THe SPL

The SPL represents the leadership model: The Scholar, Practitioner, and Leadership model. In this design, a leader represents an individual who balances their scholarship, practitionership, and leadership into a singular management style. At J.C. Quigley consulting, our leaders balance their education with applied experience and their actual practice. Together, the leader can balance their lived experience with their applied academic works.

 

For J.C. Quigley, leadership is not just a title to be claimed- we are each leader in our own fields who are passionate about the industries we specialize in. Stated, each of J.C. Quigley Consultants offers ten years toward their academic understanding of an industry, ten years of their lived entrepreneurship, and ten years of our leadership in that industry. We do not just claim our knowledge - we live it. 

The Scholar

The integration processes we offer work. We work with proven research methods and have access to the vast wisdom of interdisciplinary experts. White and Bruton (2011) impress the importance of organizations' ability to manage technology and innovation as critical aspects of leadership's ability to understand the company's capabilities.

The thoughts, feedback, and concerns of every member of the organization are used to inform the analysis and develop proposals.  As a lifelong learner and doctorate practitioner candidate, Constance has over16 years of her own successes, failures, applied knowledge, and research-driven scholarship to leverage for your organization.

Entrepreneurship drives our background, which uniquely positions us to inform your organizational management of the profitable intrapreneurship engagement, transforming your workforce culture to harness otherwise unseen and untapped potential. 

Choi (2012) states that technology is an influential tool regulated by social, cultural, and economic factors. It is the intricate balance of knowledge workers and technology that maximizes every organization's efficiencies and enhances the systems processes that drive the profitability of the company.  Mayer et al. (2012) identify the organizational role of governance decisions as of the transaction cost and a critical foundational step in the company's human capital management and abilities. We test and assess every company’s current technology and its integrated reach across all communication systems, financial systems, booking systems, organizational supplier relationships, partnerships, and marketing.

The Practitioner 

The Leader 

 We successfully implement new technologies, policies, and practices and communicate success and develop training programs and support to ensure successful planning, implementation, and monitoring.  Successful, forward-thinking, and prediction measurements coordinate the resources maximizing the efficiencies directly affecting the workforce. Bansal (2009) includes the successful "initiation, planning, design, execution, monitoring, controlling and closure of a project, into the coordination measurements, so again we stress that no idea is too small, and we value every thought.

21st-century leadership encourages active entrepreneurial thought leadership throughout the technology environment, creating an open hybrid of decision-making with engagement dialogue options. The purpose of promoting entrepreneurship behaviors in the workforce is to empower the company, the workforce, and growth (Sangar & Rangnekar, 2014)., understanding that this will change the ways of dealing with technology in business. All input is innovative input and an opportunity to grow.           

The References

Bansal, S. (2009) Technology scorecards: Aligning IT investments with business performance. Hoboken, NJ: Wiley

 

Choi, S. (2012). The evaluation model for interior design organizational technology integration: The quality of the design aid and economic evidence and factors. International Journal of Contents, 8(2), 67-74. doi:10.5392/IJoC.2012.8.2.067

Mayer, K. J., Somaya, D., & Williamson, I. O. (2012). Firm-specific, industry-specific, and occupational human capital and the sourcing of knowledge work. Organization Science, 23(5), 1311-1329. doi:10.1287/orsc.1110.0722

Sangar, R., & Rangnekar, S. (2014). Role satisfaction and entrepreneurship. Journal of Entrepreneurship in Emerging Economies, 6(2), 122-139. doi:10.1108/JEEE-02-2014-0001

White, M. A., & Bruton, G. D. (2011). The management of technology and innovation: A strategic approach (2nded). Mason, OH: South-Western Cengage Learning.

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