bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leade

Paul also encourages leaders to give themselves wholly to godliness. (1 Timothy 4:15). Doing so brings about godliness in others. The effective leader will not be a force of just personality and power plays. Leaders cannot be power seeking controllers of others lives, when it is the Lord who is in control. Some people see experiences and challenges as learning opportunities and value others as role models and sources of feedback. Effective leaders must be relationship oriented, centered on building and mentoring others. “The key to effective leadership is the ability to care, and make accurate judgments about how others react to you.”1 Sincerity, hospitality, good-natured, and being respectable are mentoring tools that Paul provided to Timothy to help him lead leaders.

Before undertaking the mentoring role, it is essential to understand the process and the difference between mentoring and other leadership development tools such as coaching or tutoring. It is a confidential relationship between mentor and prot?g? and this confidence must be maintained. The role of the mentor is to help the person bring about the transition from reliance on others to reliance on him or herself. “Every day we each grow older, meet new people, encounter new problems and challenges, and perhaps suffer some defeats. No matter how little we seem to change, remaining the same is impossible.”2 Helping someone to learn and grow should be the goal of a good mentor. “The real aim of mentoring is not mastery, because it implies closure or an ending.” 3. The ultimate goal should be continuous growth.

The Leadership Practices Inventory (LPI) is a research tool developed by Jim Kouzes and Barry Posner in 1983. They wanted to know what people did when they were at their "personal best" in leading others. From this project evolved The Leadership Challenge Model. From an analysis of the personal-best cases, they developed a model of leadership that consists of what Kouzes and Posner call The Five Practices: 1) Challenging the process, 2) Inspiring a shared vision, 3) Enabling others to act, 4) Modeling the way, and 5) Encouraging the heart. I took the survey and asked three of my Navy colleagues to take it as well – a department head from a previous command, a fellow division officer from my tour onboard USS ESTOCIN (FFG 15), and a subordinate from my department head tour onboard USS SAMUEL B. ROBERTS (FFG 58).

The greatest differential between how I rated myself and how my colleagues viewed me occurred in the area of Inspiring a shared vision – specifically enlisting others in a common vision. I understand the need to get buy-in on the vision, to enlist others in the dream but more importantly I did not get followers and colleagues to understand, accept, and commit to the vision. “Teaching a vision – and confirming that the vision is shared – is a process of engaging constituents in conversations about their lives, about their hopes and dreams.”4. This is just one of the many mentoring tools available to leaders.

Knowledge management is another tool available to help leaders lead others. Knowledge Management refers to a range of practices used by many organizations to identify, create, represent, and distribute knowledge across the organization. This includes Knowledge Acquisition, Knowledge Transfer, Knowledge Creation, Knowledge Sharing, and Knowledge Application. These programs correlate to organizational objectives and generate specific outcomes such as increased performance, competitive advantage, or higher levels of innovation. While the transfer of knowledge will always exist (i.e. discussion with peers around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refer to “skills, abilities, and learning capacity.”5 These skills develop through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leader

ow older, meet new people, encounter new problems and challenges, and perhaps suffer some defeats. No matter how little we seem to change, remaining the same is impossible.”2 Helping someone to learn and grow should be the goal of a good mentor. “The real aim of mentoring is not mastery, because it implies closure or an ending.” 3. The ultimate goal should be continuous growth.

The Leadership Practices Inventory (LPI) is a research tool developed by Jim Kouzes and Barry Posner in 1983. They wanted to know what people did when they were at their "personal best" in leading others. From this project evolved The Leadership Challenge Model. From an analysis of the personal-best cases, they developed a model of leadership that consists of what Kouzes and Posner call The Five Practices: 1) Challenging the process, 2) Inspiring a shared vision, 3) Enabling others to act, 4) Modeling the way, and 5) Encouraging the heart. I took the survey and asked three of my Navy colleagues to take it as well – a department head from a previous command, a fellow division officer from my tour onboard USS ESTOCIN (FFG 15), and a subordinate from my department head tour onboard USS SAMUEL B. ROBERTS (FFG 58).

The greatest differential between how I rated myself and how my colleagues viewed me occurred in the area of Inspiring a shared vision – specifically enlisting others in a common vision. I understand the need to get buy-in on the vision, to enlist others in the dream but more importantly I did not get followers and colleagues to understand, accept, and commit to the vision. “Teaching a vision – and confirming that the vision is shared – is a process of engaging constituents in conversations about their lives, about their hopes and dreams.”4. This is just one of the many mentoring tools available to leaders.

Knowledge management is another tool available to help leaders lead others. Knowledge Management refers to a range of practices used by many organizations to identify, create, represent, and distribute knowledge across the organization. This includes Knowledge Acquisition, Knowledge Transfer, Knowledge Creation, Knowledge Sharing, and Knowledge Application. These programs correlate to organizational objectives and generate specific outcomes such as increased performance, competitive advantage, or higher levels of innovation. While the transfer of knowledge will always exist (i.e. discussion with peers around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refer to “skills, abilities, and learning capacity.”5 These skills develop through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leade

atest differential between how I rated myself and how my colleagues viewed me occurred in the area of Inspiring a shared vision – specifically enlisting others in a common vision. I understand the need to get buy-in on the vision, to enlist others in the dream but more importantly I did not get followers and colleagues to understand, accept, and commit to the vision. “Teaching a vision – and confirming that the vision is shared – is a process of engaging constituents in conversations about their lives, about their hopes and dreams.”4. This is just one of the many mentoring tools available to leaders.

Knowledge management is another tool available to help leaders lead others. Knowledge Management refers to a range of practices used by many organizations to identify, create, represent, and distribute knowledge across the organization. This includes Knowledge Acquisition, Knowledge Transfer, Knowledge Creation, Knowledge Sharing, and Knowledge Application. These programs correlate to organizational objectives and generate specific outcomes such as increased performance, competitive advantage, or higher levels of innovation. While the transfer of knowledge will always exist (i.e. discussion with peers around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refer to “skills, abilities, and learning capacity.”5 These skills develop through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leade

around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refer to “skills, abilities, and learning capacity.”5 These skills develop through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leade

bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” 6

To create, share, and transfer knowledge, leaders must have a process in place for both physical and social support. For example, the technology used (i.e. Internet or intranets) must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” 7.

1. Manuel London, Leadership Development: Paths to Self-Insight and Professional Growth, (Mahwah: Lawrence Erlbaum Associates, Incorporated, 2001), 32.

2. Gordon F. Shea, Mentoring: How to Develop Successful Mentor Behaviors, (Menlo Park: Course Technology Crisp, 2001), 27.

3. Christopher R. Bell, Managers as Mentors: Building Partnerships for Learning, (San Francisco: Berrett-Koehler, Inc., 2002), 93.

4. James M. Kouzes and Barry Z. Posner, The Leadership Challenge. 3rd Ed., (San Francisco: Jossey-Bass Books, 2002), 143.

5. Susan E. Jackson, Michael A. Hitt, and Angelo S. DeNisi; Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management, (San Francisco: Jossey-Bass, 2003), 7.

6. Susan E. Jackson, Michael A. Hitt, and Angelo S. DeNisi; Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management, (San Francisco: Jossey-Bass, 2003), 10.

7. Susan E. Jackson, Michael A. Hitt, and Angelo S. DeNisi; Managing Knowledge for Sustained Competitive Advantage, 217.