DISRUPT 2.0 Call for Abstracts

And the people who talk about us
Are going off, one by one,
They leave us
To worry about the shoes
The stories, the work
They leave us
To take up the weaving

Nadine L. Sarreal, 2000
“The Old People Talking (in memoriam, NVM Gonzalez)”

This CALL for Abstracts is for U.S. and Global FWN100™ Awardees (2007-2015) and are in good membership standing with the Filipina Women's Network.

To join or renew your FWN member dues, please go to http://ffwn.org/MembershipApplication before you submit an 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 2nd FWN leadership book, your memoir is how you remember your personal and professional lives as a Filipina woman leader, an expatriate or migrant, whether first or second generation who is exercising leadership in the diaspora. The theme or 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 becoming who you are now – a global Filipina woman leader in your host country as well as in your home country.

This book is intended to be a book on 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 150 - 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.

Submit Your Abstract






This is a call for abstracts for the next book on Filipina Global Leadership. The book builds on the FWN’s first leadership book titled “DISRUPT. Filipina Women: Proud. Loud. Leading without a Doubt.” launched in October 2014. Go to 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.  

During the celebration of the centennial of Filipino migration to the United States in 2006, the 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 inspire and advance 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 2007-2015, the FWN has recognized hundreds of Filipina women as Founders and Pioneers, Innovators and Thought Leaders, Policymakers and Visionaries, Behind the Scenes Leaders, Builders and Emerging Leaders.  At one of the FWN100™ recognition awards, you were honored as one of the FWN100™ Most Influential Filipina Women in the U.S. or the World.   This award comes with the privilege to develop and inspire next generation of Filipina women leaders and to achieve the FWN mission:  A Filipina woman leader in every sector of the global economy.


Objective and Target Audience

Are you a manager or a leader? What is leadership?

The only definition of a leader is someone who has followers. - Peter Drucker, in “The Leader of the Future”

Leadership is influence - nothing more, nothing less. - Peter Maxwell, in “21 Irrefutable Laws of Leadership”

Leadership is influencing others to follow a given direction. - Tony Harvey

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.

The purpose of the book is to examine the leadership philosophy, styles and traits of Filipina women leaders in a complex diaspora environment through individual life stories. With your stories, we hope to find common themes that answer any of the following:

  1. What are the dominant leadership traits of Filipina women?
  2. How does a Filipina woman leader manage herself?
  3. How does a Filipina woman leader manage a team?
  4. How does a Filipina woman leader manage / lead a department, a division or an organization?
  5. What factors influence a Filipina woman's leadership philosophy?

The book will ultimately be useful:

  • (a) for people who have current leadership responsibilities with varying degrees of culture-spanning and other complexities,
  • (b) for leadership development in the diaspora environment, and
  • (c) for teaching leadership that not only informs but also transforms promising leaders into actual 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 multi-culturalism, co-culturation, and global or diaspora leadership.

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 of leadership; lessons learned from key events in their lives.

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

Based on reflections on leadership in the Philippines and in the global workplace, the book will explore such themes as:  

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

Illustrative Themes

There is a strong link between experiences and lessons learned.

What is learned is not random; it flows from a specific experience.

- Center for Creative Leadership

  • DISRUPT – Filipinas 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 first and foremost, exceeding expectations, and breaking glass ceilings.
  • 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.
  • 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.
  • Difficulties in following up on promises and completing a job.
  • Neglects necessary work to concentrate on high-profile work.

    4. 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.

    5. Failure to meet business objectives
  • Difficulties in following up on promises and completing a job.
  • Neglects necessary work to concentrate on high-profile work.

    6. 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). 

    Leadership competencies – 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:


       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.


      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.



      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, 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.


The plan calls for the editors to write an introductory chapter in order to situate Filipina Global Leadership within the literature and research on leadership, gender, global leadership, and individual and national development. The editors will examine Filipina women leaders’ use of written (as evidenced by their chapters and written submissions to the Global 100) and oral (based on the videotapes) accounts to build significance, activities, identities, relationships, politics, connections, and knowledge (see Gee 2010) about being leaders and exercising leadership.

This analysis will examine how the Filipina Global leaders enhanced motivation, morale and performance within their circle of leadership and demonstrated power. Furthermore, it will look at how the Filipina leaders describe the multiple contexts that frame their leadership, including the national and international level.

The editors will write an integrative, concluding (or summative?) chapter based on the narratives and case studies, augmented by the FWN archive materials on the nomination and selection of the Global 100 and the videotaped interviews. This summative chapter will examine the range of characteristics of global leaderships, global leadership competencies, and effectiveness of global leadership that are articulated in the chapters written by one or more authors.


Chapter Guidelines

There are several ways to approach the writing of your chapter.  Among these ways are:  

  • Narrative – exploring your leadership, identifying patterns of meaning (events, processes, epiphanies, themes), and recommending leadership competencies.
  • Case study – analyzing an event, a program, or an activity where you demonstrated leadership..  

Whichever approach you decide, the use of stories that consider different layers of narrative enrichment (Ellis, 2012) will enhance your chapter.  These are:  Context (make use of dialog, flashback, letters, newspapers, diaries, journals); Conflict (external tensions, for example, conflicts between the leader and others, and internal tensions, for example, conflict between the leader and her values); Sensory imagery (activate the five senses of the reader, through characterization that is believable and memorable); Point of view (who is telling the story -- third person or first person); Emotion (show not tell); Connection (readers must see some link between the narrative and their lives); Humor (make use of word play and thought play); Wisdom (chance to speak out truth without being preachy); and,  Word choice  (go for specificity and eloquence).

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, please 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 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 memoir is only a slice of your life, your key task is to decide on what to write about as a Filipina women leader based in the Philippines or as an overseas or expatriate Filipina woman who has demonstrated leadership. You might move back and forth from purely personal to public; from leading in the Philippines to the UK, Norway, Japan 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, 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.
  • How all these different factors add up or have contributed to what you are now.

CHAPTER FORMAT and timeline



Chapter format:

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

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

- In-text Citations; for examples see here.

- References: for examples, see here.



1) Call for Abstracts (200 – 500 words)
 November 25, 2015

2) Submit Abstracts online at the FWN site  
 January 15, 2016

3) Select Abstracts and notify potential authors  
January 31, 2015

4) Submit first draft of chapters (20-25 pages; double -spaced) – March 30, 2016

6) Peer Review Comments – April 30, 2016

7) Back and forth with authors, author approval of formatted version, interior design, and book cover – May / June 2016

8) Printing – July 2016

9) Book launch – September 2016 @ the 13th Filipina Leadership Summit


About the Editor

All the editors and chapter authors are recipients of the 100 Most Influential Filipina Women Award™ from the Filipina Women’s Network.

Maria Beebe

Maria Beebe has a Master of Arts in Anthropology and Ph. D. in Education from Stanford University. Her research interests include critical discourse analysis, women’s leadership and information and communication technologies (ICT) for development. Maria has over twenty-five years experience in higher education and sustainable development. She recently returned from Afghanistan as a Sr ICT Advisor in Education. She served as Washington State University Chief of Party for a USAID-funded $12 million Afghan eQuality Alliances that forged partnerships with U. S. universities and established computer centers at Afghan universities. Among her accomplishments: Recommendations on the use of ICTs to expand the global outreach at Portland State University; Development of an e-learning management system, curriculum on ICT policy and regulation at various African universities and a Masters in public policy and administration in Afghanistan, policy paper on E-education in Basic and Further Education in South Africa, and a concept paper on ICTs for education in Ethiopia.

Maria co-edited a book entitled AfricaDotEdu. Maria shares lessons learned through reflection on action and papers at international conferences. She participated in the Afghanistan Country Workshop and presented a paper on MOOCs and m-learning at the World Summit on Information Society 2013. Maria launched Global Networks to provide professional development services for global engagement.

James, Maria’s husband, has introduced her to the global stage by way of Peace Corps and their chidren—David and Ligaya consider themselves global citizens.

Maria Beebe can be reached at mariab@ffwn.org.