Transformational Leadership – SAMIBC2026 Presentation

This accepted practitioner research presentation conducts a comprehensive review of transformational leadership literature to inform leadership development initiatives and organizational change efforts. Drawing on landmark studies and recent research, the session connects theory to practice through its application to the Transformational Leadership Growth Lab at the University of South Carolina Palmetto College.

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Integrity Is Not a Value Statement: It Is the Choices You Make When It Costs You Something

Integrity is often treated as a value statement, but high performing teams experience it through everyday decisions and behaviors. When leaders make consistent choices, own mistakes, and act with clarity even when it is uncomfortable, trust follows. This Management Monday article explores how integrity quietly shapes team culture, why it erodes long before it fails publicly, and how daily leadership decisions either strengthen or weaken performance. Integrity is not abstract. It is a practical foundation for trust, accountability, and sustained results.

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Developing Transformational Leaders – SAMIBC2026 Presentation

Higher education leaders are often promoted into complex roles without formal leadership training. This SAMIBC 2026 session shares a practitioner case study from the University of South Carolina Palmetto College, highlighting a Transformational Leadership Growth Lab designed to help deans and academic leaders build the skills needed to lead change, strengthen culture, and move beyond day-to-day transactional demands.

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Building Healthy Organizations from the Inside Out: How Leader Psychological Capital Shapes Culture, Resilience, and Results – SAMIBC2026 Presentation

Most organizational health efforts focus on behavior rather than the psychological resources leaders use to shape systems. This session explores how leader Psychological Capital drives culture, resilience, and performance, offering practical tools for building healthier organizations from the inside out.

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Communication Is Not Transmission: It Is the Behavior That Follows the Message

Communication is often treated as information sharing, but high performing teams know it only matters when it shapes understanding and behavior. When leaders pay attention to how messages land, listen with intention, and tailor communication to their audience, alignment improves and confusion fades. This Management Monday article explores why communication is a leadership practice rather than a one time event, how listening drives clarity, and why culture is shaped through everyday conversations. Strong communication is not about saying more. It is about saying what matters in a way people can act on.

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A Growth Mindset Is Not About Optimism: It Is About Treating Every Outcome as Incomplete

A growth mindset is often mistaken for optimism, but high performing teams treat it as a discipline rather than an attitude. When leaders view outcomes as information instead of final judgments, teams become more adaptable, resilient, and willing to learn. This Management Monday article explores how fixed thinking quietly takes hold, why learning requires intentional space, and how leadership behavior determines whether growth is encouraged or suppressed. A growth mindset is not about getting everything right. It is about improving how teams respond when things do not go as planned.

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Transforming the Emergency Department to Strengthen Organizational Performance: A Data-Driven Management Model for Optimizing Patient Flow and Decision-Making – SAMIBC2026 Presentation

Emergency Departments shape hospital performance in real time, yet operational bottlenecks in intake, triage, transfers, and bed assignment often limit throughput and strain staff. This SAMIBC 2026 accepted poster introduces a data-driven management model for an Adult Emergency Department in Asunción, Paraguay, combining flow data analysis, frontline insight, and early digital tools such as real-time bed visualization and machine-learning-assisted triage support. The work reframes the ED as a strategic operational system and highlights scalable approaches to reduce waiting time variability, improve coordination, and strengthen organizational resilience without major infrastructure expansion.

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