Call for Abstracts

DISRUPT 4.0. Filipina Women: BEING

Get published. Add “published author” to your professional credentials.

Who can submit an abstract?

You can submit an abstract for DISRUPT 4.0 if you are:

1. A U.S. FWN100™ and/or Global FWN100™ Awardee (2007-2021),

2. In good membership standing with the Foundation for Filipina Women's Network

3. You agree to the terms and timeline as indicated on the Application Form below.

BEFORE YOU SUBMIT AN ABSTRACT:

• If your membership dues have lapsed more than 90 days, you have to get your dues current. Contact filipina@ffwn.org to get your dues current.

• Agree to purchase in advance 25 books at pre-publication pricing. Purchase here.

SUBMIT YOUR ABSTRACT before January 25, 2022

read carefully before submitting your chapter ABSTRACT:

Your chapter is a memoir, a story from your life; it is NOT your autobiography which is the story of a life. A memoir is just a slice of your life.

For the purpose of this 4th FWN leadership book, your memoir is how you remember your personal and professional lives as a Filipina woman leader in your home country, as an expatriate, or a migrant, first, second or third-generation immigrant who is exercising leadership in the diaspora.

The themes that will bind your chapter together are: being a Filipina woman leader in the Philippines, in your new home country overseas, your experience in migration, personal and professional development, diaspora, and leadership challenges and successes.

The essence of your memoir is to write about your own trajectory to BEING who you are now – a global Filipina woman leader demonstrating leadership in your profession or industry in the global workplace and community.

This book is intended to be a book about Filipina women leadership, how we manage our personal lives and careers based on our experiences. 

Write a concise summary of the key points of your chapter. Your abstract should be a single paragraph double-spaced; about 300 - 500 words. Please include the following in your abstract:

• Proposed chapter title

• Author(s) name, title, full contact information, and institutional affiliation (if any)

• Description of the chapter including purpose, content, key features, and how it adds to the main purpose of the book.

overview: DISRUPT 4.0. Filipina women: being

This is a call for abstracts for the next book of the FWN DISRUPT Filipina Global Leadership Series. Go to www.filipinaleadership.org for more info.

Key themes for individual chapters include disruptions in your life that you have overcome and disruptions that you have initiated; leadership competencies you developed for yourself, for leading others, and your organization; and, legacy building for the next generation.  

A synthesis chapter will pull together key themes and make recommendations for aspiring leaders and thought leaders in the sectors represented.   

 Illustrative Themes

• DISRUPT – Filipina women have been objects and agents of disruption. As objects of disruption, Filipina women have immigrated and accepted employment overseas being uprooted from familiar contexts and then starting anew and moving forward. As agents of disruption, Filipina women have disrupted the status quo by exceeding expectations, and breaking glass ceilings.

• RESILIENCE as a leadership trait. Resilience is the capacity to recover quickly from difficulties; toughness. Resilience is the ability to withstand adversity and bounce back from difficult life events. Dr. Ginsburg, child pediatrician, and human development expert proposes that there are 7 integral and interrelated components that makeup being resilient – competence, confidence, connection, character, contribution, coping and control.

• LEGACY BUILDING – Some Filipina women have been enjoying passion, risk, and adventure in the third chapter of their lives. Imagine telling your leadership story to your children or to your grandchildren. Your narrative could explore your leadership, identify patterns of meaning (events, processes, epiphanies, themes), and your leadership at your peak, and how you got there.

• LEADERSHIP COMPETENCIES – Leadership Is Not A Job Title. It’s Not A Position.

It’s a Competency That Directs the Behavior of People.

• Leadership come in all shapes and forms.  Senior executives are expected to be leaders. But so are managers and supervisors.  Some people are natural-born leaders. Some aren’t.  Assigning a job title doesn’t infer good leadership skills. And different roles require proficiency in different leadership competencies.  

• Leadership competencies are leadership skills and behaviors that contribute to superior performance. A focus on leadership competencies and skill development promotes effective leadership. However, skills needed for a particular position may change depending on the specific leadership level in the organization.

  • WHAT ARE COMPETENCIES? – A competency is the capability to apply or use a set of related knowledge, skills, and abilities required to successfully perform "critical work functions" or tasks in a defined work setting.

  • Competencies have long been used as a framework to help focus employees' behavior on things that matter most to an organization and help drive success. They can provide a common way to harmonize, select and develop talent.

  • WHAT ARE SKILLS? – Skills are the expertise or talent needed in order to do a job or task. Job skills allow you to do a particular job and life skills help you through everyday tasks. It might take determination and practice, but almost any skill can be learned or improved.

• How have you assessed and developed your leadership competencies in the following areas -- leading self, leading others, leading your team, and leading the organization. 16 competencies were identified in the “key events” research. The 16 homogeneous leadership competencies are further organized into three broad conceptual factors as follows: (Source: Center for Creative Leadership)

1) LEADING THE ORGANIZATION

1. Strategic perspective

• Understands the viewpoint of higher management and effectively analyzes complex problems.

• Does her homework before making a proposal to top management.

2. Being a quick study

• Quickly masters new technical and business knowledge.

• Quickly masters new technical knowledge necessary to do the job.

• Prefers quick and approximate actions in many management situations.

• Does not hesitate when making decisions.

3. Decisiveness

• Prefers quick and approximate actions in many management situations.

• Does not hesitate when making decisions.

4. Change management

• Uses effective strategies to facilitate organizational change initiatives and overcome resistance to change.

• Leads change by example.

2) LEADING OTHERS:

5. Leading employees

• Attracts, motivates, and develops employees.

• Is willing to delegate important tasks, not just things he/she doesn’t want to do.

6. Confronting problem employees

• Acts decisively and with fairness when dealing with problem employees.

• Can deal effectively with resistant employees.

7. Participative management

• Involves others, listens, and builds commitment.

• Uses effective listening skills to gain clarification from others.

8. Building collaborative relationships

• Builds productive working relationships with coworkers and external parties.

• Gets things done without creating unnecessary adversarial relationships.

9. Compassion and sensitivity

• Shows genuine interest in others and sensitivity to employees’ needs.

• Is sensitive to signs of overwork in others.

10. Putting people at ease

• Displays warmth and a good sense of humor.

• Has a pleasant disposition.

11. Respect for differences

• Values people of different backgrounds, cultures, or demographics.

• Understands and respects cultural, religious, gender, and racial differences.

3) LEADING YOURSELF:

12. Taking initiative

• Takes charge and capitalizes on opportunities.

• Is prepared to seize opportunities when they arise.

13. Composure

• Demonstrates self-control in difficult situations.

• (Does not) become hostile or moody when things are not going his/her way.

14. Balance between personal and work-life

• Balances work priorities with personal life.

• Acts as if there is more to life than just having a career.

15. Self-awareness

• Has an accurate picture of strengths and weaknesses and is willing to improve.

• Admits personal mistakes and learns from them, and moves on to correct the situation.

16. Career management

• Uses effective career management tactics, including mentoring, professional relationships, and feedback channels.

• Understands the value of a good mentoring relationship.

OVERCOMING CAREER BLOCKS

Has your career ever been derailed? Were there certain personal flaws or behaviors that led to career derailment?

“Derailment” refers to leaders or managers who were expected to go higher in their organization but had their careers stopped involuntarily by being demoted, fired, or plateaued below their level of expected achievement. 

Derailment research has emerged four themes: (1) Problems with Interpersonal Relationships, (2) Failure to Meet Business Objectives, (3) Difficulty Building and Leading a Team, and (4) Difficulty Changing or Adapting.

How did you link your career derailment experience to grow as a leader? What were the lessons learned? 

Problems That Can Stall a Career 

1. Problems with interpersonal relationships

• Difficulties in developing good working relationships with others.

• Is arrogant (e.g., devalues the contributions of others).

2. Difficulty building and leading a team

• Difficulties in selecting, developing, and motivating a team.

• Does not resolve conflict among direct reports.

3. Difficulty changing or adapting

• Resistant to change, learning from mistakes, and developing.

• Cannot adapt to a new boss with a more Participative management style.

4. Failure to meet business objectives

• Difficulties in following up on promises and completing a job.

• Neglects necessary work to concentrate on high-profile work.

5. Too narrow a functional orientation

• Lacks depth to manage outside of one’s current function.

• A promotion would cause him or her to go beyond their current level of competence.

When you think about your career as a manager or leader, certain key events or episodes probably stand out in your mind – things that led to a lasting change in your approach to management or leadership. Identify at least three “key events” in your career – things that made a difference in the way you manage now. Explore these questions: (1) What happened? (2) What did you learn from it (for better or worse)? Look for patterns.

What lessons emerged from these key events (e.g., turning around an organization or unit in trouble, experiencing a big leap in responsibility, having a role model, making a business mistake)? How did your learning from these events impact your career, your management style (e.g., how to direct and motivate employees, how to cope with situations beyond your control, how you developed important management values). 

REFLECTIONS: Are you a manager or a leader?

What is leadership? Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

• The manager administers; the leader innovates.

• The manager is a copy; the leader is an original.

• The manager maintains; the leader develops.

• The manager focuses on systems and structure; the leader focuses on people.

• The manager relies on control; the leader inspires trust.

• The manager has a short-range view; the leader has a long-range perspective.

• The manager asks how and when; the leader asks what and why.

• The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

• The manager imitates; the leader originates.

• The manager accepts the status quo; the leader challenges it.

• The manager is the classic good soldier; the leader is his or her own person.

• The manager does things right; the leader does the right thing.

BACKGROUND: FWN DISRUPT LEADERSHIP BOOK SERIES

During the celebration of the centennial of Filipino migration to the United States in 2006, the Foundation for Filipina Women's Network (FWN) noted that the focus was largely on Filipino men who came to America as migrant farm workers and Filipina women who came as war brides.

To ensure that the role of Filipina women in the building of America is never forgotten, the FWN launched Pinay Power 2012 to recognize and uplift the Filipina women leaders who influence the Filipino American community's future through their work in communities and organizations.  

In 2013, FWN went global and selected leaders in countries other than the United States. From 2007-2021, the FWN has recognized hundreds of Filipina women as Founders and Pioneers, Innovators and Thought Leaders, Policymakers and Visionaries, Builders, and Emerging Leaders.  

ATTENTION AWARDEES

At one of the FWN100™ recognition awards, you were honored as one of the FWN100™ Most Influential Filipina Women in the U.S. and the World, a working award that requires you to pay forward your accomplishments by femtoring next-generation leaders. Your acceptance of the award signified your agreement with the spirit of the FWN100™ Most Influential Filipina Woman Award.

This award comes with the privilege of taking the steps that will create a path for the next generation Filipina women leaders to follow and for you to help achieve the FWN mission:  A Filipina woman leader in every sector of the global economy.

Documenting your leadership journey by getting published in the FWN DISRUPT Leadership Book Series, is the second step in fulfilling your agreement. The first step is ensuring that you renew your global award credentials annually with payment of your global membership dues.

purpose

Examine the leadership philosophy, styles, and traits of Filipina women leaders in a complex diaspora environment through individual life stories. With your stories, we want to find common themes that answer the following:

1. What are the dominant leadership traits of Filipina women?

2. How does a Filipina woman leader lead and manage herself?

3. How does a Filipina woman leader lead and manage a team?

4. How does a Filipina woman leader lead and manage a department, a division, or an organization?

5. What factors influence a Filipina woman's leadership philosophy?

TARGET AUDIENCE

1. For people who have current leadership responsibilities with varying degrees of culture-spanning and other complexities,

2. For leadership development in the diaspora environment, and

3. For teaching leadership that not only informs but also transforms promising leaders into successful leaders.

Narratives about Filipina leadership have implications for gender and intercultural leadership research and practice and for advancing theories of women and leadership.  Understanding how Filipina women bridge the range of Filipino and global cultures will challenge existing theories of a pluralistic society, multi-culturalism, acculturation and enculturation.

A pluralistic society is diverse, where the people in it believe all kinds of different things and tolerate each other's beliefs even when they don't match their own (vocabulary.com).

Multiculturalism, the view that cultures, races, and ethnicities, particularly those of minority groups, deserve special acknowledgment of their differences within a dominant political culture (Britanica.com).

Acculturation is defined as the array of psychological changes that occur when members of a minority group adapt into a mainstream group, whereas enculturation is the process by which individuals are socialized into their cultural heritage (Berry, 1994; Kim, Atkinson, & Umemoto, 2001; Yoon, Langrehr, & Ong, 2011).

The book will look at how Filipina women who have succeeded in the global workplace define who they are -- their leader identity and what they are about -- their how and why they exercise leadership; lessons learned from key events in their lives.

The FWN DISRUPT Leadership Book Series (Series) examines how Filipina women who have succeeded in the global workplace define who they are -- their leader identity and what they are about -- their how and why they exercise leadership; lessons learned from key events in their lives.

The Series also examines the extent to which Filipino values have underpinned their leadership, and what cultural adjustments were made to succeed outside the Philippines.  

Based on leadership reflections of authors based in the Philippines and the global workplace, the Series explores themes around Filipina women leadership:  

• Core identity, the fixed sense of self that underlies their continuously shifting multiple identities as they demonstrate their power and influence;

• How their Philippine heritage formed their values, their sense of purpose, and their outlook on the world;

• How their experiences beyond home challenged or reinforced their notions of leadership, and

• How they coped with cognitive dissonance when Philippine traditional beliefs are at odds with the requirements of succeeding in the complex diaspora workplace.

TIMELINE

•  15 December 2021: Call for Abstracts (300 – 500 words)

• 25 January 2022: DEADLINE to submit Abstracts online using the form below

• 15 February 2022: Select Abstracts and Notify potential authors

• 15 March 2022: Submit the first draft of chapters (20-25 pages; double-spaced)

• 15 April 2022: Peer Review Comments

• May / June 2022: Back and forth with authors, interior design, and book cover

• July 2022: Printing

• September/October 2022: Book launch @ the 18th Filipina Leadership Global Summit

Questions? Email FWN100@ffwn.org with subject line: DISRUPT 4.0

READY TO SUBMIT YOUR ABSTRACT?

Here are the Abstract and Chapter Guidelines.

300-500 words. How to write your ABSTRACT for DISRUPT 4.0. Filipina Women: BEING.

This book is the 4th in the FWN DISRUPT Leadership Book Series. The series is a collection of the leadership journeys of the FWN U.S. and Global Awardees.

FWN wants to capture your leadership story. How you developed leadership through the years that makes you influential. How you lead. Yourself. Others. Your organization. Why others follow you. Therefore, your ABSTRACT summarizes your chapter that will describe the following:

• EXISTENCE: Your essence as a person.

• ESSENCE: Your qualities and the competencies learned that shaped you and your leadership journey.

• CHARACTER: The totality of all the characteristics that exist about you.

• STATE OF BEING: The quality of your experience as a leader. How your cognitive and social-emotional experiences shaped your leadership identity. 

Refer to the leadership competencies as your guide.

WRITE YOUR CHAPTER AS A NARRATIVE, when your Abstract is accepted:

• Narrative – exploring your life, exploring your leadership journey, identifying patterns of meaning (events, processes, epiphanies, themes), and discovering your leadership competencies.

Use of stories that consider different layers of narrative enrichment (Ellis, 2012) will enhance your chapter.  Here are guidelines to spark your memories.

1. CONTEXT: make use of dialog, flashback, letters, newspapers, diaries, journals

2. CONFLICT: external tensions (conflicts between you, as the leader and others); internal tensions (conflict between you as a leader and your values)

3. SENSORY IMAGERY: activate the five senses of the reader, through characterization that is believable and memorable

4. POINT OF VIEW: write in the first person. You are telling your story.

5. EMOTION: show not tell

6. CONNECTION: readers must see some link between your narrative and their lives

7. HUMOR: make use of wordplay and thought play

8. WISDOM: here’s your chance to speak out the truth without being preachy

9. WORD CHOICE:  go for specificity and eloquence

ILLUSTRATIVE CONTENT OF CHAPTER MEMOIRS

The following suggestions for Writing Your Chapter are based on Writing the Memoir by Judith Barrington (2002).

You can write about your lived experience although you can decide how to imaginatively transform the known facts or speculate about the facts. Since it’s about you and your experience, write in the first person, singular.

Then accompany your self-revelation with analysis and understanding. Try to share your intellectual and emotional quest for answers, how you used judgment, and you remained true to yourself in different cultural settings. Try to express complex opinions instead of oversimplifying your experience. It’s your critical reflections and retrospective voice that will make the memoir layered and thought-provoking.

Since the leadership memoir is only a slice of your life, your key task is to decide on what to write about as a global Filipina woman leader based in the Philippines or as an immigrant or expatriate Filipina woman who has demonstrated leadership.

You might move back and forth from purely personal to your public self; from leading in the Philippines to your current home country or where you are now.

You might link your specific experience to a universal theme about leadership. You might choose to combine some of the suggestions below. Write about:

• Something/many things in your life that you are proud of (without any trivialization or modesty) that says something about your leadership.

• How you witnessed, heard, or experienced an event that impacted your leadership.

• Life in your family in a particular year, making references to the culture (books, music, food fads, TV shows, pop culture, etc.) that entered your family and how this shaped you as a person who can deal with all kinds of challenges.

• A major step in your understanding of yourself. This might be inner-focused and, at the same, bring in the external world.

• Your spiritual life. Combine inner dialogue—your thoughts and feelings – with external settings and events.

• A book that was very important in your life. Combine information about the book with an exploration of how it impacted you personally.

• A job(s) you have had. Include the work itself and its relationship to the world at large, how you felt about it, and how it affected your life and your leadership.

• Financial well-being. Making it. Success. Economic security. How having your own money transformed you and your leadership journey.

• How do all these different factors add up or have contributed to who you are now.

CHAPTER FORMAT

Double-space, Times Roman 12, 5000 – 6000 words, around 20-25 pages

For citations and references, please use APA, 6th edition.

• In-text Citations; for examples, see https://owl.english.purdue.edu/owl/resource/560/02/

• References: for examples, see https://owl.english.purdue.edu/owl/resource/560/06/