Leadership as a Conceptual Framework – Part 2

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20 Under 40: JenniferDessoye

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Dr. Jennifer Dessoye is assistant professor of occupational therapy at Misericordia University and owner of Bright Beginnings Early Learning Academy (BBELA). Discontent with the early education curriculum and understanding of human development and neurolo (read more)

20 Under 40: Amy Hlavaty Belcher

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Amy Hlavaty Belcher, 39, owner and artistic director of Abrabesque Academy of Dancing, believes that for those who have been given much, much is expected. “I just try hard to do my best,” she said. I have been blessed with many opportunities and many gift (read more)

20 Under 40: Christopher Hetro

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Chris Hetro, 33, works hard and plays hard. “A strong work ethic is important, but finding balance outside of work is important because life is too short and you need to enjoy it,” he explained. As an electrical engineer and project manager at Borton-Laws (read more)

20 Under 40: C. David Pedri

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For attorney C. David Pedri, 37, it’s all about a combination of qualities that contribute to success. “My philosophy is simple: be open and honest, treat people the way you would want to be treated, with respect, and work hard to attain your dreams. The (read more)

20 Under 40: Ed Frable

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Ed Frable, 28, believes “if I work hard and stick to my word, good things will happen. My crew will not be deterred. We will re-evaluate our game plan and not give up until the job is complete,” explained Frable, the owner/operator of Ed Frable Constructi (read more)

20 Under 40: William H. Bender II

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William H. Bender II, CFP, CIMA, CRPC, loves what he does. “I’m lucky. I come to work every day excited to help the people and institutions we work with,” explained Bender, 34, first vice president at Bender Wealth Management Group, Merrill Lynch. The fam (read more)

20 Under 40: Angelo Venditti

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Angelo Venditti, 38, heard a call to the helping professions early on. Geisinger Northeast’s chief nursing officer answer was to volunteer for his local fire company. After high school, he became a paramedic, then enrolled in nursing school. Three years a (read more)

20 Under 40: Donald Mammano

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At 20, Donald Mammano began his own company, while attending the University of Scranton. Mammano, now 33, and president of DFM Properties, recalls, as a youngster, holding a flashlight while his father fixed the kitchen sink. “From that point on I was fas (read more)

20 Under 40: William J. Fennie III

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William J. Fennie III, 27, is always knocking on the proverbial door, because he knows one day, one will open. As an investment specialist with Integrated Capital Management (iCM) he cannot take “no” for an answer. “I make cold calls every day to invite f (read more)

20 Under 40: Marcus Magyar

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As an advisor at CAPTRUST Financial Advisors, Marcus N. Magyar, CFP, 30, provides comprehensive wealth management and investment portfolio services to business owners, executives, families and high-net worth individuals. His multi-disciplinary team of pro (read more)

20 Under 40: Heather Davis

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Heather M. Davis, 33, director of marketing and communication, is responsible for creating, overseeing and implementing a strategic marketing and comprehensive communications plan for The Commonwealth Medical College (TCMC). She is also responsible for pr (read more)

20 Under 40: Alexandria Duffney

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Alexandria Duffney, 30, is competitive by nature and loves a good challenge. These qualities have led her to her position as associate director of graduate admission at Wilkes University. Here she works with prospective students interested in enrolling in (read more)

20 Under 40: John Culkin

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John Culkin’s tenets inform: “Less haste equal more speed; the same boiling water that softens the potato hardens the egg, it is all about what you are made of, not the circumstances surrounding you; and don’t ask someone to walk a mile in your shoes, bef (read more)

20 Under 40: Conor O'Brien

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“What could be worse than getting to the end of your life and realizing you hadn’t lived it,” mused Conor O’Brien.” As co-founder and executive director of the Scranton Fringe Festival, O’Brien, 25, is responsible for leading the development of the overal (read more)

20 Under 40: Jessica Siegfried

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Jessica Siegfried, 38, is senior designer with BlackOut Design Inc., where she is responsible for all creative design at the full-service agency, from traditional branding and print to collateral and front end web design. “I’ve always had an interest in t (read more)

20 Under 40: David Johns

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David Johns’ career path has been shaped by his diverse experiences. As director of structural engineering at Greenman-Pedersen Inc., Moosic, Johns, 39, ensures that his engineering and consultant teams provide clients with their best effort. “We complete (read more)

20 Under 40: Robyn Jones

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Robyn Jones, 38, president of ReferLocal LLC, has learned just as many lessons from her business successes as she’s had from her failures — and she believes it’s important to share that knowledge with her employees. After graduating from American Universi (read more)

20 Under 40: Nisha Arora

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Nisha Arora, 36, tries to be the best version of herself every day. As general counsel for ERA One Source Realty Inc., she realized she cannot control other’s behavior so “I try to focus on myself and how I can be better,” she explained. Arora’s responsib (read more)

20 Under 40: Justin Sandy

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Starting at a young age in Hazleton, Justin C. Sandy, 33, found a passion for running. He became a member then a coach for Misericordia University’s cross country and track and field programs. “It was at Misericordia that I also garnered the profound sati (read more)

20 Under 40: Dr. Ariane Conaboy

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As a doctor of internal medicine at Physicians Health Alliance, Dr. Ariane M. Conaboy, 34, realizes the importance of human life and how fragile it can be at times. Conaboy graduated from Scranton Prep and the University of Scranton with a double major in (read more)

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Sciacca

By Biagio “Bill” Sciacca

One common inaccuracy that is often perpetuated in this field is leadership’s conflation with management. It should be understood that the two are distinct yet necessary approaches to problem-solving. Management involves deliberation and dispersal, highlighting others assets and drawing upon them for assignment and application in certain areas. Leadership involves guidance in shifting climates. Entering a new territory, this involves less designation of tasks and more flexibility and visualization. It becomes less about the talents that a particular group possesses and more about the foresight to predict what potentials can be summoned from this group if the challenge presents itself. The main crux here is not differentiating between management and leadership but rather, understanding when one or the other must be effectively put to action.

Understanding the difference between leadership and management should not carry with it the parochial view that the two are mutually exclusive. This is almost never the case. One may be embellished but never at the expense or dismissal of the other. The two styles should be viewed as complementary systems that balance one another, occasionally emphasizing one side when needed. The comprehension of this complementary system should be at a tacit level; it should be implicit which particular acts belong to which particular system. This understanding allows for a leader as well as a team to know which skills should be called upon and by which system they should be performed. Knowledge of these sets of skills and their particular system aids in the understanding of what mixture of management and leadership one should encourage. As we stated earlier, both are necessary and complementary systems but their blend should not arbitrarily be designed as coequal. Situations should be assessed and whatever requirements are levied on an organization should determine the marriage that these systems cultivate.

As these systems are not presented symmetrically, nor should their partnership be expected to continue statically. Architecture is an area of study where the elements of this firm but pliable partnership can be found. German writer and statesman Johann Wolfgang von Goethe, known for his extensive ruminations on artistic disciplines, was fascinated by the subject. He is quoted as saying, “I call architecture frozen music.” Architecture can be seen as a still frame, an art form capturing and petrifying the attitudes and culture of an ever-changing society. Goethe’s poetic remark is informed by the time in which he lived. The architectural style of the Baroque era lends itself to this melodic interpretation with its flowing contours and undulations. Obviously, the organic movement of marble and stone is illusory. The façades and domes impart a palpable aesthetic texture and fluidity. But with the skyscrapers of the incoming era, bending buildings became reality. Skyscrapers are an odd paradox. Usually they are seen as cold and emotionless, colorless boxes of glass and steel; on-lookers would rather romanticize the past, longing for the ornate, vivacious constructions of a period like that of Goethe. And yet, skyscrapers actually move; they sway in real-time. The movement is so slight that it often goes unnoticed. The external austerity and stoicism of the skyscraper is met with an internal, unseen flexibility. The key to its success is a strong core that acts to anchor the building and maintain its upright positioning. It prevents the inverted pendulum motion from gathering momentum and toppling the structure. The protracted metaphor here is this: The systems that help shape an organization should have this same plasticity. They should have the ability to shift their weight in changing environments. The leader then becomes the central column around which the organization transfers its weight, not allowing one system or the other to gain too much power and collapse the structure. A leader must always be present to maintain a working balance and a structural integrity.

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