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Chalks: Running with an Olympian, experiences, trials, and tribulations to sustain relevance; Renewing relevancy after 70. Volume One, 1st Edition
Abstract
Volume One of this three-volume study covers this investigation’s exploration into the changing landscape of leadership in the United States and the implications for the current culture and social values. Our study focuses on the characteristics and behaviors of transforming leadership and their impact on society.[i] We examine how leaders today, particularly those aged 20 to 40, have been influenced by culture and value shifts in the past few decades and recent changes in U.S. culture and values.
This study aims to investigate and validate the following hypotheses and core (1) The fundamental principles and frameworks associated with leadership practices in the U.S. have significantly changed since the 1950s and 1960s. (2) Cultural characteristics and the educational systems applied today have improved leadership in the U.S. (3) Modern beliefs, ideologies, and behaviors of U.S. leaders have a negative impact on U.S. society and its structural integrity. (4) Supporting evidence suggests there are differences between traditional and modern leadership characteristics. (5) Modern leadership[ii] characteristics and traits contribute to the decay or fragmentation of societal, cultural, and religious cohesion in the U.S. and its governing agencies. The study concludes by addressing the following (6) The answers to the core statements of this study are major factors that make it challenging to maintain relevance after the age of 70 in the United States.
Using a mixed-method approach, we rely on the insights of leading experts and scholars in the field of leadership to develop a framework for understanding these changes. Our research includes case studies that identify challenges and successes in leadership. The investigation delves into some of the causes of a leadership crisis rooted in the higher educational system and the dynamics playing out on college campuses and classrooms.
Our findings indicate that these dynamics represent a significant shift in U.S. leadership. These findings suggest a growing concern among a wide segment of the U.S. population that the country is experiencing a shortage of leaders capable of driving positive change and serving the best interests of the public. The study presents a unique perspective by commencing with the examination of the educational journey of two individuals, aged 63 and 65, who pursued doctoral degrees in leadership within this evolving culture or transformative context. What they initially discovered that was occurring in their university classrooms was, as it turned out, significantly associated with key factors and indicators of this national social and cultural shift or transformation. Many economists and demographic analysts predict workforce shortages in the U.S. These experts suggest that individuals in this 65 to 70-year-old age group may need to be encouraged to reenter the workforce to address this shortfall, even considering artificial intelligence and the integration of a robotic workforce.
This investigation sheds light on the evolving nature of leadership in the U.S., providing valuable insights for senior-level executives in enterprises, academics, practitioners, and policymakers who aim to understand and navigate this changing landscape.
Volume Two covers the data, case study episodes, narratives, public media, and literature pertaining to the six hypotheses and other core or stem statements discovered to be significant in terms of identifying the cause and effect of the phenomenon Dr. Huff refers to as a Transformational Modern Leadership (TML) crisis that is perhaps significantly associated or coupled with a loss of United States relevancy in the global community.
Volume Three covers the additional data and information collected and the associated analytics.
Volume One of this three-volume study covers this investigation’s exploration into the changing landscape of leadership in the United States and the implications for the current culture and social values. Our study focuses on the characteristics and behaviors of transforming leadership and their impact on society.[i] We examine how leaders today, particularly those aged 20 to 40, have been influenced by culture and value shifts in the past few decades and recent changes in U.S. culture and values.
This study aims to investigate and validate the following hypotheses and core (1) The fundamental principles and frameworks associated with leadership practices in the U.S. have significantly changed since the 1950s and 1960s. (2) Cultural characteristics and the educational systems applied today have improved leadership in the U.S. (3) Modern beliefs, ideologies, and behaviors of U.S. leaders have a negative impact on U.S. society and its structural integrity. (4) Supporting evidence suggests there are differences between traditional and modern leadership characteristics. (5) Modern leadership[ii] characteristics and traits contribute to the decay or fragmentation of societal, cultural, and religious cohesion in the U.S. and its governing agencies. The study concludes by addressing the following (6) The answers to the core statements of this study are major factors that make it challenging to maintain relevance after the age of 70 in the United States.
Using a mixed-method approach, we rely on the insights of leading experts and scholars in the field of leadership to develop a framework for understanding these changes. Our research includes case studies that identify challenges and successes in leadership. The investigation delves into some of the causes of a leadership crisis rooted in the higher educational system and the dynamics playing out on college campuses and classrooms.
Our findings indicate that these dynamics represent a significant shift in U.S. leadership. These findings suggest a growing concern among a wide segment of the U.S. population that the country is experiencing a shortage of leaders capable of driving positive change and serving the best interests of the public. The study presents a unique perspective by commencing with the examination of the educational journey of two individuals, aged 63 and 65, who pursued doctoral degrees in leadership within this evolving culture or transformative context. What they initially discovered that was occurring in their university classrooms was, as it turned out, significantly associated with key factors and indicators of this national social and cultural shift or transformation. Many economists and demographic analysts predict workforce shortages in the U.S. These experts suggest that individuals in this 65 to 70-year-old age group may need to be encouraged to reenter the workforce to address this shortfall, even considering artificial intelligence and the integration of a robotic workforce.
This investigation sheds light on the evolving nature of leadership in the U.S., providing valuable insights for senior-level executives in enterprises, academics, practitioners, and policymakers who aim to understand and navigate this changing landscape.
Volume Two covers the data, case study episodes, narratives, public media, and literature pertaining to the six hypotheses and other core or stem statements discovered to be significant in terms of identifying the cause and effect of the phenomenon Dr. Huff refers to as a Transformational Modern Leadership (TML) crisis that is perhaps significantly associated or coupled with a loss of United States relevancy in the global community.
Volume Three covers the additional data and information collected and the associated analytics.
672 pages, Kindle Edition
Published December 19, 2023
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