Case Study Appendix to the Technical Reports expands on regulations in San Antonio and El Paso where these water alternatives are in place. The goal of this report is to provide insight into the legal and regulatory barriers, challenges, and opportunities for these technologies to go online. Each desalination and water recycling faciality implementation site must comply with various laws and regulations. The information in these Case Studies comes from the study of brackish groundwater desalination and water recycling facilities currently operating in Texas. While there is no updated “one-stop-shop” resource where a municipal leader can find a list of all the necessary permits to build, operate, and maintain such facilities, this Technical Report aims to compile the existing, available information in an organized and accessible fashion. The Desalination Technical report is the third in a series of three reports which make up the Project. These reports examine regulations surrounding desalination and water recycling. The companion reports generally highlight building, operating, and monitoring requirements for water recycling facilities in Texas.
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Elliott, Kari A., Michael D. Erickson, Edward T. Fowler, John K. Gieseking, and Mary P. Weiss. An Identification of Interpersonal Skills for Building Army Civilian Leaders. Fort Belvoir, VA: Defense Technical Information Center, September 2006. http://dx.doi.org/10.21236/ada456949.

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Bottomlee, James D. Building Leaders' Moral Courage to Defeat the King David Syndrome. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589035.

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Mullen, Sean F. Building Strategic Leaders in the Officer Core from Day One. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589253.

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Fernandez, Katya, Marian Ruderman, and Cathleen Clerkin. Building Leadership resilience: The CORE Framework. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2043.

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Effectively building resilience in today’s increasingly uncertain and complex world is crucial, especially for those in leadership positions. The current paper offers the following insights for leaders interested in building resilience: • A brief overview of what we know about resilience and burnout. This overview is informed by decades of research in leadership development. • A new, integrated framework for cultivating resilience in leaders: The CORE (Comprehensive Resilience) Framework. This framework is focused on four areas (physical, mental, emotional, and social) and takes a whole-self approach to resilience by developing a diverse set of responses to change and disruption. • A review of the eight practices designed to help build resilience within the CORE framework: sleep, physical activity, mindfulness, cognitive reappraisal, savoring, gratitude, social connection, and social contact. These practices were selected because there is empirical evidence of their effectiveness specifically in leaders and because they are simple, both in nature and in how they can integrated into daily life. Each practice review also includes tips for how to incorporate these practices into daily life. • A discussion of the practical and future applications of the CORE framework.
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Bauer, Louis M., and Marc M. Meeker. An Acquisition Leader's Model for Building Collaborative Capacity. Fort Belvoir, VA: Defense Technical Information Center, December 2011. http://dx.doi.org/10.21236/ada558245.

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