Tom Maloney  |  Interests  |  Scholarship  

Education:

• Master of Arts Public Sector Leadership, Saint Mary's College of California, 2003
• Bachelor of Arts Management, Saint Mary's College of California, 1995

Professional Experience:

• CEO - Maloney & Associates, LLC (July 2007 - Present)
  Mr. Tom Maloney is the President and CEO of Maloney & Associates, LLC. After more than 30-years as a public servant and law enforcement professional, including more than two-dozen-years as an educator in the greater San Francisco Bay Area, Mr. Maloney founded his own company to address a wide variety of educational, business, organizational, management, leadership and risk management areas. For the past 34-years, he has dealt with organizational and ethical issues, spanning topics such as project management, legal issues, public policy development, training and leadership in San Mateo County, the greater Bay Area and across North America.
• Sheriff's Lieutenant - San Mateo County Sheriff's Office (1994 - 2007)
  Retired 2007 (after 31 years of public service).

Teaching Experience:

• Instructor - Union Institute & University (February 2012 - Present)
  Provide instruction and faciliation in traditional undergraduate management program. Courses presented include: Criminal Justice Information Systems, The Role of Criminal Justice in Terrorism, Multicultural Issues for the Criminal Justice Manager, Applied Ethics in Criminal Justice Management, 7. Supervision in the Criminal Justice Field and Criminal Justice Management and Administration.
• Guest Lecturer - Sonoma State University (August 2008 - August 2009)
  In the Psychology Department, serving as a guest lecturer in the 2008 fall term and 2009 spring term undergraduate oganizational psychology course.

Presentations:

Panels & Forums

• Bridging the Cultural Divide. Maloney, Tom (talk, speech or lecture)
  Municipal Managers Association of Northern California
  Served as a Panel Speaker on Bridging the Cultural Divide at the Municipal Management Association of Northern California Annual Conference.
  (2002)

Presentations

• Leadership for Problem Solving (L4PS): A Super-Cultural Model for Organizational Effectiveness. Maloney, Tom and Ras, Nancy L (primary presenter, other-Workshop)
  14th Annual International Leadership Association Conference, Denver, Colorado
  The ability of leaders to solve problems effectively is often confounded by outmoded ways of thinking and the use of models that have worked in the past. This workshop affords participants the opportunity to break free of these limitations and to reframe and reconsider how to facilitate more effective problem solving within their contexts. Through a three-step process appropriate to leaders of organizations worldwide, participants will come away with the tools examine and modify their own problem solving efficacy.
  (October 27, 2012)
• Cognition and Organizational Change: Leveraging Resistance. Ras, Nancy L and Maloney, Tom (talk, speech or lecture, paper)
  The Institute of Work Psychology International Conference 2012, Sheffield, UK
  (June 2012)
• Reimagining Management Education for the Future: Creative Practices to Chaperone Transformative Results. Maloney, Tom and Ras, Nancy L (talk, speech or lecture, paper, primary presenter, co-author)
  The 11th World Congress of the International Federation of Scholarly Associations of Management, University of Limerick, Ireland
  We delve into Management Education based upon shared understandings instead of taken-for-granted assumptions and implicit insights. Hear practices for unpacking and exploring underlying assumptions and the taken-for-granted, providing avenues to consider the process of education in an intentional, well-informed and well-rounded manner. We investigate preparing students of today for improved understandings for tomorrow and chaperone opportunities for transformative results. As educators, we explore the interesting and challenging contradictions: How does one consider the future while still ensconced in the present? How do we break molds and antiquated ways of considering today? What paragons may provide direction in considering future needs?
  (June 2012)
• Leadership and Management Among Individuals: Shared Meanings, Purposes and Understandings. Maloney, Tom and Ras, Nancy L (talk, speech or lecture, paper, primary presenter, co-author)
  The 11th World Congress of the International Federation of Scholarly Associations of Management, University of Limerick, Ireland
  In pursuit of dynamic organizations, workplace behavior, stakeholder engagement and workplace dynamics are considered quite critically. We embrace management and leadership in the workplace through an examination of taken-for-granted paradigms and understandings of those concepts and organizational behavior through deconstruction and scrutiny for revalidation. We explore the notion that industrial-age, positional authority paradigms of leadership and management are quickly becoming antiquated in view of the new organizational structures and environments developing in the twenty-first century. Our exploration is grounded in an understanding of the psychological needs of employees for understanding, meaningful engagement and congruence in the organizational context.
  (June 2012)
• Resistance to Change as Symptomatic of Cognitive Dissonance: Towards a Strategy of Pre-Change Preparedness. Ras, Nancy L and Maloney, Tom (talk, speech or lecture, paper)
  The 11th World Congress of the International Federation of Scholarly Associations of Management, University of Limerick, Ireland
  Person-organization fit (POF) theory posits the self-selection of individuals into organizations with which they perceive they share values suggesting that organizational change serves to upset the foundation connecting employee and organization. This conceptual exploration then will apply the lens of cognitive dissonance to organizational change as resistance may be rooted in the perceived incongruence between personal values and the suggested change. Regarding resistance to change as a coping strategy suggests avenues to the mitigation of cognitive dissonance toward employee homeostasis in the organizational environment while still meeting the organizational necessity of change. Suggestions for practice will be offered.
  (June 2012)
• Cognition and Organizational Change: Redefining Resistance. Ras, Nancy L and Maloney, Tom (talk, speech or lecture, paper)
  Tobias Leadership Conference, Cheyenne Mountain Resort in Colorado Springs, CO
  (February 2012)
• Leadership through the Eyes of Collaborators: Roles, Intentions, and Outcomes. Ras, Nancy and Maloney, Tom (talk, speech or lecture, paper, co-author)
  Randall L Tobias Center for Leadership Excellence, Tobias Leadership Conference
  The understanding of leadership in the era of the knowledge age is changing from what a leader does as a positional authority in a stratified hierarchy, to how intergroup dynamics are reflected in outcomes attained in a flattened co-created organizational environment. Increasingly the emphasis in understanding effective leadership is viewed as follower-centric rather than as a leader-centric phenomenon. This session will engage leadership as a co-creation of those is various hierarchical positions and roles extending the followership discussion of Riggio, Chaleff and Lipman-Blumen (Eds, 2008), and Rost (2008) regarding the centrality of the followers to the dynamic that is leadership. Lenses for our view of Leadership through the Eyes of Collaborators will be based in three fields of study: neuropsychology (Decety et al. 2004, Eisenberger, et al., 2003), person-organization fit (Parks et al., 2001; Moorman et al., 1995), both at the individual level of analysis, and commitment (Hannah et al, 2008; Johnson and Chang, 2006), which serves as the bridge between individuals and the group. Each of these separately offers insights as to the antecedents of leadership co-creation and together they present a pathway through which collaborators’ antecedent predispositions, intentionality, and consciousness may interact with those in other roles to create effective leadership. We will consider how leadership may be defined by collaborators in various roles, how leadership intentions may be perceived, and how outcomes in leadership efficacy may be achieved through understanding and consideration of, and interaction with, the perspectives of all involved in the relationship dynamic. The session will engage attendees through discussion, case analysis, and suggest questions for further consideration.
  (March 2011)
• Leadership for the Future: Shared Meanings and Purposes. Maloney, Tom and Ras, Nancy (talk, speech or lecture, paper, co-author)
  6th Biennial International Conference on Personal Meaning, Vancouver, Canada
  (August 2010)
• Education in Leadership: Foundations of Reflective Practice. Ras, Nancy and Maloney, Tom (talk, speech or lecture, paper, co-author)
  The Randall L. Tobias, Center for Leadership Excellence Multi-Sector Forum, Indianapolis, Indiana
  While leadership education infers that one can be educated to lead, education in leadership highlights that the study of leadership itself is both an educative and reflective process. As one engages with self, understandings concerning leadership surface, and through such introspection, bridges between leadership theory and intentional action are traversed. This perspective is developed as the session engages the audience interactively and underlying aspects of these distinctions are explored. Leadership is framed as a non-hierarchical process of influence (Rost, 1993, 2008) informed by self-awareness with transformative results. Intentionality is explored as exercises enable session participants to engage various leadership definitions through activities and subsequent reflection. Raising awareness of the need for explicit communication is foundational to intentional interaction toward influence. A simple simulation, for example, provides a lens through which to promote and provide education in leadership. The session is geared toward all sectors and contexts and will benefit positional authorities as well as those more interested in “followership” as it promotes a highly individualized educative journey of reflection into the action of leadership.
  (February 2010)
• From Disagreement to Accord: The Social Process of Paradigmatic Shift in Search of Creativity and Innovation. Maloney, Tom and Ras, Nancy (invited, paper, co-author)
  8th Annual Hawaii International Conference of Social Sciences
  The Deception of Disagreement is what we term those predispositions toward negativity and dissonance that stop many attempts to reach authentic accord in their tracks. The costs of the Deception of Disagreement are many, both in terms of the individual level of analysis, as well as at the level of the group, and even societal levels. The need for individuals and groups to reach mutual purposes and work toward collective goals is one on which many valuable and critical outcomes rest. The ability to reach an authentic accord, not compromise which is somehow coerced or achieved through the silencing of dissenting voices, is one that depends on a paradigmatic shift beyond simple “reframing,” to making explicit, through ‘unpacking,’ certain cultural taken-for-granteds. Such a process is informed by Positive Psychology (Seligman, 1996) and enables individuals to develop the capacities to engage differently and sincerely through the facilitation of an environment that supports the development of trust.
  (June 2009)
• Where Do We Go from Here? Positive Organizational Behavior and Positive Psychology in Leadership Education. Maloney, Tom and Ras, Nancy (talk, speech or lecture, paper, co-author)
  Multi Sector Leadership Forum, Randall L. Tobias Center for Leadership Excellence, Indianapolis, Indiana
  The session utilizes both immersion exercises as well as cases for discussion to offer different ways of conceptualizing situations and events. This paradigmatic shift at both the individual and group levels of analysis, including both theory and application, offers a solid foundation on which to build leadership understandings for the future.
  (March 2009)

Publications:

• Maloney, Tom, Matthew, David, Maynard, Don & Neamy, Robert. (2013, January25). Critical Incident Management: A New Era of Post-9/11 Dispatch Models. 9-1-1magazine.com, Iss. Januray 2013, http://9-1-1magazine.com/Maloney-et-al-Critical-Incident-Management.
• Maloney, Tom, Matthew, David, Maynard, Don & Neamy, robert. (2013, January17). Incident Leadership & Management: Dispatch in a Post-9/11 Era. 9-1-1magazine.com, Iss. January 2013, http://www.9-1-1magazine.com/Maloney-et-al-Incident-Leadership.
• Maloney, Tom. March 04, 2011. Affecting Influence, Catholic San Francisco, vol. 13, issue 8, pg.14, Roman Catholic Archdiocese
• Cavin, Julie & Maloney, Tom. (2011, January). California First Responders Prepare. California Sheriff, Vol. 26, Iss. 1, 22.
• Maloney, Tom. October 29, 2010. Appreciation goes deeper than thanks, Catholic San Francisco, vol. 12, issue 33, pg.15, Roman Catholic Archdiocese