top of page
Search
  • Writer's pictureEric Cline

Leadership - Easy and meaningful ways to lend a helping hand

Updated: Jul 5, 2023

Evolution of Leadership

Leaders begin from a position, develop relationships, develop people, become productive, develop other leaders, create teams, and solve problems. Leadership intellectuals refer to some of these as "levels of leadership." Like the array of clubs in a golfer's bag, elements of this evolutionary process are found in situational leadership.

Position

Just as followership, leadership begins from a position – you are either out in front, in the midst, or in the rear. Leadership positions within the church might include those in worship, missions and evangelism, ministry, membership, education, child-care, fellowship, logistics (ushers, parking, building and grounds), home-cell groups, and counseling. Imagine the position "Pastor of Leadership Development."

The position of leadership is either thrust upon the person or the person chooses to capture it. Moses was thrust into position to lead when God told him to go the Pharaoh and bring the Israelites out of Egypt (Ex. 3:10). However, position did not make Moses a leader. The position-only leader "holds down a chair" and little is accomplished from anyone. Moses had God in his corner and Moses eventually embraced his positional appointment with action. Moses got up out of his chair and led over six hundred thousand men out of Egypt.[i] Leaders who rely only on position without action often devalue people because they do not believe in their people’s capabilities. They will occupy a position (hold down the chair) without motivating their people to accomplish anything. Position-only leaders see their people as liabilities. Followers of position-only leaders will eventually resent, rebel, and resist following – a recipe for mutiny. They will turn to a de facto leader for guidance. At one point, even Moses was guilty of occupying position only and God wanted to kill him! (Ex. 4:24).

Leaders have positional authority because someone witnessed capability, or the position was filled by an institutional process of mechanized promotion. For example, a top salesperson selected to move up in an organization is different from a person promoted based solely on tenure. Tenure without talent is just tenure. Promotion for the junior ranks in the armed forces are essentially automatic barring any misconduct. Those promoted to the next position then have position authority and ideally learn to appropriately lead from that position. From position, something must get accomplished and it should not always get accomplished because of position or title. Sure, people will accomplish a task because "the boss" or "The Director of Blah Blah" said so. But the sustainability of accomplishment based solely on "said so" is shallow and short lived. Title is not a job description. It does not define the person or specifically define what the person does. Influence, not position, is necessary to get things accomplished.

Leaders having both position and influence (or persuasion) build community, and with community it is never “lonely at the top”. If leaders are lonely, it is because they misunderstand the functions and purpose of leadership. Position-only leaders will likely feel lonely and their subordinates will feel undermined. Some of those people ultimately leave the organization for no other reason than to get away from the leader. The unmotivated who stay worsen the overall situation. Turnover is high, and people will give their very least. Why give your best to the careless? “If they’re not following, you’re not leading”.[ii] They are not following because, in part, they are feeling undermined and devalued. Leaders who remain positional get “branded and stranded”.[iii] Like an actor who becomes "type cast" they rarely get further opportunities for new "roles" or advancement in the organization. They may move laterally but rarely move up. Positional leaders and their “detainees” model inefficiency and are mentally absent.

Leaders strive to do their best, overcome obstacles, make the most of advantages and opportunities, and above all, positively influence others. Their legacy is never about getting to the top of the organization. Critically observe a group of people involved in some communal activity. Can you spot the leader? The leader will be the individual to whom people are responding, and the work will likely be harmonious, efficient, and perfect. Like a gifted actor at work, they draw audience attention.[iv] That leader has influenced production utilizing a toolbox full of "leader tools." Ralph E. Enlow draws it out: “A leader is a person who serves as a catalyst for collective clarity, community, change or convergence toward accomplishment of consequential ends.”[v] That is a whole lot of words to simply say that “leaders influence.” The influential leader makes things happen. Followers of influential leaders want to follow, do a good job, learn, and be challenged. I like Enlow’s use of the word “catalyst” because it is that very essence that elicits followership. He prefers the term catalyst over the term commander.[vi] Commander is a power position of leadership and commanders command compliance. The commanding leader is most appropriate in such areas as on the battlefield or in the hospital operating room.[vii] Leaders working as a catalyst elicit followership rather than issuing commands to achieve behavioral compliance.

Relationship

Leadership is about relationships, relationships in all directions. Relationships with self, others, and the organization are not created overnight. Humorist Arnold Glasow said, “The key to everything is patience. You get the chicken by hatching the egg—not smashing it.”[viii] Get to know the people you are leading as well as the people leading. Remember that Jesus spent lots of time with his disciples and His disciples adopted life-long relationships. Ask lots of questions. Be genuine and take notes where appropriate. People typically like talking about themselves, especially when someone sincerely cares. A better comprehension of their goals, interests, and family situation will pay huge dividends in building rapport and in times of crisis. Touch their heart before asking for a hand.[ix] Position yourself more as a servant. After all, we are our brother’s keeper (Gal. 6:1-2).

When you have a relationship rather than position-ship, people feel valued, trusted, cared for, and they want to follow. There are plenty of biblical examples about caring for others. However, caring for others (being relational) and getting things done (being productive) requires balanced discernment. For example, in Ex. 12:6, God tells Moses to care for the animals…so that they may be slaughtered. Oh, okay, maybe that is not a good example. A better illustration is to consider the quality time Jesus and His disciples spent together. Knowledge was gained by association before it was understood by explanation.[x] Demonstrating God's love and care for people helps define your relationship and by taking a firm stance and being candid when appropriate helps direct the relationship. According to Rom. 14:8, “If we live, we live for the Lord; and if we die, we die for the Lord. So, whether we live or die, we belong to the Lord.”

Step outside the church to consider secular yet applicable concepts. The people in the organization or on the team are not family. What makes a family great is not what makes a team great. You do not treat your spouse the same as your coworkers. But your attitude and behavior (self-management) should be as consistent as possible and predictable to everyone (only dead people are completely consistent). Otherwise, you will not be viewed as trustworthy. Not everyone is going to love you and you do not want to be held captive by every person’s opinion. Tough decisions come with the job of a leader. Just being nice is not enough. Be nice and right, and somewhat flexible—not perfect, but credible. If you sacrifice fair for nice, you will lose respect and trust. Be authentic, humble and honest. To have a friend, you must be a friend. If you do not like people, you will not be liked by people. If you do not respect anyone, you will be respected by no one. And if you are not respected, you do not have relationship, and without relationship, you lose influence, and without influence, you cannot successfully lead. If you act like a houseplant, do not get offended if people ignore you.

The issue is not whether leadership is a popularity contest but rather how the population is influenced. Forget being liked. Good leaders discover that just being liked falls too short of the abundant rewards from good leadership. God loves you abundantly and when you show God's love and care for people, you can easily exchange “want-to-be-loved” for “love-to-do-right”. You can care for people without leading them, but you cannot lead them without caring for them. Emotionally intelligent leaders have empathy. Leadership is all about relationships, inside or outside of the church.

John Maxwell presents variations of the golden rule and the religions from which they come:[xi]

Christianity: “Whatever you want men to do to you, do also to them.”

Islam: “No one of you is a believer until he loves for his neighbor what he loves for himself.”

Judaism: “What is hateful to you, do not do to your fellow man. This is the entire Law; all the rest is commentary.”

Buddhism: “Hurt not others with that which pains yourself.”

Hinduism: “This is the sum of duty; do naught unto others what you would not have them do unto you.”

Zoroastrianism: “Whatever is disagreeable to yourself, do not do unto others.”

Confucianism: “What you do not want done to yourself, do not do to others.”

Baha’i: "And if thine eyes be turned towards justice, choose thou for thy neighbor that which thou choosest for thyself.”

Jainism: “A man should wander about treating all creatures as he himself would be treated.”

Yoruba Proverb (Nigeria): “One going to take a pointed stick to pinch a baby bird should first try it on himself to feel how it hurts.”

Jesus summarizes relations by saying, “Therefore, whatever you want men to do to you, do also to them, for this is the Law and the Prophets". (Matt. 7:12). Economist Dr. Michael Schluter, believes “that many social, political and business problems are often far more fundamentally relational than ideological.”[xii] Relational health drills down on the mechanics of relationships or leadership development.

People Development

Empowerment is the intentional transfer of authority to an emerging leader within specified boundaries from an established leader who maintains responsibility for the ministry.[xiii] Notice that the leader gives away authority but keeps responsibility. That is what distinguishes empowering from directing. A leader who is directing keeps both authority and responsibility which is necessary in some situations but can make it difficult for leaders to function in other situations. For example, a leader might direct the activities in uncharted waters but continually directing qualified leaders may hold back their leadership potential. Abdicating gives away authority and responsibility and is seldom, if ever, an option. Imagine the instructor pilot abdicating complete control of the plane in motion to the student pilot and the instructor's authority vanishes. If a leader gives away responsibility but retains authority, the leader disables the individual's decision-making freedom and risks a successful outcome. Everyone having authority is still under the authority of someone; otherwise, one might think they can exercise authority completely on their own. Jesus gave His disciples authority and responsibility, but their responsibility was derived from His higher authority.

Helping people grow helps you grow as a leader. Create a growth-oriented culture and learning climate, a climate where the employees feel engaged, loyal, and satisfied. Climate can be traced to the actions of one person: the leader. With the exception of monetary compensation to every member of a work organization, the significance of climate is not much different within the church. Empowering people to become leaders, grooming them for success can be a people-development leader’s greatest fulfillment. Too many pastors are reluctant to give ministry away to other leaders and their already overloaded ministry schedule often prevents them from developing more leaders. Philip of Macedonia, the father of Alexander the Great, said, “An army of deer led by a lion is more to be feared than an army of lions led by a deer. “ Mark Sanborn writes that Philip missed the bigger point: An army of lions led by a lion is to be feared most of all, for it is unstoppable.[xiv] Empowering leaders equips an organization with lions where everyone leads. Sanborn defines leadership as “an invitation to greatness that we extend to others.” You cannot give what you do not have, and leadership is customer service that goes above and beyond the call of duty.[xv]

In people development, the focus shifts from production to growing the number of leaders. The human resource is often the only difference between competing companies. A business can invest in all the technology and have lots of working capital but without dedicated, and talented teams, the greatest potential for success is missing. Watch what happens to an organization when the person normally in charge leaves for vacation or is otherwise absent. If operations continue to function smoothly, people development was made a priority. If everything clatters, doing was never replaced with development. Leaders must step aside and empower others to “try on their new stripes.” Recall earlier that leaders carry the burden for continued success. When new leaders step forward and ease the burden, the potential for success is enhanced for everyone.

“Develop your followers and work yourself out of a job” became my maxim while serving throughout the Cold War. When leaders realize the accomplishments of their people, and exercise leadership through the team,[xvi] they can have a joyful heart like the parent of the college graduate—they planted the seed and the follower ran with it. “The highest form of productivity is re-productivity.”[xvii] Imagine the wonder when leaders assume a Christ-like approach in every facet of their leadership lifeblood. Imagine the team quality. Jesus went out to a mountainside and spent the night praying about choosing twelve disciples. Few leaders, and even fewer books about leadership, mention getting on our knees and praying first to make good leadership decisions. As mentioned earlier, genuine leaders genuinely recognize the traits of good leadership in themselves and others. These leaders are more likely to recruit and retain leader candidates and success partners. Jesus placed high value on disposition, demonstrated capacities, and diversity—all of which each chosen disciple possessed. Build your teams with quality people and minimize conflict.

The Productive Leader

Just like marriage or cherished friendships, relationships are foundational and require maintenance and growth. Earned influence and established relationship empowers productivity. Leaders who know themselves have a vision and articulate that vision in all they do. It permeates their relationships but invariably creates risk. Risk comes with leadership. Productive relational leaders risk their credibility. Now you are asking your followers to move toward a vision which will require trial and error. For example, suppose a leader implements a new procedure for ushering people into the church or redirecting traffic in the church parking lot. Productive leaders stick out their necks and risk their credibility trying to make such improvements. If their new procedure works, their credibility and leadership remain intact. Success breeds success but if the test fails, failure bleeds everywhere. The vision pursuit, the leader's want for improvement or change, must be made responsibly with effort to minimize fallout. Ideally, every participant will agree to work with the idea, willingly accept the risk, and be open to learn from mistakes. Just as healthier people recover easier from surgery, happier workers successfully rebound from failure. Good results create momentum and with momentum, an organization can steer clear or overcome problems. It is the misguided productive leader who over-uses those who can "do" or channels an individual's effort toward church growth at the expense of the individual's spiritual health. To ignore the heart and relationship priorities in the ministry is to ignore the value of the person. We are called according to His purpose.[xviii]

Getting others to “buy-in” to the vision and empowering them to participate in making choices and providing some autonomy will increase the chances for success. “Adults have a psychological need for autonomy…production increases significantly for blue-collar workers in manufacturing plants when they are given the ability to stop the line.”[xix] Productive leaders are an example to others. Accomplishment is inspiring, motivating, and morale boosting. U.S. Navy Admiral William H. McCraven told graduates at the University of Texas, “If you want to change the world, start off by making your bed.” He explained it as an accomplishment and that it would “encourage you to do another task.” Thomas Carlyle writes that “Nothing builds self-esteem and self-confidence like accomplishment.”[xx] However, beware of the inclination to place the high producer in a leadership position. It does not always work. Mr. Whatshisname can produce a record number of widgets but fails at leading others. He has the knack of laboring but no skill in coaching.

Leadership development

Leadership development is the intentional process of helping established and emerging leaders at every level of ministry to assess and develop their Christian character and to acquire, reinforce, and refine their ministry knowledge and skills.[xxi] Leadership development that transforms people and organizations must start at the top and be a strategic priority.[xxii] In 1 Timothy 4:14-15, Paul tells Timothy what leaders can and must develop. Leaders must, "Meditate on these things; give yourself entirely to them, that your progress may be evident to all" (1 Tim. 4:15). Paul's instruction shows genuine compassion and value for people. Every leader in ministry must seek out, recruit, and develop other leaders. Leaders lead leaders.

Developing leaders is not easy. That is why we often just do the work ourselves—it is easier, and we can likely do it faster. Developing leaders is not risk-free. As mentioned earlier, you can lose your best and be stuck with the rest. But the rest creates yet more opportunity. Position yourself more as a servant. What more can you do to help people and leaders do their jobs? If you feel threatened by those high achievers and up-and-comers, consider that as notification of your insecurity. Wayne Schmidt said, “No amount of personal competency can compensate for personal insecurity.”[xxiii] Overcome this by dumping the ego—realize you do not have all the answers. You are not in total control—give yourself permission to make some mistakes. Grow up! It takes maturity and commitment to attract, develop, and lead other leaders. Go the distance; go the second mile. Second mile leaders create second mile followers.[xxiv]

Team Effort

Celebrate team success and make people part of your personal victories to continuously inspire people to become the best versions of themselves. Prioritize: select the best, retrain the rest, and build winning teams. Remember the old proverb: if you chase two rabbits, both will escape.[xxv] Not teams that are winning trophies but rather teams that are winning from the pleasures brought into other people’s lives. The shared victory of individual efforts is meaningful and long-lasting euphoria.

Teamwork is a mirage if it exists in caption only, and usually under one of those fancy motivational photographs hanging in conference rooms or on hallway walls. Leaders recognize that genuine team synergy yields outcome that far exceed the sum of individual contributions. Teamwork can be one of the easiest things for a leader to develop with colossal resultant payoff. Enlow outlines the five dysfunctions of a team[xxvi] and I contend the antidote for each dysfunction is available in each of the steps required for building a team. The antidote injected into the dysfunction builds the next step for teamwork.

The foundational level for building a team is trust. If the trust is dysfunctional, you will see fear of conflict and lack of interaction at the next level. The antidote is trust. Inject trust and the second level becomes full of interaction because of the reduced fear of conflict. The discussions are intense, and the debates are healthy. Any deviation from this, a veneer of harmony, creates detachment and a lack of commitment, the third level of dysfunction. Instead of healthy debates, it becomes "everyone out for themselves" and the antidote is accountability. Paul tells us in Rom. 14:12 "So then each of us shall give account of himself to God." Creating an atmosphere of consistent accountability, the antidote, will help avert the fourth level of dysfunction, avoidance of accountability. At this fourth level of dysfunction, incompetence and irresponsibility are indulged and people lose focus. When people lose focus of the leader's vision, they miss the invitation to the bigger picture, the imagined future. In one of his books, John Maxwell lists vision as the final quality of twenty-one indispensable qualities of a leader.[xxvii]

Conflict and Problem Prevention

Conflict happens. If teamwork was ever declared as one of the easiest aspects of relationships, conflict would be declared one of the most difficult. In every case, every leader should practice problem prevention by building a solid team in hopes to minimize conflict. Leaders who shy away from confrontation withhold the kind of feedback that helps people grow which can derail an entire group and steer them to failure. Chummy leaders can become clueless and leave followers rudderless.[xxviii]

One of the insights for me was the biblical approach in confronting conflict with humility and grace and with the goal of restoration and reconciliation where possible.[xxix] I have extended grace and humility in the face of conflict and walked away feeling pretty good about the outcome. However, restoration and reconciliation were cards I kept for myself rather than taking grace and humility to the next level where I possibly could have helped restore and reconcile the “offender’s” pride, self-esteem, or whatever else needed reconciled. Most conflicts arise out of some misunderstanding. Recall a portion of Enlow’s definition of a leader from the introduction: “A leader is a person who serves as a catalyst for collective clarity.” Save yourself some grief and be the catalyst for collective clarity to help minimize conflict.

Leaders will get to the end of their rope and throw their hands in the air, but successful leaders will have their fists clinched ready to take on the challenge. I have heard it said, "It is not a problem. It is just another opportunity for improvement." These opportunities for improvement can be the finale of relational leadership. Barnabas and Paul planted churches, preached together, and were planning another missionary trip but had to part ways because of the relational conflict Paul had with John Mark. Paul and Barnabas were in conflict and could no longer agree with each other.[xxx] Paul went on to write half of the New Testament and we hear little about Barnabas. When conflict Leaders have to “know when to fold ‘em, know when to hold ‘em, know when to let ‘em go.” In other words, leaders have to know when to separate themselves or others from the team in the best interest of continued accomplishment or production.

A healthy work environment and emotionally intelligent leaders help prevent problems. In unpleasant working environments, people feel undervalued an underappreciated, stress levels are higher, all relationships are strained, and company culture or climate, the way a company’s employees and employers think, feel, and act, is misaligned. Other factors are increased absenteeism, decreased productivity, and fewer smiles – the body language of frustration, boredom, and unhappiness. Good leaders minimize problems. Good production leaders carry the burden for continued success and making tough decisions. Accept responsibility, be accountable, admit failure, and self-police (remove yourself where you are not effective). Lead the way. Moses must have wondered Why must I always go first?

Situational Leadership

Any writing on leadership would be incomplete without some reference to the Situational Leadership Theory, or the Situational Leadership Model created by Paul Hersey and Ken Blanchard. Effective leaders cultivate the ability to adapt to continually changing conditions. Different situations call for different leadership styles. Every military leadership training I received included situational leadership (SL). Ironically, the fundamental principle of situational leadership is that there is no single “best” style of leadership. I doubt there will ever be a universal leadership style or model and I present the Hershey-Blanchard model as one example among many.

Situational leadership includes the follower in telling/directing; selling/supporting; participating/coaching; and delegating/turning over. Another popular model, such as the Corporate Life Cycle model developed by Dr. Ichak Kalderon Adizes can be a valuable resource in adjusting leadership styles for changing situations and bears his name, usually referred to as IA. However, it is my personal opinion that SL is simply complete, and IA is completely complicated. Leaders can easily pack SL into the field, office, and job site, whereas IA leaders would have to rent a U-Haul. I have studied IA and believe it is absolutely a prerequisite to understanding organizational change, but SL seems easier and better constructed for adjusting leadership styles. Situational leaders expect change, embrace change, and create environments that not only welcome change but respond helpfully to change. Situational leaders recognize that change is often an emotional journey, where fear is the dominant emotion, and comfort rather than reason is administered accordingly. Again, it is all about relationship, the selling/supporting component of SL. Situational leadership is a combination of task behavior (hopefuls, outward focus) and relationship (homies, inward focus) behavior.

Opportunities for Leadership

Within the church there are at least four general areas needing leaders: unpaid volunteers, unpaid paraprofessionals, paid vocational staff, and paid ministers with varying durations of commitment. Opportunity exists in each area for the evolution of leadership and leaders often move between the areas.

Area One – Unpaid Volunteers

The unpaid volunteers receive minimal training and include greeters, parking attendees, coffee makers, ushers, informants, children monitors, and security monitors.

Area Two – Unpaid Paraprofessionals

The unpaid paraprofessionals often times receive more training than level one volunteers and include the eucharistic/communion ministers, Sunday school and Bible school teachers, bus/van drivers, helpers in vacation Bible school or other activities such as AWANA and mission trips, building and grounds keepers, praise and worship team, fellowship committee, home repair persons, helpers for those shut-in, men's and women's ministry, meal ministry, special needs helpers, and nursery workers.

Area Three – Paid Vocational Staff

The paid vocational staff usually possess previous training but receive additional training germane to their duties in the church. Area three workers are the secretaries, interns, leadership teams, ASL interpreters, and the handful of staffers who organize and work such things as weekend retreats, various workshops, holiday/special events, and workcamps.

Area Four – Paid Ministers

Area four professionals include the senior pastor, associate pastors, pastor of worship, youth pastor, counselors, and legal advisors.

Identifying the areas for leadership in the ministry is essential for leaders to recognize the necessity of people and leadership development all while working to develop Christian character and winning lost people to Christ. Remember the imperative to balance the inward focus and the outward focus. Authentic relationships are the essence of church life and gifted leadership enables the church to function at its best but the most important people to the church are the ones outside the church.

Styles of Leadership

Throughout this chapter I have described various styles of leadership without labeling them as a particular style and here I will summarize a few of the relevant styles.

Commanding

Recall that the commander commands compliance, a leadership style that soothes fears by giving clear direction in areas such as the battlefield, emergency, or operating room. The commanding style used out of these kinds of areas or misused will create problems.

Democratic

The democratic leader gets commitment through participation. Recall that the highest form of productivity is re-productivity. Reproductivity in terms of grooming more leaders to “buy-in” to the vision will increase the chances for success. The democratic leader values people's input. Jesus spent lots of time with his disciples. The person must be a valued potential for relationship. Authentic relationships are the essence of church life.

Visionary

Visionary leaders retain their most valued employees and help people to see how their work fits into the bigger picture. Leaders are born with certain gifts and acquire certain capabilities that can be used productively to further the vision of the organization. Leaders who know themselves have a vision and articulate that vision in all they do.

Coach

Developing leaders is not easy. That is why we often just do the work ourselves—it is easier, and we can likely do it faster. Yet, the coach will take the time to mentor the ones showing initiative by communicating belief in a person's potentials. Providing people nourishing development experiences creates loyal employees.

Nurturer

The nurturer or affiliative leader is the one devoted to creating harmony. The nurturer can heal rifts in a team and motivate during stressful times but not everyone is going to love you and you do not want to be held captive by every person’s opinion. Tough decisions come with the job of a leader. Just being nice is not enough. Be nice and right, and somewhat flexible—not perfect, but credible. If you sacrifice fair for nice, you will lose respect and trust.

Reproducibility

The triad of self-awareness, self-management, and empathy all come together in relational management where influence is built individually.[xxxi] Robert Blake and Jane Mouton pioneered a leadership model based on countless interviews they conducted. These interviews revealed that, based on observable behaviors, leaders tended to focus on two major issues: people and production. Recall that caring for others (homies, inner focus, and being relational) and getting things done (hopefuls, outward focus and being productive) requires balanced discernment. Too much focus on production trains people to follow orders and not think for themselves.[xxxii] Lest mechanized, too much focus on perfection stifles productivity.

The highest form of productivity is re-productivity. Reproductivity in terms of grooming more leaders to “buy-in” to the vision will increase the chances for success. Leaders must move from production to people development. The human resource is often the only difference between competing companies. People-development leaders help raise the consciousness of individuals to enable them to realize more of their potential. They are defined by the values they embody and aspire to realize. Going the extra mile is worth it in everything you do, especially since there are not traffic jams in the extra mile. Finally, the leader’s legacy should lie not in what you did but who you are in the lives of other people. How long do you intend to live? Sounds like prayer would be essential in the role of leadership.

Legacy

Here, your greatness as a leader, indeed your legacy, lies not in what you did but who you are; your character, values, and conviction. The leader has moved from activity to accomplishment. Think of general or CEO, or president of an Ivy League university. The pinnacle leader stands out from everyone else, but it is from this position where they make the greatest impact of their lives. It is from here where they make room for succession of the people development leaders. With gratitude and humility, they should lift up as many leaders as they can. That is accomplishment.[xxxiii] A Chinese proverb says, “those who drink the water must remember those who dug the well.”[xxxiv] Mark Twain said, “Let us endeavor to live that when we come to die even the undertaker will be sorry.”[xxxv] The marks in life a pinnacle leader leave are not in stone and steel, in history and in politics, or poetry and literature, but in the lives of other people.[xxxvi] Learning leadership is a lifelong process Long live the rewards of good leadership.

Prayer

Throughout the book of Acts, prayer is a vital part of leadership. Jesus prayed for his disciples–before and after their selection. In Luke's gospel, Jesus "continued all night in prayer to God" (Luke 6:12). Jesus prayed for his disciples to be kept "from the evil one" and that they be sanctified "by Your truth. Your word is truth" (John 17:15-17). The next chapter emphasizes the importance of prayer.


[i] Exodus 12:37 – 38: "Then the children of Israel journeyed from Rameses to Succoth, about six hundred thousand men on foot, besides children. A mixed multitude went up with them also, and flocks and herds—a great deal of livestock." [ii] Timothy I. Thomas and Charles “Rip” Tilden, “Leading on Purpose” (Austin: Greenleaf Books, 2014), 10 [iii] John Maxwell, "The 5 Levels of Leadership" (New York: Center Street, 2011) p. 57 [iv] Goleman, et. al., p. 9 [v] Ralph E. Enlow, Jr., “The Leader’s Palette (Bloomington,IN: WestBow Press, 2013), xxv [vi] Ibid., xxvi [vii] Goleman, et. al. p. 77 [viii] John Maxwell, “The 360o Leader” (Nashville: Thomas Nelson, 2011), 62 [ix] John C. Maxwell, "Everyone Communicates, Few Connect" (Nashville, TN: Thomas Nelson, 2010) p. 12 [x] Robert E. Coleman, The Master Plan of Evangelism (Grand Rapids, MI: Revell, 1963) p.38-39 [xi]John Maxwell, “The 5 Levels of Leadership” (New York: Center Street, 2011), 109 [xii] Enlow, p. 31 [xiii] Malphurs and Mancini, p.40 [xiv] Mark Sanborn, “You Don’t Need a Title to be a Leader” (New York: Crown Business, 2006), 7 [xv] Ibid., 13-19 [xvi] Enlow, p. 49 [xvii] Ibid., 49 [xviii] "And we know that all things work together for good to those who love God, to those who are the called according to His purpose: (Rom. 8:28). [xix] Susan Fowler “Why Motivating People Doesn’t Work and What Does” (San Francisco: Berrett-Koehler, 2014), p.34-35 [xx] John Maxwell, “The 5 Levels of Leadership” (New York: Center Street, 2011), 141 [xxi] Malphurs and Mancini, p.23 [xxii] Goleman, et. al. p. 233 [xxiii] John Maxwell, “The 5 Level of Leadership” (New York: Center Street, 2011), 197 [xxiv] John Maxwell, “The 360o Leader” (Nashville: Thomas Nelson, 2011), 75 [xxv] Ibid., 88 [xxvi] Enlow, p. 39 [xxvii] John Maxwell, The 21 Indispensable Qualities of a Leader (Nashville, TN: Thomas Nelson, 1999) p. 109 [xxviii] Goleman, et al p.65 [xxix] Ibid., 40 [xxx] Acts 15:39 [xxxi] Goleman, et. al. p. 51 [xxxii]Timothy I. Thomas and Charles “Rip” Tilden, “Leading on Purpose” (Austin: Greenleaf Books, 2014), 16 [xxxii] John Maxwell, “The 5 Level of Leadership” (New York: Center Street, 2011), 231 [xxxiii] John Maxwell, “The 5 Level of Leadership” (New York: Center Street, 2011), 231 [xxxiv] John Maxwell, “The 360o Leader” (Nashville: Thomas Nelson, 2011), 96 [xxxv] Sanborn, p. 93 [xxxvi] Ibid., 102 Notes – Chapter Two – Prayer


Hands praying

11 views0 comments

Recent Posts

See All

Comments


bottom of page