You must complete all on-line work (areas 1-4) and the examination before your residency!

Credit Type: Course

ACE ID: IAPS-0001

Organization’s ID: LCS-IAPS

Organization: International Academy of Public Safety

Location: Classroom-based

Length: Hybrid. 320 hours (240 hrs. on-line & 80 hrs. classroom)

Lead Faculty: Dr. Anthony Normore will serve as your lead faculty although several other faculty members will be supporting him for this course. 

Biography:            https://commandcollege.org/administration/

Cell Phone:           310.803.0150

Email:                     anormore@CommandCollege.org  

Office Hours:       Available by e-mail, cell phone, and text messaging.  I am also available by zoom, facetime or skype appointment at any time.

COURSE OVERVIEW:  The course objective is to improve leadership capability through creating more aware leaders, including intentionally deeper investments in the human domain, and aligning mission and values. Graduates will be leaders and mentors for their people, dedicated to personal and professional growth, committed to promoting open communication, shared values and focused on mission accomplishment.

COURSE OBJECTIVES:  Upon the completion of the COURSE, you will …

• Develop a personal philosophy of command
• Understand the value of a peer network
• Align resources with strategy, mission, vision and values of agency
• Value critical thinking and values in decision making
• Prepare for an inspired agency command
• Build self-awareness and understand tendencies
• Assess and improve command climate and agency culture
• Value taking calculated risks and learning from mistakes

General Topics:

• Personal leadership
• Approaches to leadership
• Leadership and ethics
• Taking responsibility
• Communication and change
• Strategic elements of building a professional culture
• Versatility skills
• Human factors and leadership
• Leadership styles
• Progressive law enforcement leader effectively managing departmental risks
• The organizational change battle plan
• Mastering communication
• Budgeting
• Personnel management
• Human factors and officer wellness
• Retention & recruitment
• Crisis communication

Instruction & Assessment

 Instructional Strategies:

• Audio Visual Materials
• Case Studies
• Classroom Exercise
• Computer Based Training
• Discussion
• Learner Presentations
• Lectures
• Practical Exercises

Methods of Assessment:

• Case Studies
• Examinations
• Performance Rubrics (Checklists)
• Presentations
• Written Papers

Minimum Passing Score: 80%

Course Textbooks: 

1. Abrashoff, D. M, (2008). It’s Our Ship: The No-Nonsense Guide to Leadership. New York, NY: Warner Books.
2. Abrashoff, M. (2002). It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. New York, NY: Warner Books.
3. Anderson, T., Geisborne, K., & Halliday, P. (2017.)  Every Officer is a Leader: Coaching Leadership, Learning and Performance in Justice, Public Safety, and Security Organizations.  Holly Springs, NC: National Command & Staff College.
4. Normore, A., Javidi, M., Normand. N., Anderson, T., Scott, W., & Hoina, C. (2014). Moral Compass for Law Enforcement Professionals. Holly Springs, NC: National Command & Staff College.
5. Phillips, D. T. (1998). The Founding Fathers on Leadership: Classic Teamwork in Changing Times. New York, NY: Warner Books.
6. Phillips, D. T. (1992). Lincoln on Leadership: Executive Strategies for Tough Times. New York, NY: Warner Books.
7. Prince, T. H. (1988). Leadership in Organizations. S. Avery Publishing Group.  Available on Online.
8. Sinek, S. (2011).  Start with Why: How Great Leaders Inspire Everyone to Take Action.  New York, NY: Penguin Group.

Requirements: 

• A working email account which is active.
• Access to the Program Learning Management System page: https://acebase.commandcollege.org 
• Reliable and regular access to a computer at least the size of a notebook.
• A quiet place to work at a computer.
• Reliable internet access for several hours per week for the duration of this course.
• Follow APA Writing Style (7th Edition) for all writing assignments.
• Manual and learning resources available on-line.

Course Schedule:  You are about to embark on an advanced educational journey that includes e-learning, reading assignments, selected essays, discussion forums and group exercises. The course will be rigorous, challenging and very rewarding. Bring your best time management practices as you navigate and complete assignments particularly during the e-learning component of the program. This is a college level experience, so you will have to manage school and work. The two-week residency program is designed to provide insight into the areas of Leadership, Management, Trends, and Foresight; you will enjoy this part of the journey. Be prepared to completely immerse yourself in this learning experience. You will get much more from this program if departmental responsibilities can be kept to a minimum or delayed if possible.

• E-Learning: Lectures, reading, discussion boards, essays, case studies, and an exam.
• Residency (Classroom): Lecture, class / discussion groups and networking.
• Capstone Project:  Group Research Paper with a final presentation.  

The Leader Development Framework (see figure below) provides the overarching perspective of course design. This framework suggests three levels of leadership: direct, organizational (direct/indirect), and strategic (indirect), all grounded by common values, attributes and actions. The course further represents our environment which is culturally diverse, Volatile, Uncertain, Complex and Ambiguous, VUCA. This framework is referred to as the Model of Organizational Leadership (MOL).

The Model of Organizational Leadership (MOL) is a conceptual framework that allows us to understand the complexity of the leadership process in formal organizations. It gives us a look at organizations as living systems. There are four systems, or levels for us to analyze and understand: individual, group, leadership and organizational.  Dissecting these levels (the individual, group, and leadership systems) helps us understand the face-to-face influence processes. Understanding the remaining level of analysis, the organizational system, enables us to have a working grasp of the impact of the larger organization as well as the external environment. By examining these four interdependent systems, we can often see patterns and relationships that a more restricted analysis of the situation might miss.  Together, with the Leader Thought Process, the MOL allows us to look at a situation from a variety of perspectives. By expanding the focus of the analysis of a situation according to sub-systems, we develop more efficient and especially effective leadership style.

The MOL sub-systems contains a total of 4 Areas.  Each Area will contain a select number of on-line modules (overview, learning objectives, lectures, discussion boards, essays) and a case study.  As you complete lectures, discussion boards, essays and case studies, subsequent work becomes available.

• Learning Area 1:  Individual Sub-System (each module contains a lecture, discussion board and essay with 1 case study for the area)
  • Module # 1: Virtues of Magnanimous Officers
  • Module # 2: Approaches to Leadership
  • Module # 3: Practical Emotional Intelligence
  • Module # 4: Personal Leadership
  • Module # 5: Moral Compass
  • Module # 6: Taking Responsibility
  • Module # 7: Effective Communication
  • Module # 8: Leadership and Change
  • Module # 9: It’s Your Ship
  • Individual Sub-System Case Study
• Learning Area 2:  Group Sub-System (each module contains a lecture, discussion board and essay with 1 case study for the area)
  • Module # 1: Generations
  • Module # 2: Start with Why
  • Module # 3: Strategic Elements of Building a Professional Culture
  • Module # 4: It’s Our Ship
  • Module # 5: Leadership and Power
  • Module # 6: Conflict Management
  • Module # 7: Self-Management Skills
  • Module # 8: Interpersonal Communication and Conflict Management
  • Module # 9: Problem-Management and Opportunity Leveraging
  • Module # 10: Team and Organization Development Skills
  • Module # 11: Versatility Skills
  • Group Sub-System Case Study
• Learning Area 3:  Leadership Sub-System (each module contains a lecture, discussion board and essay with 1 case study for the area)
  • Module # 1: Human Factors and Leadership
  • Module # 2: Leadership in Practice: Legacy Leadership
  • Module # 3: Leadership in Practice: Authentic Leadership
  • Module # 4: Leadership in Practice: Servant Leadership
  • Module # 5: Leadership in Practice: Credible Leadership
  • Module # 6: Leadership in Practice: Effective Leadership
  • Module # 7: Deep Change and Positive Emotional Intelligence
  • Module # 8: Leadership in Practice: Community Leadership
  • Module # 9: Leadership in Practice: Adaptive Leadership
  • Module # 10: Leadership in Practice: Ladder Leadership
  • Module # 11: Leadership in Practice: Toxic Leadership
  • Module # 12: Making Vision Statements Intentional
  • Module # 13: Managing Personnel Performance
  • Leadership Sub-System Case Study
• Learning Area 4:  Agency Sub-System (each module contains a lecture, discussion board and essay with 1 case study for the area)
  • Module # 1: Military Leadership
  • Module # 2: Organizational Communication
  • Module # 3: Proactive Communication
  • Module # 4: Crisis Intervention Teams
  • Module # 5: Adaptive Decision Making as a Deliberate Counter VUCA Tactic
  • Module # 6: Succession Planning
  • Module # 7: Progressive Law Enforcement Leader Effectively Managing Departmental Risks
  • Module # 8: The Organizational Change Battle Plan
  • Agency Sub-System Case Study

Upon your completion of these 4 areas online, you will attend 2 weeks of residency (classroom) sessions.  Though instructors and weekly topics may change from time to time, the following serves as your on-line schedule:

• Week 1 – Monday
  • Review and MAGNUS Leadership
• Week 1 – Tuesday
  • Culture Matters
• Week 1 – Wednesday
  • Case Studies in Leadership
• Week 1 – Thursday
  • Deliberate Leadership: Creating Success with Personal Styles
• Week 1 – Friday
  • Six Sigma in Law Enforcement
• Week 2 – Monday
  • Bulletproof Spirit
• Week 2 – Tuesday
  • Budgeting – Sheriff Hoss Mack Personnel Management
• Week 2 – Wednesday
  • Capstone Project – Dr. Anthony Normore
• Week 2 – Thursday
  • Capstone Project – Dr. Anthony Normore
• Week 2 – Friday
  • Capstone Presentation
  • Graduation

Assignments and Grading:  Passing Course Grade = 80% (accumulative grading)

Calculating your final grade is very straightforward.  Your final grade is weighted.  This basically means that all activities in the course contribute a percentage to your final grade as outline below.  They fall into the following categories:

• Completing on-line lectures. 

• • The LMS will track time spent on the lecture.
  • The students will have to authenticate an “Honor Pledge” at the end of each lecture pledging that they have completed the lecture.
  • The LMS will match the honor pledge against time tracked for the lecture to allow access to the next phase of the lesson.
  • Instructor reviews participation and verifies grade before posting.

• Participation in discussions boards (1 per lesson) – graded using rubric.
• Short essays (1 per lesson) – graded using rubric.
• Case studies (1 per area) – graded.
• Final Examination – graded.
• Participation in Residency
• Final Research paper – graded using rubric.

The following is a detailed outline of weighted final grade scoring system:  

• Complete On-Line Lectures – 10% of the final grade
• Participate and Complete Discussion Forums/Binder Materials graded – 10% of the final grade
• Complete Essays (no retake) graded – 15% of the final grade
• Complete Case studies (no retake) graded – 15% of the final grade
• Final Examination (no retake) graded – 20% of the final
  • On-line comprehensive and timed exam with no retake grade.
• Participation/attendance at the residency portion of the course 10% of the final 
• Final Research Paper – 20% of the final grade
  • Manual grading by the faculty using a Rubric.

No Late Assignments:  Because of the amount of writing you will be doing in this course, we will not accept late assignments, except due to extenuating circumstances, which you must tell us about before the assignment is due. We do not give extensions when they are requested at the time when, or after the assignment is due. We will accept course through the learning management system ONLY.

Academic Integrity Statement:  A violation of academic integrity is any instance when a student attempts to pass off someone else’s words or ideas as their own, no matter where s/he obtained those words or ideas, and no matter where these ideas are presented. We practice using quotation and citation in this course so you can benefit from others’ ideas, while attributing them appropriately. There is nothing wrong with representing someone else’s ideas in your work; you just have to give them credit. Additionally, there is nothing wrong with getting help on an assignment, but the final product must be predominantly the result of your own work. All academic integrity violations in the course will result in an F on the assignment, and/or, a failing grade in the course, and/or referral to the college’s Academic Integrity officer.  Our college gives four definitions of types of academic integrity violation:

• Cheating is the unauthorized use or attempted use of material, information, notes, study aids, devices or communication during an academic exercise.
• Plagiarism is the act of presenting another person’s ideas, discussion posts, essays, research or writings as your own.
• Obtaining Unfair Advantage is any activity that intentionally or unintentionally gives a student an unfair advantage in his/her academic work over another student.
• Falsification of Records and Official Documents.

At the college, we originally adopted the APA Writing Style 6th Edition for the program beginning with Session #001 and ending with Session #016. Going forward and keeping with current APA requirements, we will adopt the APA Writing Style 7^th Edition for the program beginning in fall 2022 with Session #017. Please click here to download guidelines for a brief overview.

• • https://libguides.usc.edu/ld.php?content_id=51859788
  • https://guides.library.uab.edu/APA_7th/citing

Please see a sample APA Writing 6^th Edition Case Study applicable to Session #001 to Session #016 only. 

Here is a sample APA Writing 7^th Edition Case Study for Session #017 and going forward. 

Utilization of APA Style is required for all essays, case studies, and final capstone research papers.

President Normore and the senior faculty will be enforcing these APA policy guidelines throughout the program, particularly in your essays, case studies, and capstone paper.

If you have questions about APA, you should feel free to contact Dr. Normore at 310-803-0150, or at anormore@iaps.org

APA Basic Guidelines

Basic-Guidelines-APA 7th Edition

APA Writing Style

APA Writing Style

Required Reading Available On-Line (print and place in 3 ring binders)

1. Anderson, T., et. al. (2012).  Every Officer is a Leader: Coaching Leadership, Learning and Performance in Justice, Public Safety, and Security Organizations.  New York: Troford.  Available on Online.
2. Normore, A., Javidi, M., Normand. N., Anderson, T., Scott, W., & Hoina, C. (2014). Moral Compass for Law Enforcement Professionals. Raleigh: International Academy of Public Safety.  Available on Online.  PASSWORD = mymoralcompass
3. Prince, T. H. (1988). Leadership in Organizations. S. Avery Publishing Group.  Available on Online.

Required Reading Shipped to Your Address

1. Abrashoff, D. Michael (2008). It’s Our Ship: The No-Nonsense Guide to Leadership. New York: Warner Books.
2. Abrashoff, Michael (2002). It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. New York: Warner Books.
3. Phillips, D. T. (1992). Lincoln on Leadership: Executive Strategies for Tough Times. New York: Warner Books.

Optional reading available for your purchase through Amazon

1. Sinek, S. (2011).  Start with Why: How Great Leaders Inspire Everyone to Take Action.  New York: Penguin Group.
2. Phillips, D. T. (1998). The Founding Fathers on Leadership: Classic Teamwork in Changing Times. New York: Warner Books.

The following supplementary readings will serve as a great resource for your education and development:   

Published Books

1. Normore, A.H., Brooks, J.S., & Sum, N. (Forthcoming, 2019). Globalization, neoliberalism and education: Teaching, learning and leading in the world schoolhouse. Charlotte, NC: Information Age publishing.
2. Normore, A.H., Long, L., & Javidi, M. (2019). The handbook of research on strategic communication, leadership, and conflict management in modern organizations. Hershey, PA: IGI Global Publishers
3. Normore, A.H., Issa Lahera, A., & Zoller, K. (2019). Voices leading from the ecotone. Word and Deed Publishing, Inc., Burlington, Ontario.
4. Brooks, J.S., & Normore, A.H. (2018). Leading against the grain: Lessons from visionaries for creating just and equitable schools. New York, NY: Teachers College Press
5. Apter, M.J. (2018). Zigzag: Reversal and paradox in human personality.  Leicester, UK: Matador Press.
6. Brooks, J.S., & Normore, A.H. (2018). Foundations of educational leadership: The key to developing excellent and equitable schools. New York, NY: Routledge/Taylor & Francis.
7. Normore, A.H., & Issa Lahera, A. (2018). Crossing the bridge of the digital divide: A walk with global educators. Charlotte, NC: Information Age Publishing.
8. Normore, A.H., & Issa Lahera, A. (2017). Restorative practice meets social justice: Un-silencing the voices of “at-promise” student populations. Charlotte, NC: Information Age Publishing. 
9. Klopovic, J 2018, The Honest Backpacker: A Practical Guide for the Rookie Adventurer over 50, Affinitas Publishing, Morrisville, NC.
10. Anderson, T., Gisborne, K., & Holliday. P. (2017). Every officer is a leader: Coaching leadership, learning and performance in justice, public safety, and security organizations (3rd Edition). Holly Springs, NC. International Academy of Public Safety.
11. Normore, A.H., & Brooks, J. S. (2016). The dark side of leadership: Identifying and overcoming unethical practice in organizations. Bingley, UK: Emerald Group Publishing.
12. Normore, A.H., Javidi, M., & Long, L. (2016). The handbook of research on effective communication, leadership, and conflict resolution. Hershey, PA: IGI Global Publishers
13. Watson, T., & Normore, A.H. (2016). Racially and ethnically diverse women leading education: A worldview. Bingley, UK: Emerald Group Publishing.
14. Anderson, T. (1993-2016). The leadership skills inventory (other version). Abbotsford, B.C.: Consulting Resource Group International, Inc.
15. Anderson, T. (1992-2016). The leadership skills inventory (self-version). Abbotsford, B.C.: Consulting Resource Group International, Inc.
16. Anderson, T.D., & Robinson, T. (1987-2016). The personal style indicator. Abbotsford, BC: Consulting Resource Group International, Inc.
17. Anderson, T.D., & Robinson, T. (1987-2016). The personal style indicator in-depth interpretation. Abbotsford, BC: Consulting Resource Group International, Inc.
18. Anderson, T.D., & Robinson, T. (1987-2016). The personal style indicator leader’s manual. Abbotsford, BC: Consulting Resource Group International, Inc.
19. Anderson, T.D., & Robinson, T. (1987-2016). The job style indicator. Abbotsford, BC: Consulting Resource Group International, Inc.
20. Anderson, T.D., & Wares, B. (1987-2016). The sales style indicator. Abbotsford, BC: Consulting Resource Group International, Inc.
21. Anderson, T.D., & Wares, B. (1987-2016). The sales style indicator in-depth interpretation. Abbotsford, BC: Consulting Resource Group International, Inc.
22. Anderson, T.D., & Wares, B. (1987-2016). The sales style indicator. Abbotsford, B.C.: Consulting Resource Group International, Inc.
23. Faulkner, G., & Anderson, T. (1990-2016). The stress indicator and health planner. Abbotsford, B.C.: Consulting Resource Group International, Inc.
24. Gray, W., & Anderson, T. (1988-2016). Mentoring style indicator. Vancouver, B.C.: International Institute for Mentoring.
25. Shenson, H., & Anderson, T. (1988-2016). Entrepreneurial style and success indicator. Abbotsford, B.C.: Consulting Resource Group International, Inc.
26. Shenson, H., & Anderson, T.  (1988-2016). Entrepreneurial style and success indicator in-depth interpretations. Abbotsford, B.C.: Consulting Resource Group International, Inc.
27. Normore, A.H., Ehrensal, P., First, P., & Torres, M. (2015). Legal frontiers in education: Complex law issues for leaders, policymakers and policy implementers, Bingley, UK: Emerald Group Publishing Limited.
28. Erbe, N., & Normore, A.H. (2015). Cross-cultural collaboration and leadership in modern organizations. Hershey, PA: IGI Global Publishers
29. Esposito, M.C., & Normore, A.H. (2015). Inclusive practices and social justice leadership for special populations in urban settings: A moral imperative. Chapel Hill, North Carolina. Information Age Publishing.
30. Bunker, R.J., & Heal, C.S. (2014). Fifth Dimensional Operations: Space-Time-Cyber Dimensionality in Conflict and War. A Terrorism Research Center Book. Bloomington, ILL: iUniverse.
31. Normore, A.H., Javidi, M., Anderson, T., Normand, N., Hoina, C., & Scott, W. (2014). Moral compass for law enforcement professionals. Holly Springs, NC: International Academy of Public Safety.
32. Issa Lahera, A., Hamdan, K., & Normore, A.H. (2014). Pathways to excellence: Developing and cultivating leaders for the classroom and beyond’. Bingley, UK: Emerald Group Publishing Limited.
33. Keis, K. & Javidi, M. (2014).  Deliberate leadership:  Creating success through personal style. Altona, CA: CRG Publishing.
34. Normore, A.H., & Brooks, J.S. (2014). Educational leadership for social justice: Views from the social sciences. Chapel Hill, North Carolina. Information Age Publishing.
35. Anderson, T., Bohl, K.,& Samimi, S. (2013). Student success: Managing your future through success at college or university and beyond. Victoria, Canada: Trafford Publishing.
36. Normore, A.H., & Erbe, N. (2013). Collective efficacy: Interdisciplinary perspectives on international leadership. Bingley, UK: Emerald Group Publishing Limited.
37. Anderson, T., Gisborne, K., & Holliday. P. (2012a). Every officer is a leader: Coaching leadership, learning and performance in justice, public safety, and security organizations. Bloomington, IN:Trafford Publishing.
38. Anderson, T., Gisborne, K.D., & Halliday, P.N. (2012b). Every officer is a leader:Coaching executive, team and organizational transformation for continuous improvement.  Victoria, Canada:  Trafford Publishing.
39. Sanzo, K., Myran, S., & Normore, A.H. (2012). Successful school leadership preparation and development: Lessons learned from US DoE School Leadership Program Grants. Bingley, United Kingdom: Emerald Group Publishing Limited.
40. Duyar, I., & Normore, A.H. (2012). Discretionary behavior and performance in educational organizations: The missing link in educational leadership and management. Bingley, United Kingdom: Emerald Group Publishing Limited.
41. Fitch, B.D., & Normore, A.H. (2012). Education-based incarceration and recidivism: The ultimate social justice crime-fighting tool. Chapel Hill, North Carolina: Information Age Publishers.
42. Normore, A.H., & Fitch, B.D. (2011). Leadership in education, corrections, and law enforcement: A commitment to ethics, equity, and excellence. Bingley, United Kingdom: Emerald Group Publishing Limited.
43. Normore, A.H. (2010). Global perspectives on educational leadership reform: The development and preparation of leaders of learning and learners of leadership. Bingley, United Kingdom: Emerald Group Publishing Limited.
44. Jean-Marie, G., & Normore, A.H. (2010). Educational leadership preparation: Innovative and interdisciplinary approaches to the Ed.D and graduate education. New York, NY: Palgrave MacMillan.
45. Collard, J., & Normore, A. H. (2009). Leadership and intercultural dynamics. Chapel Hill, North Carolina: Information Age Publishers.
46. Normore, A.H. (2008). Leadership for social justice: Promoting equity and excellence through inquiry and reflective practice. Inaugural Book for Book series sponsored by AERA SIG Leadership
47. Anderson, T., Gisborne, K.D., & Halliday, P.N. (2006). Every officer is a leader:Coaching executive, team and organizational transformation for continuous improvement.  Victoria, Canada:  Trafford Publishing.

Book “in Progress”

1. Ellis, B., Normore, A.H., Javidi, M. (in progress, 2020). The four authentic opportunities for police leaders. Holly Springs, NC: IAPS
2. Klopovic, J. (in progress, 2020). From the bottom-up – Reforming the criminal justice system with capacity building, reentry and a movement. Morrisville, NC: Affinitas Publishing
3. Klopovic, J. (in progress, 2019). Capacity building Volume II:  Decriminalizing the mentally ill with crisis intervention teams. Morrisville, NC: Affinitas Publishing
4. Javidi, M., Klopovic, J., Normore, A.H., Long, L., & Ellis, B. (in progress, 2019). MAGNUS OVEA.

Articles

1. Apter, M.J., & Desselles, M.L. (in press). Understanding the motivation to fight: A reversal theory perspective. Peace and Conflict: Journal of Peace Psychology.
2. Ellis, B., Normore, A. H., & Javidi, M. (in press, 2019). Why bundling beliefs & values undermines the community policing conversation. FBI Law Enforcement Bulletin.
3. Ellis, B., Normore, A. H., & Javidi, M. (in press, 2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part VII. Law Enforcement Today.
4. Ellis, B., Normore, A. H., & Javidi, M. (in press, 2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part VI. Law Enforcement Today.
5. Ellis, B., Normore, A. H., & Javidi, M. (in press, 2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part V. Law Enforcement Today.
6. Ellis, B., Normore, A. H., & Javidi, M. (2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part IV. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/understanding-the-dark-side-of-leadership-remedying-the-7-errors-of-leadership-behaviors-in-policing-part-iv/
7. Ellis, B., Normore, A. H., & Javidi, M. (2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part III. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/understanding-the-dark-side-of-leadership-remedying-the-7-errors-of-leadership-behaviors-in-policing-part-iii/
8. Ellis, B., Normore, A. H., & Javidi, M. (2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part II. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/understanding-the-dark-side-of-leadership-remedying-the-7-errors-of-leadership-behaviors-in-policing-part-ii/
9. Ellis, B., Normore, A. H., & Javidi, M. (2019). Understanding the dark side of leadership: Remedying the 7 errors of leadership behaviors in policing, Part I. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/understanding-the-dark-side-of-leadership-part-i/
10. Ellis, B., Normore, A. H., & Javidi, M. (2019). Confidence without competence: A dangerous recipe for tactical considerations. Police Chief Magazine. Retrieved from, http://www.policechiefmagazine.org/confidence-without-competence/
11. Heal, C.S. (winter, 2019). Phased operations. The Tactical Edge, 64-66
12. Macaulay, L., & Normore, A.H. (2019). A leadership perspective on restorative approaches to social justice: When the offender is the ‘circle’. Journal of Authentic Leadership in Education, 6(3), 1-20. Retrieved from, http://csle.nipissingu.ca/current-issue/ 
13. Normore, A.H., Hamdan, K., & Esposito, M.C. (2019). Guest Editors: A cross cultural perspective on leadership development programs. Journal of Educational Administration and History, 50 (1). Retrieved from, http://www.tandfonline.com/toc/cjeh20/current
14. Normore, A.H., & Issa Lahera, A. (2019). Evolutionary context of educational leadership. Journal of Educational Administration and History, 50 (1), 27-42
15. Apter, M.J., & Desselles, M.L. (2018). Zigzag and Zeitgeist: Motivation in organizations. Development and Learning in Organizations: An international Journal, 2, 5-7.
16. Apter, M.J., & Lewis, G. (2018). Free coding: A new reversal theory methodology? Journal of Motivation, Emotion, and Personality, 7, 25-32.
17. Bar-On, R. (2018). The multifactor measure of performance: Its development, norming and validation. Frontiers in Psychology, 9(140), 1-16.
18. Conroy, R. (2018). Emotional intelligence and law enforcement: A case for change. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/emotional-intelligence-law-enforcement-case-change/
19. Conroy, R., Turner, T., Javidi, M., & Bar-On, R. (2018). Applying key predictors of Star Performance in law enforcement. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/applying-key-predictors-of-star-performance-in-law-enforcement/
20. Ellis, B., & Javidi, M. (2018). The organizational change battle plan: Using the principles of war for an effective change strategy. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/organizational-change-battle-plan/
21. Ellis, B., Normore, A. H., & Javidi, M. (2018). Getting left of boom: Troubleshooting poor outcomes. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/getting-left-boom-troubleshooting-poor-outcomes/
22. Ellis, B., Normore, A. H., & Javidi, M. (2018). How police leadership training is an effective tool against civil liability. Police Chief Magazine. Retrieved from, http://www.policechiefmagazine.org/police-leadership-training-effective-tool-against-civil-liability/
23. Ellis, B., Normore, A. H., & Javidi, M. (summer, 2018). Auftragstaktik: Building organizational leadership through mission control. Tactical Edge Magazine, 82-86
24. Ellis, B., Normore, A. H., & Javidi, M. (2018). The toxicity of the spiteful leader. Law Enforcement Today. Retrieved from https://www.lawenforcementtoday.com/toxicity-spiteful-leader/
25. Heal, C.S. (fall, 2018). Gut instincts & tactical hotspots. The Tactical Edge, 72-73
26. Heal, C.S. (summer, 2018). Fast transients. The Tactical Edge, 72-73
27. Heal, C.S. (spring, 2018). Biomechanics of crisis decisions. The Tactical Edge, pp. 62-64
28. Heal, C.S. (winter, 2018). Shaping an EMON. The Tactical Edge, pp. 68-71
29. Klopovic, J., & Javidi, M. (2018). If Ben Franklin was the chief of police. Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/ben-franklin-police-chief/
30. Primicerio, J., & Normore, A.H. (2018). Historical context of policing and community relations: An American perspective. Police Chief Magazine. Retrieved from, http://www.policechiefmagazine.org/transformation-of-community-police-relations-through-history/
31. Apter, M.J. (2017). Ideology and societal Values: A reversal theory perspective. Journal of Motivation, Emotion, and Personality, 6, 1-7.
32. Apter, M.J. (2017). Reversals and the pathway to action. Journal of Motivation, Emotion, and Personality, 6, 29-35.
33. Brooks, J.S., Normore, A.H., & Wilkinson,  (2017). Guest Editors: Educational leadership and demographic change: Perspectives on diversity, im/migration and change from cities around the world. International Journal of Educational Management. Available [Online]: http://www.emeraldinsight.com/toc/ijem/31/5
34. Brooks, J.S., Normore, , & Wilkinson, J. (2017). School leadership, social justice and immigration: Examining, exploring and extending two frameworks. International Journal of Educational Management, 31(5), 679 – 690. Available[Online]: http://www.emeraldinsight.com/toc/ijem/31/5
35. Conroy, R. J. (2017). Beyond emotional intelligence: A correlational study of multifactor measures of performance and law enforcement leadership styles. ProQuest Dissertations & Theses Global. (1972142934).
36. Ellis, B. (2017). 3 impacts of the internet of things (IoT) on policing. Retrieved from https://cpoa.org/3-impacts-internet-things-iot-policing/
37. Ellis, B., Normore, A.H., & Javidi, M. (2017). Technical and tactical philosophy in policing: Making vision statements intentional. California Police Officers Association. Available[Online]: https://cpoa.org/technical-tactical-philosophy-policing-making-vision-statements-intentional/
38. Heal, C.S. (fall, 2017). Force projection. The Tactical Edge, 58-59
39. Heal, C.S. (summer, 2017). Force as a concept. The Tactical Edge, pp. 74-75
40. Heal, C.S. (spring, 2017). Understanding situational awareness. The Tactical Edge, pp. 60-61
41. Heal, C.S. (winter, 2017). Gaining situational awareness. The Tactical Edge, pp. 72-74.
42. Javidi, M., & Klopovic, J. (2017). Becoming MAGNUS – Success Is Equal Opportunity.  Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/becoming-magnus-success-is-equal-opportunity/ 
43. Javidi, M., & Klopovic, J. (2017). Becoming MAGNUS – The Natural Pursuit of Virtue in Policing.  Law Enforcement Today. Retrieved from, https://www.lawenforcementtoday.com/becoming-magnus-the-natural-pursuit-of-virtue-in-policing/
44. Arey, J.B., Wilder, A.H., Normore, A.H., Ianazzo, M., & Javidi, M. (2016). Crisis intervention teams: An evolution of leadership in community and Policing: An International Journal of Policy and Practice. Available [Online]: http://policing.oxfordjournals.org/content/early/2015/11/26/police.pav037.abstract?keytype=ref&ijkey=FLSVtADJNlJLoVn
45. Conroy, R. (September/October, 2016). The emotionally intelligent Sheriffs’ office: Myth or reality. Sheriff & Deputy Magazine.
46. Hamdan, K., & Normore, A.H. (2016/2017).Guest Editors: Leadership for science, technology, engineering, and mathematics (STEM): Building a global community and a biome of our humanity. Journal of Authentic Leadership in Education. Available [Online]: http://csle.nipissingu.ca/jale.htm
47. Heal, C.S. (fall, 2016). Communications systems. The Tactical Edge, 60-62
48. Heal, C.S. (summer, 2016). Communications basics. The Tactical Edge, 58-60
49. Heal, C.S. (spring, 2016). Hostile intent and present ability. The Tactical Edge, pp. 64-65
50. Heal, C.S. (winter, 2016). Understanding and developing countermeasures. The Tactical Edge, 50-51
51. Javidi, M. & Heal, S. (2016).  Adaptive decision making as a deliberate counter VUCA tactic. Law Enforcement Today (LET): The Law Enforcement Community.Available [Online]: https://www.lawenforcementtoday.com/adaptive-decision-making-as-a-deliberate-counter-vuca-tactic/
52. Normore, A.H., (2016). Leadership and management: Fraternal twins in law enforcement, Police Chief Magazine: International Association of Chiefs of Police. Available[Online]:http://www.policechiefmagazine.org/leadership-and-management-fraternal-twins-in-law-enforcement/
53. Normore, A.H., Ellis, B., & Bone, D. (2016). The defragmentation of mental health services, police, and the homeless. Policing: An International Journal of Policy and Practice. Available [Online]: http://policing.oxfordjournals.org/content/early/2015/10/30/police.pav035.abstract?keytype=ref&ijkey=86JJ9LJWuuLpXa6
54. Pittaro, M., & Normore, A.H. (2016). Human trafficking: The “dark figure” of crime for international law enforcement leadership. FBI Law Enforcement Bulletin. Available[Online]: https://leb.fbi.gov/2016/june/international-efforts-by-police-leadership-to-combat-human-trafficking
55. Watt, S. R., Charles “Sid” Heal, C. S., & Javidi, M. (winter, 2016). NTOA Academy: The professionalization of SWAT. The Tactical Edge. Retrieved from, http://public.ntoa.org/AppResources/publications/Articles/2449.pdf
56. Zinger, D., & Normore, A.H. (2016). The STEM lab school: Providing support for teacher candidates in alternative certification Programs. Journal of Authentic Leadership in Education, 4(2), 1-15. Available [Online]: http://csle.nipissingu.ca/jale.html
57. Bone, D., Normore, A.H., & Javidi, M. (2015). Human factors: police leaders improving safety while developing meaningful public trust. FBI Law Enforcement Journal. Available [Online]: https://leb.fbi.gov/2015/december/human-factors-in-law-enforcement-leadership
58. Brooks, J.S., & Normore, A.H. (2015). Guest Editors: Research methods in educational leadership: Looking forward to an era of innovative inquiry. International Journal of Educational Management 29(7). Available[Online]: http://www.emeraldinsight.com/toc/ijem/29/7
59. Brooks, J.S., & Normore, A.H. (2015). Qualitative research and educational research: Essential dynamics to consider when designing and conducting studies. International Journal of Educational Management, 29(7), 798-807. Available[Online]: http://www.emeraldinsight.com/toc/ijem/29/7
60. Ellis, B. (2015). The leadership lesson of love. California Peace Officers Association.Available [Online]:https://cpoa.org/leadership-lesson-love/
61. Ellis, B., & Javidi, M. (2015a). Blitz leadership: Directing values today. Law Enforcement Today. Available
    [Online]:https://www.lawenforcementtoday.com/blitz-leadership-directing-values-today/
62. Ellis, B., & Javidi, M. (2015b). Capturing the moment: Counter-VUCA leadership for 21^stcentury policing.  Law Enforcement Today.  Available [Online]:  http://www.lawenforcementtoday.com/2015/12/02/capturing-the-moment-counter-vuca-leadership-for-21st-century-policing/
63. Ellis, B., & Morgan, C. (2015). Stretching efforts to success. California Peace Officers Association. Available [Online]: http://californiapeaceofficer.org/2015/11/stretching-effort-to-success/
64. Ellis, B., & Normore, A.H. (2015). Has the term law enforcement run its course in police agencies? Law Enforcement Today (LET): The Law Enforcement Community. Available [Online]: http://www.lawenforcementtoday.com
65. Ellis, G., & Normore, A.H. (2015). Performance management strategies for effective leadership in law enforcement: An accountability process. FBI Law Enforcement Bulletin. Available [online]: http://leb.fbi.gov/2015/february/performance-management-strategies-for-effective-leadership-an-accountability-process
66. Heal, C.S. (spring, 2015). Autopsy of an active shooter incident, CATO News, 20‑22
67. Heal, C.S. (fall, 2015). End state. The Tactical Edge, 74-75
68. Heal, C.S. (summer, 2015). Tactics, techniques & procedures (TTP). The Tactical Edge, 70-71
69. Heal, C.S. (spring, 2015). Near-miss paradox. The Tactical Edge, 52-53
70. Heal, C.S. (winter, 2015). Ancient campfires—the origins of tactical science, The Tactical Edge, 56-57
71. Issa Lahera, A., Normore, A.H., & Zoller, K. (2015). Making leadership and school improvement work in Los Angeles school. NASSP’s Principal Leadership, 15(7), 39-45.
72. Javidi, M. & Ellis, B. (2015).  Capturing the moment: Counter-VUCA leadership for 21^stcentury policing. Law Enforcement Today (LET): The Law Enforcement Community.Available [Online]:  https://www.lawenforcementtoday.com/capturing-the-moment-counter-vuca-leadership-for-21st-century-policing/
73. Normore, A.H. (2015). Guest editor: Developing, growing, preparing, and supporting educators in underserved urban schools: A California perspective on school leadership. Journal of Authentic Leadership in Education. Available[Online]: http://csle.nipissingu.ca/JALE/Vol4No2.pdf
74. Normore, A.H., Javidi, M., & Anderson, T. (2015). Developing future police leaders. Blue Line: Canada’s National Law Enforcement Magazine. Available [Online]: http://blueline.ca/
75. Watt, R., Javidi, M., & Normore, A.H. (2015). Identifying and combatting organizational leadership toxicity. California Peace Officer: Journal of California Law Enforcement, 49(2)
76. Zoller, K., Issa Lahera, A., & Normore, A.H. (2015). Adapting and adjusting leadership through communicative intelligence. Journal of Staff Development: The Learning forward Journal, 32 (5), 34-38. Available[Online]: http://learningforward.org/publications/jsd/jsd-blog/jsd/2015/10/22/jsd-october-2015-pathways-to-leadership#.VimtZk3n-M9
77. Abaya, J., & Normore, A.H. (2014). The contextual impact on school leadership in Kenya and need for trust formation. Journal of Planning and Changing, 45 (3/4), 285-310
78. Brooks, J.S., Normore, A.H., & Jean-Marie, G. (2014). Guest Editors: Educational leadership and conflict in international contexts. Planning and Changing, 45 (3/4).
79. Bone, D., & Normore, A.H. (2014). Progressive law enforcement leaders effectively manage departmental risk. Law Enforcement Today (LET): The Law Enforcement Community. 
80. Scott, W., Normore, A.H., & Javidi, M. (2014). Striving for educational excellence in law enforcement leadership: The case of Jefferson Parish Sheriff’s Office. Law Enforcement Today (LET): The Law Enforcement Community. Available [Online]: https://www.lawenforcementtoday.com/striving-for-educational-excellence-in-law-enforcement-leadership-the-case-of-jefferson-parish-sheriffs-office/
81. Ellis, B. (2014). Making policing a movement. Journal of California Law Enforcement. Available [Online]: http://californiapeaceofficer.org/2015/01/making-policing-a-movement/
82. Ellis, B., & Normore, A.H. (2014a).Police leadership: Connecting with communities through a partnership initiative. Peace Officers Research Association of California Law Enforcement. Available[Online]: http://porac.org/
83. Ellis, B., & Normore, A.H. (2014b). Community-oriented policing: The power of collaboration. Law Enforcement Today (LET): The Law Enforcement Community. Available[Online]: https://www.lawenforcementtoday.com/community-oriented-policing-the-power-of-collaboration/
84. Ellis, G., & Normore, A.H. (2014). A self-assessment for law enforcement leadership improvement: The 6 traits of a successful police leader. Law Enforcement Today (LET): The Law Enforcement Community. Available[Online]: https://www.lawenforcementtoday.com/a-self-assessment-for-law-enforcement-leadership-improvement-the-6-traits-of-a-successful-police-leader/
85. Heal, C.S. (fall, 2014). Sizing up. The Tactical Edge, , pp. 60-61
86. Heal, C.S. (summer, 2014). Expertise. The Tactical Edge, 62-64
87. Heal, C.S. (spring, 2014). Sense making. The Tactical Edge, pp. 56-58
88. Heal, C.S. (winter, 2014). Crisis decision making, The Tactical Edge, pp. 76-78
89. Irwin, J., & Normore, A.H. (2014). The ladder principle in police management: Shakedown style, pragmatic bureaucrat, and the real manager. Law Enforcement Today (LET): The Law Enforcement Community. Available [Online]:https://www.lawenforcementtoday.com/the-ladder-principle-in-police-management-shakedown-style-pragmatic-bureaucrat-and-the-real-manager/
90. Klopovic, J, & Hoina, C. (2014).  Returning home for good: Is it reentry or really post-release aftercare?  Police Chief Magazine. Available[Online]: http://www.policechiefmagazine.org/returning-home-for-good/
91. Normore, A.H., & Perez, M. (2014). Reducing police misconduct by developing and growing ethical leaders. California Peace Officer: Journal of California Law Enforcement, 48(4) 6-10.
92. Zoller, K., Normore, A.H., & MacDonald, S. (2014). Adaptive leadership from the frontline law enforcement supervisor. Police Chief: International Association of Chiefs of Police. Available[Online]: http://www.policechiefmagazine.org
93. Ellis, B. (2013a). Do our assumptions disable us? Law Enforcement Today. Available [Online]: http://www.lawenforcementtoday.com/2013/02/17/do-our-assumptions-disable-us/
94. Ellis, B. (2013b). Neighborhood watch and civic involvement: Good for your health.  Law Enforcement Today. Available [Online]: http://www.lawenforcementtoday.com/2013/04/12/neighborhood-watch-and-civic-involvement-%E2%80%93-good-for-your-health/
95. Ellis, B. (2013c). 11 ways to make your beat safer. com. Available [Online]: policeone.com
96. Ellis, B. (2013d). Thinking outside Peel’s police role. Law Enforcement Today. Available [Online]: http://www.lawenforcementtoday.com/2013/10/26/thinking-outside-peel%E2%80%99s-police-role/
97. Heal, C.S. (fall, 2013). Doctrine of necessity. The Tactical Edge, pp. 82-84
98. Heal, C.S. (fall, 2013). Adaptive leadership. The Tactical Edge, 30‑36
99. Heal, C.S. (summer, 2013). Information evaluation. The Tactical Edge, 86-87
100. Heal, C.S. (spring, 2013). Adaptive decision making, The Tactical Edge, pp. 82-84
101. Heal, C.S. (winter, 2013). Principles of war: The apocrypha. The Tactical Edge, pp. 68-70
102. Heal, C.S. (spring, 2013). Tactical diagramming, The New York Tactical, 27‑38
103. Issa Lahera, A., & Normore, A.H. (2013). A culture of continuous improvement for improved educational leadership development and training. Policy Analysis for California Education (PACE). Stanford University, Palo Alto, CA: Stanford University Research Center.
104. Scott, K., & Normore, A.H. (2013). The impact of accelerated learning on student achievement in community college: A case study. Journal of Applied Research in the Community College, 20(2), 15-28.
105. Zoller, K., Normore, A.H., & Harrison, E. (2013). Leadership thinking: A discipline of the mind for the effective law enforcement supervisor. Journal of Authentic Leadership in Education, 2(4), 1-10.
106. Choate, B., Normore, A.H., & Bates, D. (2012). Maximizing Education Reaching Individual Transformation (M.E.R.I.T.): A groundbreaking leadership development program for inmates in Los Angeles County Sheriff’s Department. Law Enforcement Today (LET): The Law Enforcement Community. Available [online]: https://www.lawenforcementtoday.com/maximizing-education-reaching-individual-transformation-merit/
107. Normore, A.H., & Issa-Lahera, A. (2012). Striving for authenticity in leadership program development and implementation: Transforming a community of professional practice. Journal of Authentic Leadership in Education, 2(2), Available [On-line]: http://csle.nipissingu.ca/JALE/JALE_Vol2Num2Online.pdf
108. Abaya, J. O., & Normore, A. H. (2010). No strangers in this school: How school principals can honor community and public relations that support multicultural students. Journal of School Public Relations, 31(1), 189-204.
109. Brooks, J. S., & Normore, A.H. (2010). Educational leadership and globalization: Literacy for a glocal perspective. Educational Policy: An Interdisciplinary Journal of Policy and Practice, 24(1), 52-82.
110. Jean-Marie, G., & Normore, A. H. (2010). The impact of relational leadership, social justice, and spirituality among female secondary school leaders. International Journal of Urban Educational Leadership 4(1), 22-43.
111. Normore, A. H., & Ilon, l. (2010). Global educational leadership for Innovation and change. The International Journal of the Humanities, 8(2), 129-140.
112. Jean-Marie, G., Normore, A.H., & Brooks, J. (2009). Leadership for social justice: Preparing 21st century school leaders for a new social order. Journal of Research on Leadership Education, 4(1): Available [online]: http://www.ucea.org/current-issues/
113. Normore, A.H. (2008). Guest Editor: Revisiting the scope and nature of values-and ethics-based educational leadership. Journal of School Leadership, 18(4)
114. Normore, A.H., & Jean-Marie, G. (2008). Female secondary school leaders: At the helm of social justice, democratic schooling, and equity. Leadership and Organizational Development Journal, 29(2), 182-205
115. del Val, R.E., & Normore, A.H. (2008). Leadership for social justice: Bridging the digital divide. University Council for Educational Administration (UCEA, International Journal of Urban Educational Leadership, 2, 1-15. Available [On-line]: http://www.uc.edu/urbanleadership/current_issues.htm
116. Jean-Marie, G., & Normore, A. H. (2008). A repository of hope for social justice: Black women leaders at Historically Black Colleges and Universities. In A.H. Normore (Ed.), Leadership for social justice: Promoting equity and excellence through inquiry and reflective practice (pp. 3-36). Information Age Publishers. Chapel Hill, North Carolina.
117. Normore, A.H., & Blanco, R. (2008). Leadership for social justice and morality: Collaborative partnerships, school linked services and the plight of the poor. In A. H. Normore (Ed.), Leadership for social justice: Promoting equity and excellence through inquiry and reflective practice (pp. 215-252). Information Age Publishers. Chapel Hill, North Carolina.
118. Paul–Doscher, S., & Normore, A.H. (2008). The moral agency of the educational leader in times of national crisis and conflict. Journal of School Leadership, 18(1), 8-42.
119. Riaz, O., & Normore, A.H. (2008). Examining the spiritual dimension of educational leadership. University Council for Educational Administration (UCEA), Journal of Values and Ethics in Educational Administration, 6(4), 1-8.
120. Brooks, J.S., Jean-Marie, G., Normore, A.H., & Hodgins, D. (2007). Distributed leadership for social justice: Equity and influence in an urban high school. Journal of School Leadership, 17(4), 378-408.
121. Normore, A.H. (2007a). Special Issue Guest Editor: Leadership for learning in the context of social justice: An international perspective. Journal of Educational Administration, 45(6). Available [On-line]: https://emeraldinsight.com/toc/jea/45/6
122. Normore, A. H. (2007b). A continuum approach for developing school leaders in a large urban school district. UCEA Journal of Research on Leadership Education, 2(3). Available [On-line]: http://www.ucea.org/JRLE/issue.php
123. Normore, A.H., & Paul Doscher, S. (2007). Using media as the basis for a social issues approach to promoting moral literacy in university teaching. Journal of Educational Administration, 45(4), 427-450.
124. Normore, A.H., Rodriguez, L., & Wynne, J. (2007). Making all children winners: Confronting issues of social justice to redeem America’s soul. Journal of Educational Administration, 45(6), 653-671.
125. Normore, A.H. (2006). Special Issue Guest Editor: Leadership for learning in the context of social justice: An American perspective. International Electronic Journal for Leadership in Learning, (10), Special issue. Available [On-line]: http://www.ucalgary.ca/~iejll//
126. Normore, A.H., & Blanco, R. (2006). Leadership for social justice and morality: Collaborative partnerships, school-linked services and the plight of the poor. International Electronic Journal for Leadership in Learning, (10), Special issue. Available [On-line]: http://www.ucalgary.ca/~iejll
127. Normore, A. H. (2006). Leadership recruitment and selection in school districts: Trends and issues, Journal of Educational Thought, 40(1), 41-73.
128. Normore, A. H., & Loughry. K. (2006). Avoiding the pitfalls of the rookie year: How a mentor can help, Kappa Delta Pi Record, 43(1), 25-30.
129. Normore, A. H., & Ilon, L. (2006). Cost effective inputs: Is class size reduction the best investment for Florida? Educational Policy, An Interdisciplinary Journal of Policy and Practice, 20(2), 429- 454.
130. Ilon, L., & Normore, A. H. (2006). Relative cost-effectiveness of school resources on achievement, Journal of Education Finance, 31(3), 238-254.
131. Brooks, J. S., & Normore, A. H. (2005). An Aristotelian framework for the development of ethical leadership, University Council for Educational Administration (UCEA), Journal of Values and Ethics in Educational Administration, 3(2), 1-8.
132. Normore, A. H. (2005). Integrating personnel evaluation in the planning and evaluation of school improvement initiatives, American Journal of Evaluation, 26(3), 1-4.
133. Normore, A. H., & Floyd, A. (2005). Teachers taking professional abuse from principals: Practice that’s so bad it must violate a school’s core values. The Education Digest, 71(2), 44-49.
134. Normore, A. H., & Floyd, A. (2005). A roller coaster ride: The twists and turns of a novice teacher’s relationship with her principal. Phi Delta Kappan, 86(10), 767-771.
135. Trinidad, C., & Normore, A. H. (2005). Leadership and gender: A dangerous liaison? Leadership and Organization Development Journal, 26(7), 574-590.
136. Normore, A. H. (2004). Leadership success in schools: Planning, recruitment and socialization. International Electronic Journal for Leadership in Learning, 8(10), Special Issue. Available [On-line]: http://www.ucalgary.ca/~iejll
137. Normore, A. H. (2004). Performance appraisals of school administrators in one Canadian school district: A contemporary model. Alberta Journal of Educational Research, 50(3), 282-297.
138. Normore, A. H. (2004). Lester B. Pearson Elementary School: First year journey with the change process. University Council for Educational Administration (UCEA), Journal of Cases in Educational Leadership, 7(3), 35-44. Available [On-line]: http://www.ucea.org/html/cases/past.html
139. Normore, A. H. (2004). Ethics and values in leadership preparation programs: Finding the North Star in the dust storm. University Council for Educational Administration (UCEA), Journal of Values and Ethics in Educational Administration, 2(2), 1-7.
140. Normore, A. H. (2004). Recruitment and selection: Addressing the leadership shortage in one large Canadian school district. Canadian Journal of Educational Administration and Policy, 30, May 12, 2004. Available [On-line]: http://www.umanitoba.ca/publications/cjeap
141. Normore, A. H. (2004). Socializing school administrators to meet leadership challenges that doom all but the most heroic and talented leaders to failure. International Journal of Leadership in Education, Theory and Practice, 7(2), 107-125
142. Quick, P., & Normore, A. H. (2004). Moral leadership in the 21st century: Everyone is watching especially the students. Educational Forum, 68(4), 336-447.
143. Normore, A. H. (2004). The edge of chaos: School administrators and accountability. Journal of Educational Administration, 42(1), 55-77.
144. Klopovic, K., Vasu, M.L., & Yearwood, D.L. (2003). Effective program practices for at-risk youth:  A continuum of community based programs, Civic Research Institute. Retrieved from, http://www.civicresearchinstitute.com/epy.html.
145. Normore, A. H. (2002). Recruitment, socialization and accountability of school administrators in two Ontario school districts. Ontario Principals Council Register: Professional Journal for Ontario’s Vice-Principals and Principals, 4(3), 22-40.

Book Chapters

1. Normore, A.H. (in press, 2020). Leadership for equity, diversity and social justice. In R. Papa (Ed.), Oxford encyclopedia of educational administration. New York, New York: Oxford University Press.
2. Normore, A.H., & Rintoul, H. (in press, 2020). Values-based leadership and the quest for inclusive organizational practices. In R. Papa (Ed.), Oxford encyclopedia of educational administration. New York, New York: Oxford University Press.
3. Adriaan, S. C., Normore, A.H., & Brooks, J.S. (in press, 2019). How school leadership influences (and is influenced by) immigration. In E. Crawford and L. Donner (Eds.), Routledge research in educational equality and diversity (pp. xxx-xxx). New York, NY: Routledge.
4. Bar-On, R. (in press, 2019). Finding star performer leaders: The secret to running successful organizations. In, A.H. Normore, M. Javidi & L. Long (Eds.), Handbook of Research on Strategic Communication, Leadership and Conflict Management in Modern Organizations (XXX-XXX). Hershey, PA: IGI Global.
5. Conroy, R., & Turner. T. (in press, 2019). Identifying blind spots in leadership development. In, A.H. Normore, M. Javidi & L. Long (Eds.), Handbook of Research on Strategic Communication, Leadership and Conflict Management in Modern Organizations (XXX-XXX). Hershey, PA: IGI Global.
6. Ellis, B., & Normore, A.H. (in press, 2019). First-line police supervisory leadership: A pivotal role in effective communication and engagement. In, Normore A. H., Javidi, M., & Long, L., (Eds.), Handbook of Research on Strategic Communication, Leadership and Conflict Management in Modern Organizations.  (XXX-XXX). Hershey, PA:  IGI Global.
7. Fernandez, Y., Fortner, K., Issa Lahera, A., & Normore, A.H. (in press, 2019). The intersectionality of race, gender and urban leadership: Four school leaders (re)constructing self and identity. In J.A. Gammel, S. Motulsky, and A. Rutstein-Riley (Eds.), I am what I become: Constructing an identity as a lifelong learner (XXX-XXX). Charlotte, NC: Information Age Publishing.
8. Javidi, A., Long, L., Javidi, M., Brooks-Hill, L., & Normore, A.H., & Klopovic, J. (in press, 2019). MAGNUS leadership: Using principled negotiation to improve international negotiation. In, A.H. Normore, M. Javidi & L. Long (Eds.), Handbook of Research on Strategic Communication, Leadership and Conflict Management in Modern Organizations(XXX-XXX). Hershey, PA: IGI Global.
9. Normore, A.H., Issa Lahera, A., & Jhun, J. (in press, 2019). When leaders grow, they grow others: Overcoming immunity to change. In J.S. Brooks, T. Watson and A. Heffernan (Eds.), The school leadership survival guide: What to do when things go wrong, how to learn from mistakes, and why you should prepare for the worst (pp. XXX-XXX).Charlotte, NC: Information Age Publishing
10. Ellis, B., & Normore, A.H. (2019). Effective engagement and communication between first-Line police supervisors and police officers. In, Police science: Breakthroughs in research and practice (183-198). Hershey, PA: IGI Global.
11. Normore, A.H. (2019). Not making the grade: How increased reliance on adjunct faculty diminishes excellence, academic freedom, and the search for new knowledge. In P. Brug, Z. R. Ritter, and K.R. Roth (Eds.), Marginality in the urban center: Costs and challenges of continued whiteness in the Americas (and beyond) (247-274) New York, NY: Palgrave MacMillan.
12. Normore, A.H. (2018). Shaped by values, experiences and environment. In D. Griffiths and S. Lowrey (Eds.), The international leader reader: Narratives of experience (XXX-XXX). Burlington, Ontario, Canada: Word and Deed Publishing
13. Normore, A.H. (2018). Book Foreword:Education and Muslim identity during a time of tension: Inside an American Islamic school, by Melanie Brooks. New York, NY: Routledge/Taylor & Francis
14. Normore, A.H., Brooks, J.S., & Fortner, K. (2018). Bridging the digital divide though the lens of social justice leadership. In A.H. Normore & Issa Lahera, A. (Eds.), Crossing the bridge of the digital Divide: A walk with global leaders (XXX-XXX). Charlotte, NC.: Information Age Publishing
15. Brooks, J. S., & Normore, A.H. (2017). Qualitative research in educational leadership and policy studies: Issues in the design and conduct of studies. In C.R. Lochmiller (Ed.), Complementary research methods for educational leadership and policy studies (XXX-XXX). New York, NY: Palgrave Macmillan.
16. Nguyen, H.O., & Normore, A.H. (2017). The ‘at promise’ model minority student: Providing equity, restorative practices, and access to mental health supports. In A.H. Normore and A. Issa Lahera (Eds.). Restorative practice meets social justice: Un-silencing the voices of “at-promise” student populations (39-52). Charlotte, NC: Information Age Publishing.
17. Normore, A.H. (2017a). Book Foreword. Within reach: Providing universal access to the four pillars of literacy, by H.O. Nguyen and J. Sesky. Charlotte, NC.: Information Age Publishing.
18. Normore, A.H. (2017b). Prologue: Police leadership from a futurist viewpoint. In T. Anderson, K. Geisborne, & P. Halliday, (Eds.), Every officer is a leader: Coaching leadership, learning and performance in justice, public safety and security organizations (459-464).Holly Spring, NC: International Academy of Public Safety.
19. Normore, A.H. (2017c). Social justice and restorative processes in urban schools: Historical context. In A.H. Normore and A. Issa Lahera (Eds.). Restorative practice meets social justice: Un-silencing the voices of “at-promise” student populations (1-18). Charlotte, NC: Information Age Publishing.
20. Normore, A.H., & Jarrett, B. (2017). Implementing restorative processes to mediate conflict and prevent violence in urban schools. In S. Singh and N. Erbe (Eds.), Creating a sustainable vision of nonviolence in schools and society (222-237). Hershey, PA.: IGI Global Publishers.
21. Normore, A.H., & Jean-Marie, G. (2017). “Down by the riverside” – How Mahalia Jackson exemplified leadership through the Negro Spiritual. In T. Watson, F. Beachman, and J. Brooks (Eds.), Educational Leadership and music (pp. 207-216). Charlotte, NC: Information Age Publishing.
22. Bar-On, R. (2016a). Beyond IQ and EQ: The Bar-On multifactor model of performance. In U. Kumar (Ed.), The Wiley handbook of personality assessment (104-118). London, UK: John Wiley & Sons.
23. Bar-On, R. (2016b). The impact of resilience on our ability to survive, adapt and thrive. In U. Kumar (Ed.), The Routledge international handbook of psychosocial resilience(296-311).London, UK: The Taylor & Francis Group,
24. Ellis, B., & Normore, A.H. (2016). Effective engagement and communication between first-line police supervisors and police officers. In A.H. Normore, M. Javidi and L. Long (2016). The handbook of effective communication, leadership, and conflict resolution (479 – 493). Hershey, PA: IGI Global Publishers.
25. Long, L., Javidi, M., Brooks-Hill, L., & Normore, A.H. (2016). Credible negotiation leadership: Using principled negotiation to improve international negotiation. In H. Normore, M. Javidi and L. Long (2016). The handbook of effective communication, leadership, and conflict resolution (430-455). Hershey, PA: IGI Global Publishers
26. Normore, A.H. (2016). Social and restorative justice: A moral imperative for educational leaders. In G. Lakomski (Ed.), The New Encyclopedia of Educational Philosophy and Theory (EEPAT). Victoria, Australia: Centre for the Study of Higher Education, The University of Melbourne
27. Normore, A.H., Brooks, J.S., & Silva, S.M. (2016). Global core leadership competencies: A response to ‘institutional culture’ and (in)-competence in higher education. In A.H. Normore and J.S. Brooks (Eds.), The dark side of leadership: identifying and overcoming unethical practice in organizations (155-176). Bingley, UK.: Emerald Group publishing.
28. Watt, R., Javidi, M., & Normore, A.H. (2016). Increasing darkness: Combining toxic leadership and volatility, uncertainty, complexity and ambiguity (VUCA). In A.H. Normore and Jeffrey S. Brooks (Eds.), The dark side of leadership: Identifying and overcoming unethical practice in organizations (196-206). Bingley, UK: Emerald Group Publishing.
29. Normore, A.H. (2016). Book Foreword. Culturally responsive leadership in higher education by L.J. Santamaria & A.P. Santamaria. New York: NY: Routledge, Taylor & Francis Group.
30. Brooks, J.S., & Normore, A.H. (2015). A glocal perspective on educational leadership. In G. Jean-Marie, S. Sider, & C. Desir (Eds.), Comparative international perspectives on education and social change in developing countries and Indigenous Peoples in developed countries (pp. 277-299). Charlotte, NC: Information Age Publishing.
31. Choate, B., & Normore, A.H. (2015). Transforming jail culture: Leadership for a community jailing model. In K. Esposito and A.H. Normore (Eds.), Inclusive practices and social justice leadership for special populations in urban settings: A moral imperative (pp. 123-142). Chapel Hill: North Carolina. Information Age Publishing.
32. Marietti, P., Tucker, J., & Normore, A.H. (2015). Chemically dependent adolescent Latino offenders: restorative and social justice as alternatives to incarceration. In K. Esposito and A.H. Normore (Eds.), Inclusive practices and social justice leadership for special populations in urban settings: A moral imperative (pp. 189-212). Chapel Hill: North Carolina. Information Age Publishing.
33. Irwin, J., & Normore, A.H. (2015). Ethical dilemmas in undercover police work: Implications for international police leadership. In N. Erbe & A.H. Normore (Eds.), Cross-cultural collaboration and leadership in modern organizations. Hershey, PA: IGI Global Publishers.
34. Jean-Marie, G., & Normore, A.H. (2015). Relational leadership, social justice, and spirituality among female secondary school leaders in urban and suburban contexts. In J.S. Brooks and M. Brooks (Eds.). Urban educational leadership for social justice, (275–302). Charlotte, NC: Information Age Publishing.
35. Normore, A.H. (2015). Acknowledging and honoring the culture of Canada’s First Nations: A leadership perspective. . In G. Jean-Marie, S. Sider, & C. Desir (Eds.), Comparative international perspectives on education and social change in developing countries and Indigenous Peoples in developed countries (pp. 103-123). Charlotte, NC: Information Age Publishing.
36. Normore, A.H., Bone, D., Jones, D., Spell, S. (2015). To protect and educate: Legal mandates and complex leadership role of school resource officers. In A.H. Normore, P. Erhensal, P. First & M. Torres (Eds.), Legal frontiers in education: Complex law issues for leaders, policymakers and policy implementers, Bingley, UK: Emerald Group Publishing Limited.
37. Normore, A.H., Ellis, B., Clamp. K., & Paterson, C. (2015). A global response to transforming police leadership and culture: Restorative justice and moral courage. In N. Erbe & A.H. Normore (Eds.), Cross cultural collaboration and leadership in modern organizations. Hershey, PA: IGI Global Publishers.
38. Normore, A.H., Erbe, N., & Singh, S. (2015). Authentic leadership in the context of social justice and organizational politics. In D. Armstrong and J. Ryan (Eds.), Working (With/out) the system: Educational leadership, Micro-politics and social justice (pp. 137-158). Charlotte, NC: IAP.
39. Jean-Marie, G., Normore, A.H., & Brooks, J.S. (2015). Learning to lead for social justice: How leadership preparation programs can improve equity in schools. In M.A. Khalifa, C. Grant-Overton, & N. Witherspoon-Arnold (Eds.), Handbook of urban school leadership (303-319). New York, NY: Rowman & Littlefield Press.
40. Normore, A.H., & Brooks, J.S (2014). The department chair: The conundrum of leadership versus management. In Issa Lahera, A., Hamdan, K., & Normore, A.H. (Eds.), Pathways to excellence: Developing and cultivating leaders for the classroom and beyond (pp. 3-19). Bingley, UK: Emerald Group Publishing Limited.
41. Issa Lahera, A., & Normore, A.H. (2014). Sustaining school leadership programs: Planning for leadership succession, recruitment, selection, and innovative curriculum. In K. Sanzo (Ed.). Sustainable innovation in school leadership preparation and development (pp. 1-21). Charlotte, NC: Information Age Publishing.
42. Ilon, L., & Normore, A.H. (2014). Educational leadership when competitiveness means collaboration. In Abdul Hamid, J.,& Paredes-Canilao, N. (Eds.), Educational leadership and leadership education (pp. 2-23). University of the Philippines Baguio, Baguio City: Philippines, University of Philippines Press (UPP).
43. Leonard, P., Schilling, T., & Normore, A.H. (2014). Towards a holistic approach to moral development of educational leaders. In Branson, C. and Gross, S. (Eds.), An international handbook for the development of ethical educational leadership (533-576). New York, NY: Routledge/Taylor & Francis.
44. Choate, B., & Normore, A.H. (2013). Leadership’s role in reducing jail violence and recidivism. In Normore, A.H., & Erbe, N. (Eds.), Collective efficacy as a multidisciplinary approach to leadership development: International perspectives (pp. 163-182). Bingley, UK: Emerald Group Publishing Limited.
45. Normore, A.H., & Slayton, J. (2013). Charter schools: Potential to fulfill the goals of public education in an equitable manner and better serve purposes of social justice. In K. Hughes & S. Millman-Silva (Eds.), Identifying leaders for urban charter, autonomous and independent schools: Above and beyond the standards (pp. 29-42). Bingley, UK: Emerald Group Publishing.
46. Normore, A.H. (2012). Book Foreword.In C. Boske & S. Diem (Eds.), Global leadership for social justice: Taking it from the field to practice (pp. xi – xiii). Bingley, United Kingdom: Emerald Group Publishing Limited.
47. Issa Lahera, A., & Normore, A.H. (2012). The field-based project as a large scale active learning initiative. In Sanzo, K., Myran, S., & Normore, A.H. (Eds.), Successful school leadership preparation and development(pp. 49 – 72). Bingley, United Kingdom: Emerald Group Publishing Limited.
48. Normore, A.H. (2012). Role of values in work-life balance: Restoring harmony and reclaiming purpose. In J. Marshall (Ed.), Juggling flaming chainsaws: Faculty in educational leadership try to balance work and life (pp. 323-335). Charlotte, NC: Information Age Publishing.
49. Normore, A.H., & Brooks, J.S. (2012). Instructional leadership in the era of No Child Left Behind. In L. Volante (Ed.), School leadership in the context of standards-based reform: International perspectives (pp. 41-67) New York, NY: Springer.
50. Duyar, I., & Normore, A.H. (2012). Performance beyond expectations: A closer look at teacher’s task performance, discretionary performance, and career aspirations. In Duyar, I., & Normore, A.H. (Eds.), Discretionary behavior and performance in educational organizations: The missing link in educational leadership and management (pp. 87-116). Bingley, United Kingdom: Emerald Group Publishing Limited.
51. Esposito, M. K., Normore, A.H., & Jones, A. (2012). Maximizing benefits of correctional educational programs: Best practices. In Fitch, B.D., & Normore, A.H. (Eds.), Education-based incarceration and recidivism: The ultimate social justice crime fighting tool (pp. 143-162). Chapel Hill, North Carolina: Information Age Publisher.
52. Normore, A.H., Fitch, B.D., & Camp, S. (2012). Social justice and the future of correctional education. In Fitch, B.D., & Normore, A.H. (Eds.), Education-based incarceration and recidivism: The ultimate social justice crime-fighting tool (pp. 201-210). Chapel Hill, North Carolina: Information Age Publishers.
53. Normore, A.H. (2011). Case commentary: Planning ahead. In G. L. Porter and D. Smith (Eds.), Case studies in inclusive education (pp. 117-118). Ontario College of Teachers and Canadian Association for Community Living, Toronto, Ontario. Rottterdam, The Netherlands: Sense Publishers.
54. Fitch, B.D., Normore, A.H., & Werner, D. R. (2011). Theories of criminal justice: The influence of value attributions on correctional education. In Normore, A.H. & Fitch, B.D. (Eds.), Leadership in education, corrections and law enforcement: A commitment to ethics, equity and excellence (pp. 161-184). Bingley, UK: Emerald Group Publishing.
55. Normore, A.H. (2011). The process of transforming the doctoral dissertation or thesis into publications. In T. Rocco & T.Hatcher (Eds.), The handbook for scholarly writing and publishing (pp. 75-88). Thousand Oaks, CA: Sage Publications.
56. Normore, A.H., & Cook, L.H. (2011). The new “proposed” Doctoral Degree in Educational Leadership (Ed. D.) at a Comprehensive University in Southern California. In Callejo Pérez, D., S.M. Fain & J.J. Slater (Eds.). Higher education and human capital: Re/thinking the doctorate in America.(pp.116-144). Rotterdam, Amsterdam: Sense Publishers.
57. Alfred, M. & Normore, A.H.( 2010). Developing urban school leaders in times of radical change: Investigating the school improvement zone of a large urban school district in south east United States. In A.H. Normore (Ed.), Global perspectives on educational leadership reform: The development and preparation of leaders of learning and learners of leadership (pp. 163-186). Emerald Group Publishing Limited, Bingley, United Kingdom.
58. Normore, A.H. & Brooks, J.S. (2010). Developing and preparing globally competent educational leaders. In H. SoongHe (Eds.). Managing and developing core competencies in a learning society (pp. 151-180). Seoul, Republic of Korea, Seoul National University Press.
59. Normore, A.H., & Jean-Marie, G. (2010). Development and preparation of leaders of learning and learners of leadership. In A.H. Normore (Ed.), Global perspectives on educational leadership reform: The development and preparation of leaders of learning and learners of leadership (pp. 105-121).Emerald Group Publishing Limited, Bingley, United Kingdom.
60. Normore, A.H. (2010). Historical context of educational leadership preparation programs. In G. Jean-Marie & A. H. Normore (eds.), Educational leadership preparation programs: Innovative and interdisciplinary approaches to the Ed.D. and graduate education (pp. 7-31). New York, NY: Palgrave MacMillan.
61. Normore, A.H., & Slayton, J. (2010). An interdisciplinary doctoral program in educational leadership (Ed.D.):Addressing the needs of diverse learners in urban settings. In G. Jean-Marie & A. H. Normore (eds.), Educational leadership preparation programs: Innovative and interdisciplinary approaches to the Ed.D. and graduate education (pp.133-151). New York, NY: Palgrave MacMillan.
62. Normore, A. H. (2009). Choosing sides. In Ontario College of Teachers and Catholic Principal’s Council of Ontario’ Exploring leadership and ethical practice through professional inquiry(pp. 199-202). Les Presses de l’Universite Laval, Quebec, Quebec.
63. Normore, A. H. (2009). Culturally relevant leadership for social justice: Honoring the integrity of First Nations communities in Northeast Canada. In J. Collard & A.H. Normore (Eds.), Leadership and intercultural dynamics(pp. 47-68). Information Age Publishers, Chapel Hill, North Carolina.
64. Normore, A.H., & Blanco, R. (2008). Leadership for social justice and morality: Collaborative partnerships, school linked services and the plight of the poor. In A. H. Normore (Ed.), Leadership for social justice: Promoting equity and excellence through inquiry and reflective practice (pp. 215-252). Information Age Publishers. Chapel Hill, North Carolina.
65. Jean-Marie, G., & Normore, A. H. (2008). A repository of hope for social justice: Black women leaders at Historically Black Colleges and Universities. In A.H. Normore (Ed.), Leadership for social justice: Promoting equity and excellence through inquiry and reflective practice(pp. 3-36). Information Age Publishers. Chapel Hill, North Carolina.
66. Normore, A. H. (2006). Book Foreword: When morning comes: Moments of strength, struggle and salvation, by S. Gallon 111. Miami, Florida: Tri-Star Leadership, Inc.
67. Normore, A. H. (2001). Leadership succession planning. In P. T. Begley & C. Slater (Eds.), School leadership in Canada series,(pp. 23-28). Hillsdale, Ontario: Begley & Associates.

Review and download the notes you have taken in this course.

The Graduation will be from 1 p.m. to 3 p.m. on the last day of the course (Friday, 2nd week of residency).  You are welcome to invite your family, close friends, Sheriff, Chief and/or members of your command staff.  You are expected to be in uniform for the Graduations.

The Graduation will include keynote, presentation of your Diploma and your MAGNUS Centurion Medallion Ceremony.  Additionally, the following awards will be granted:  

Distinguished Writer

• Articulates thoughts & concepts in all categories clearly (e.g., essays, discussions, case studies).
• Presents all writing with APA writing style precision.
• Demonstrates scholarly promise.

Top Graduate

• Demonstrates openness to learning by regularly responding to, and addressing any and all feedback.
• Demonstrates consistent participation in the learning process.

President’s Award

• Demonstrates leader and learner responsibility and accountability early in the program and remains consistent throughout.
• Consistently integrates personal and professional leadership and management experiences to support concepts learned from online modules (connects theory with practice).

MAGNUS Award

• Demonstrates life-long learning, ongoing self-reflection, character development, consistency, motivation with valence, and inspiration.
• Represents authenticity for the very best version of oneself on a personal journal that never ends with an automatic OVEA (Others, Values, Ethics & Acceleration).

Capstone Research Award – all culminating capstone papers are eligible for publication.

• Determined by a combination of written and oral presentation skills, and based on a series of rubric elements.
• 80% written skills & 20% oral skills.
• exhibits a generally well-defined collaborative/team effort.

Academic Integrity and Plagiarism:  In support of academic integrity, we have adopted a plagiarism tool in our program writing assignments known as “PLAGIARISM CHECKER”.  It includes the following: copying of one person’s work by another and claiming it as his or her own, false presentation of one’s self as the author or creator of a work, falsely taking credit for another person’s unique method of treatment or expression, falsely representing one’s self as the source of ideas or expression, or the presentation of someone else’s language, ideas or works without giving that person due credit. It is not limited to written works. Plagiarism is cause for formal program discipline (e.g., dismissal), and/or justification for an instructor to assign a lower grade or a failing grade in the course in which the plagiarism is committed.