This white paper is designed to guide graduate students in understanding and applying the Behavior Conditioning Model as a leadership framework in creative leadership development.
The authors have intentionally created the document as a teaching/learning tool for leadership graduate students at the Madden School of Business, Le Moyne College.
Comments on the document and process are invited and appreciated.
Note: APA standards are not met in this draft.
The objectives of this manuscript are to provide the foundational underpinnings
- To understand the concept of character versus identity as a transformational concept of self awareness
- To learn the application of the model and seven domains as critical process factors
- To establish a guide of thoughtful inquiry to replicate the process with self and others
Through personal reflection and analysis the authors propose that the model and process can be used in self- development, team development, and organization leadership development. The foundation of the develop of the model came from a study of behavior change research articles and text that represented the most demonstrable literature on the study of why or why not, people change behaviors.
The leadership practitioner is focused on increasing mandates to create performance based systems that are accountable to self, teams, and the organization. To achieve this, understanding the linkage between organizational system concepts and interdisciplinary behavior conditioning lead. Decoding behavioral dimensions is the focus of this study.
The study provides a systematic approach and tools for a practitioner to uncover some of the underlying assumptions that individuals make to guide their behaviors. A developmental research approach was established by D. Hart as means of this extracting meaning from empirical research on behavior change by first mapping research domains, second codifying the findings into cognitive dimensions that interlink to define behaviors, and third to create a framework or model to test the assumptions with practitioners.
This white paper describes the development of the behavioral conditioning model and how a practitioner could use the model to explore one’s (self/others) behavior patterns leading to successful or unsuccessful leadership behavior change.