Although she will be retiring from KARE 11, Pierce has not finished her work of “helping shape stories that provide a voice for the underserved.” She will use her degree to move behind the camera and produce documentaries. “It’s a weird, wonderful transition,” she said.

Read ‘Pure class’: KARE’s Diana Pierce bows out the same way she rose to the top on the Star Tribune site.

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“We’ll see what doors are open that weren’t in the past, as a result of getting a master’s. For me, I look at it as an additional set of skills,” Pierce said. “I’m looking into several different opportunities. [The advanced degree] lets me think there is life after broadcasting. Now I feel prepared for it.”

Pierce recently announced her retirement after having worked for the station for more than 32 years.

Read C.J.: Diana Pierce is pleased her KARE11 exit included a little something extra on the Star Tribune site.

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Pierce recently completed her master’s degree in leadership at Augsburg and believes mentoring is key to help develop upcoming leaders, according to a recent St. Cloud Times story on Mentor Morning.

“You’re always going to be in a position of leadership or being lead,” Pierce said in the article. “So the more tools you have in your tool kit the better off you are.”

��𲹻�:�� on the St. Cloud Times website.

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The colloquium serves as a showcase of student creativity, highlighting explorations of every angle of leadership. Students are encouraged to research topics they are passionate about and which they themselves have faced in the workplace.

“I admit that the reason I was first interested in my topic of how a leader’s behavior can affect subordinates was that I experienced one of ‘those’ bosses first hand,” said Chris LeDuc as she introduced her topic. Her research showed that leaders’ conversations containing “personal consideration” with subordinates had the strongest correlation to workers’ organizational commitment.

Scott Brink, who spoke on how local government agencies can adapt more readily to economic climates and technological change, also fashioned his topic from challenges within his work environment. Faced with budget cuts, unfunded mandates, and an exhaustion of areas in which to economize, he was looking for new strategies to apply to his work.

A member of the Augsburg faculty advises each student’s project from the creation of the hypothesis to the final paper. Norma Noonan, who has headed the Leadership program for the last 18 years, reflected on the professional level with which students approach their projects. “Leadership skills, specifically regarding vision, persuasion, and action, are addressed in every course. Even though I know our students are receiving this training, it is still quite amazing to see the culmination of this effort at work in students’ research projects. Knowing that our students have honed skills that are invaluable to non-profit and for-profit organizations is a rewarding feeling.”

Colloquium presenters and their topics:

(Back row)

Lisa Wocken – How Dialogue, Discussion, and Debate Manifest in a Corporate Setting

Scott Brink – Complexity Theory and Local Government Application

Terrance Burns – The Bible and the Ballot: The Christian Right in American Politics

Debra DeRosa – Communication Satisfaction and Part-time Employees in a Park and Recreation Organization

(Front row)

Chris LeDuc – Relationship between Leader Behavior & Subordinate Organizational Commitment in Higher Education Administrators

Mhonpaj Lee – Optimizing Interpreter Services in Hospitals and Clinics

Susan Phillips – Youth Development in the Activism Context: a Case Study of the Wilder Youth Leadership Initiative

Patricia Brill – Innovation Through Social Networking in Communities of Practice

Article by Nancy Shaeffer

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At or near the completion of the course work for the Master of Arts in Leadership (MAL), students are required to develop and carry out an in-depth study of some aspect of leadership or a leadership-related topic. This study affords the student the opportunity to connect an issue or problem with what has been learned in the course work and course-related activities.

MAL student David Limberg focused his research on the model of servant leadership and its relationship to military professionals. The servant leadership theory was pioneered by Robert Greenleaf and explained in his book, “The Servant Leader.” It is based on the principle that in order to lead, one must be able to serve.

Limberg received his bachelor’s degree at West Point and served in the United States Army for nine years. “I learned a lot about leadership in the Army but never really read or heard about servant leadership,” he said. Upon reflecting on his military experience, he determined that qualities like being empathetic, listening, and caring about those we lead could be found in military leadership.

For his research project, Limberg reviewed military leadership doctrine and conducted interviews with military professionals who had been serving for ten years or more. Through the interview process, he discovered that the servant leadership model is reflected in how officers interact with their subordinates and what they do to demonstrate that they are worthy of being their leader. “They didn’t tell me they are being a servant leader, but they told me they went out of their way to help this soldier and take care of them,” he said.

In his presentation at this month’s colloquium, Limberg addressed the stereotypes that can accompany concepts of military leaders. “If you can find connections in the military, an organization that is often known for taking land and taking over, then you can find it in your own workplace,” said Limberg. “There are people out there who are doing amazing things for the small group they lead or their individual organizations. They are demonstrating that they care about the people who work for them, above and beyond what is expected, and they listen. People respond to leaders who care about them, are honest, and have integrity.”

2008 MAL Colloquium presenters:

— Mohamed Abdinur, “The Dynamics of Immigrant Remittance: The Somali Case”

— Cuthbert Fernandez, “Analysis of Mahatma Gandhi and His Leadership Style”

— Shane Horihan, “Leadership As It Relates to Employee Performance”

— Joanne Johnson, “Effects of an Increase in Email Communications in the Workplace and, Due to Its Ineffectiveness as a Communication Medium, Why It Will — Become Extinct for Business Communications”

— Jennifer Kvidt, “The Effects of Performance-Focused Training on Learning Transfer”

— Amy Lamparske, “Best Leadership Practices in Global/International Business”

— Andrew Langins, “Paradoxical Leadership: The Rise and Fall of Richard Nixon”

— David Limberg, “Servant Leadership and the Military Professional: How Do Military Professionals Practice Servant Leadership in the Conduct of Their Lives as Leaders?”

— Jonathan Olson, “Characteristics of Charismatic Leaders Who Have Led Their Followers Astray”

— Timothy Roddy, “Observations of the Behavior and Practices of Leaders of Christian Value-Led Companies”

— Alicia Schwarz, “Leadership and Youth Mentoring”

— Alicia Smith, “The Role of Black Women in the Civil Rights Movement”

— Bangalee Trawally, “Nelson Mandela the Transformational Leader: The Struggle for Social Justice, Equality and Democratic Change in South Africa”

— Elizabeth Walker, “Computerized Provider Order Entry Implementation: Provider Leadership Key to Success

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