...Transform Your Team, Your Business and Your Community. San Francisco: Berrett-Koehler Publishers, Inc. MAJOR THESIS The book The Serving Leader, presents an alternative approach to leadership based on actions rather than theory. The dynamics of Serving Leadership are introduced using a narrative centered on an estranged son and his dying father. It is through the personal journey of the characters, documented in the journal of the son, that concepts of servant leadership are outlined. Serving Leadership is made up of five key principles that can be effectively applied in individuals, teams, businesses, or communities. The following text examines each of those principles as well as identifies how this approach relates to issues affecting human resource management. The book begins by introducing the fictional son and father characters and their tumultuous relationship. Mike Wilson is a partner in a prestigious consultant firm who is amidst launching his firms’ leadership practice when he is suddenly called home to assist his estranged father, Robert Wilson a well know business leader, with his own leadership project due to his failing health. The text begins to actually touch on Serving Leadership by giving a brief overview. The approach is actually based on existing servant leadership ideas, the difference comes from the focus of the actual activities of the Serving Leader. According to Jennings & Stahl-Wert (2004), “The Serving Leader is down here at the bottom….unleashing...
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...A Review of Maxwell’s Leadership Development “Leadership can be taught.” (Maxwell, 1993, p. viii) This is the continual theme expressed by John C. Maxwell throughout his books Developing the Leader Within You (1993) and Developing the Leaders Around You (1995). In his first book, Maxwell identifies leadership as a teachable and practicable skill, and outlines the various components of leadership to improve one’s own character and ability to lead others. His second book, focuses on reproducing the skills in others, not simply for others to possess them, but so they can be reproduced in successive generations. This reproduction allows a vision to be carried on, it creates a legacy. Maxwell’s evolution of leadership begins with a definition. Maxwell states that “leadership is influence.” (Maxwell 1993, p.1) In looking at leadership as influence we must consider who we influence. On May 30, 2000 Charles Barkley is noted for claiming that “I’m no role model.” Whether that claim was made out of humility, or to eschew responsibility for the behavior of young people, simply making the claim resulted in influencing many people for years. Maxwell suggests that the question “is not whether we will influence someone”, but rather “what kind of influencer you will be.” (Maxwell, 1993, p.4) We influence practically everyone we come in contact with because our actions are subject to interpretation and response. Maxwell tells us that “We never know who or how much we influence.”...
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...Chapter Four Creating my embodied knowing In being a leader Chapter Four connects my learning from experience, the creation of my embodied knowing as a leader, my integration of ideas from the literature on leadership and my support for individuals to develop their capacities as I discover and manage resources to support visions of an improved educational system. I conclude by emphasizing the importance of my knowledge-creation in my professional practice as a Superintendent of Schools and by asking and answering the question: Why is there no simple or even complex answer to “what is educational leadership?” In the rhythm of the work, my efforts are often full of risk, sometimes disastrous, at which point I fall back, renew my energy and with my recognized tenacity, try another route. I will reveal as well how I carry that spirit, that life-affirming energy (Bataille, 1962; Whitehead, 1999) embodied in my whole being with a passion and internal power to effect good. Feminist Barbara Du Bois (1983) writes of "passionate scholarship" as being "science-making, which is rooted in, animated by and expressive of our values" (p. 113) (Belenky, et. al., 1986, p. 141). One of the reasons I can accomplish as much as I do is that the work and the relationships appear to be many and complex but because they are inter-related and connected they provide a synergy that produces results in numbers of seemingly different and unrelated focus areas. I find that as I am supporting...
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...court-martial, then the accused can be assumed to be guilty. What's special, or even topical, about A Few Good Men movie is it speaks to how military honor can be so readily suborned by the authoritarian impulse. And second, how the same honest pride - not to mention competence - is necessary to bring such posturing would-be tyrants to justice. The main issue the movie touches upon is military justice. A good marine abides by the following code: 1. Unit 2. Corps 3. God and 4. Country For this code to be at its effective best, it must be governed by truth and justice. What happens when truth and justice fail to be active participants of this code? Justice has been defined in many ways. But, this is a movie that held those in leadership accountable in the "chain of command". To be more specific, this is a drama that seeks to question the frameworks of the United States Navy as a scandal seeks to taint the reputation of the country. In the movie, two marines are accused of killing a fellow marine. The real question is whether this is murder or man slaughter plus, who is...
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...A Review of the Literature Concerning Ethical Leadership in Organizations Kelly Monahan Regent University The following article explores the literature regarding the topic of ethical leadership. Thirty-eight articles were identified that are written by authors who focused on four main topics. These topics are the definition of ethical leadership, the personal integrity and morality of a leader, how a leader ethically influences followers, and current challenges facing ethical leaders. These four topics are explored in further detail within the literature review. Overall, it is found that ethical leadership is complex and a relatively newer field of study. Yet, common themes include the need for establishing trust and gaining ethical knowledge by way of study and application. Also, major organizational failures, such as Enron, have ignited an interest within the field. Possible further research is recommended at the end of this review. T his article examines the literature regarding the topic of ethical leadership within organizations. The literature review was conducted by utilizing databases such as scholar.google.com, the Library of Congress database, Academic Search Complete, EBSCOhost Discovery, and OmniFile Full-Text Mega. Additional resources were secured at Barnes and Nobles bookstore. A list of keywords used during the search is ethical leadership, ethics, morality, virtues, values, morals, and management. Thirty-eight articles were ultimately selected due to their...
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...r Divine-Human Synergism in Ministry Dennis Bratcher A paper presented to the Breckenridge Conference on Clergy Preparation I. Introduction II. Synergism: A Biblical and Theological Base III. The Church's Mission and Ministry: A Recovery of Balance IV. Divine-Human Synergism in Ministry Footnotes Bibliography I. Introduction The Issue In Context The Church In this series of conferences begun last year, we are in process of reflecting on the direction and focus of the ministry and ministerial training in the Church of the Nazarene as our community of faith moves into the twenty-first century. We have attempted to approach our task from two complimentary perspectives, caricatured last year as the "field" of hands-on work and the "realm" of reflective inquiry (although I think there are serious problems inherent in such an artificial dichotomy of responsibilities). -1- From our initial attempts, it has become obvious that we face a multiplicity of issues in such an endeavor. The range and diversity of these issues arise partly from the variety of theological, historical, and practical concerns operating with each of us as individuals and partly from the assumptions and perspectives imported from particular arenas of ministry. One common element that keeps reappearing in various forms is the issue of the nature and mission of the Church. This issue is not unique to our enterprise in these conferences, as the new eleventh Article of Faith on...
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...21st Century Leadership Skills - Defined January 14, 2008 by Jeff Brunson A 21st Century Leader understands that if you want engaged employees, you must develop the individual. It is this understanding that leads the 21st Century Leader to a focus on self. Not a selfish focus - but a focus on self for the benefit of others. The Brunson Level II Coaching Program and the Brunson Leadership Development Program for Groups focus on the following key skills for Leadership effectiveness and organizational impact: 7 Skills for Leadership Confidence Personal/Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 21st Century. How well you self assess and act on that assessment determines the quality of the goals you set and the effectiveness of your action plans. The impact you deliver is dependent upon how you integrate Leadership behaviors and implement on your strategies. Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. You approach performance management and succession management as key areas for consistent communication. Messaging Skills You are the message. Your Brand is the succinct version of that message. It...
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...TERM PAPER ON Theory of Leadership Style Submitted To Md. Sahidur Rahman Associate Professor, Department of Management Studies University of Chittagong Submitted by Session: 2005-2006 Department of Management Studies University of Chittagong 07 June, 2011 University of Chittagong Letter of submission Date: 07 June, 2011 Mr. Md. Sahidur Rahman Associate Professor, Department of Management Studies University of Chittagong. Subject: Prayer for obliging the ‘TERM PAPER’. Sir, With due respect, beg to focus your kind attention with the following fact that as biased requirement of the BBA Programmed. I had studied many feature, journal, research material, reports, and professional papers to collect the information regarding Theories of Leadership. And I have tried my best to build and maintain follower ship by earning the respect of those they lead. I hope that you will accept my TERM PAPER considering its distinctiveness. Yours truly, ………………… Department of Management Studies University of Chittagong Acknowledgement At first I want to give thanks to the Almighty Allah who is our creator and has given us life to live on the earth. That’s why, I like to pray to Him and want His blessings to lead our life properly. The Term paper could not have been prepared without the generous contribution...
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...of leadership Richard Barker Human Relations 2001; 54; 469 The online version of this article can be found at: http://hum.sagepub.com/cgi/content/abstract/54/4/469 Published by: http://www.sagepublications.com On behalf of: The Tavistock Institute Additional services and information for Human Relations can be found at: Email Alerts: http://hum.sagepub.com/cgi/alerts Subscriptions: http://hum.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Downloaded from http://hum.sagepub.com at University of Leicester Library on July 22, 2008 © 2001 The Tavistock Institute. All rights reserved. Not for commercial use or unauthorized distribution. Human Relations [0018-7267(200104)54:4] Volume 54(4): 469–494: 016604 Copyright © 2001 The Tavistock Institute ® SAGE Publications London, Thousand Oaks CA, New Delhi The nature of leadership Richard A. Barker A B S T R AC T Trait/characteristic theories and empirical approaches to the study of leadership have been supported by mounds of data, graphic models, and regression statistics. While there has been criticism of these mainstream approaches, there has been little in the way of metaphysical support developed for either side of the argument. This paper attempts to address the ‘science’ of leadership study at its most fundamental level. KEYWORDS ethics leadership social evolution transformative systems Leadership studies...
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...SECRET LANGUAGE of • HOW LEADERS INSPIRE ACTION THROUGH NARRATIVE The LEADERSHIP STEPHEN DENNING John Wiley & Sons, Inc. More Praise for The Secret Language of Leadership “Out of the morass of strategies leaders are given to transform organizations, Denning plucks a powerful one—storytelling— and shows how and why it works.” —Dorothy Leonard, William J. Abernathy Professor of Business, Emerita, Harvard Business School, and author, Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom “The Secret Language of Leadership shows why narrative intelligence is central to transformational leadership and how to harness its power.” —Carol Pearson, director, James MacGregor Burns Academy of Leadership, University of Maryland, and coauthor, The Hero and the Outlaw “The Secret Language of Leadership is not only the best analysis I have seen of how and why leaders succeed or fail, it’s highly readable, as well as downright practical. It should be mandatory reading for anyone interested in engaging a company with big ideas who understands that leaders live and die by the quality of what they say.” —Richard Stone, story analytics master, i.d.e.a.s “A primary role of leaders is to create and maintain meaning for their organizations. Denning clearly demonstrates that meaningmaking comes from stories well told.” —Thomas Davenport, President’s Distinguished Professor of I.T. and Management, Babson College, and author, The Attention Economy “Steve...
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...this report Executive summary 1. 2. 3. 4. 5. 6. 7. 8. 9. Introduction: The Institute’s Better Policy Making theme Why look at policy making? The drive to professionalise policy making The gap between theory and practice Process Qualities Structures Politics Improving policy making 3 4 15 16 22 30 38 46 64 80 100 103 104 10. Annex A: Methodology for survey of policy characteristics 11. Annex B: The Policy Skills Framework Contents 2 About this report This report is one of three that the Institute for Government is releasing as part of its research into policy making in government. It provides both an in-depth look at attempts to reform policy making over the last fourteen years and draws on both interviews with senior civil servants and ministers, in the last government, to look at the experience of policy making. It also draws on our analysis of government’s own evaluations of policy, our ‘Policy Reunions’ looking at the factors behind policy success and the extensive academic literature on policy making. As such, it forms the evidential and analytic base for our recommendations report, Making Policy Better. This report is largely the work of the Institute for Government’s Senior Researcher Michael Hallsworth. In its early stages, the research was led by former Institute Fellow, Simon Parker, and in the later stages was overseen by the Institute’s Programme Director, Jill Rutter. It needs to be read alongside our working paper, System Stewardship, which looks at the...
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...Michael Pertschuk, known as Mike to his friends and foes, has an ability to win over the toughest advocates, their critics, those who are self-righteous and those who are cynical. Liberal legislators and conservative ones respected Mike's policy entrepreneurship, his craftsman's drafting abilities and the speed with which he can frame an issue so that it resonates with most people who want to solve a public problem. What gives Mike a powerful legacy is that he has stood up to those interests that choose to exploit people and get teenagers hooked to the dangerous tobacco addiction. The record substantiates that the tobacco industry has no redeeming qualities made certain by the incontrovertible fact that there is no such thing as a good cigarette. Mike was an early David in this fight. His sling shots fired precisely. Just as David did, Mike built an army strategically deployed around the country with an array of weapons and tools that bested the industry time and time again. The army developed it owns leaders, learned from advanced countries such as Canada and Australia and inspired advocates around the world to overcome the killer tobacco and its corporate executives, and their hired guns—lawyers, lobbyists and their spin meisters. The public interest world that Mike is part of, as a former Senate staff member, Chairman and Member of the Federal Trade Commission (FTC), and as one of the creators of the Advocacy Institute is a Pragmatist with high standards...
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...Strategic Leadership and Decision Making 16 ORGANIZATIONAL CULTURE One of the primary responsibilities of strategic leaders is to create and maintain the organizational characteristics that reward and encourage collective effort. Perhaps the most fundamental of these is organizational culture. But what do we really mean by organizational culture? What influence does it have on an organization? How does one go about building, influencing or changing an organization's culture? THE IMPACT OF CULTURE Why is culture so important to an organization? Edgar Schein, an MIT Professor of Management and author of Organizational Culture and Leadership: A Dynamic View, suggests that an organization's culture develops to help it cope with its environment. Today, organizational leaders are confronted with many complex issues during their attempts to generate organizational achievement in VUCA environments. A leader's success will depend, to a great extent, upon understanding organizational culture. Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. A CEO, SES, political appointee, or flag officer who comes into an organization prepared to "shake the place up" and institute sweeping changes...
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...THE WEST AFRICA THEOLOGICAL SEMINARY IPAJA, LAGOS, NIGERIA. COURSE TITLE: OLD TESTAMENT PROPHETS COURSE CODE: OT 614 COURSE LECTURER: PASTOR AKINOLA TOPIC: BOOK SUMMARY OF “A STUDY OF THE MAJOR AND MINOR PROPHETS OF THE OLD TESTAMENT” by Emmanuel Itapson & George E. Janvier prepared by: AYOBAMIJI JOSEPH OLUWAGUNNA March 2013 CHAPTER 1 It is pertinent to have a good understanding of hermeneutics in order to have a correct content and context concepts in the interpretation of the prophets. Because the Bible is quite uniquely different from all other types of literature – its divine Authorship and inspiration, being the major distinguishing feature and prominent hallmark, the interpretation requires divine guidance. Inspiration is the act of the Holy Spirit in leading a man to record the message of God in written documentary while Interpretation is the act of a man in determining the meaning as intended by God in the original passage and how it applies to us today. Interpretation involves skill, but more critically involves Spirit in keeping to rightness. The grammatico-historical method is generally applicable in Biblical hermeneutics to both basic, broad types of writings contained in Biblical literature. Categorized broadly as prose and poetry. Further insights is gained when there is understanding of the literature type being interpreted. Features of Old Testament prophecy: • Bible...
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...Tradition And Modernity In the instinctive mode of western scholars, I had once thought of Tradition and Modernity as individual chapters, each of them thinking about its topic as an entity to be understood in its respective essence and unity. But I have come to understand in perhaps an equally perennial move by western students of Indian culture that these two terms do not in themselves exist. But they do function, dialogically. They work in relation with each other. Modernity functions as an economic and social tool to achieve some wealth, flexibility, and innovation for individuals and groups; Tradition functions, partly and at times largely, as a mythological state which produces the sensation of larger connectedness and stability in the face of shockingly massive social change over the last half-century. One might also say that Modernity is an economic force with social, cultural, and political correlatives; Tradition is a cultural force with social, economic, and political correlatives. Satisfyingly asymmetrical in their relation, they require us, in talking of one, to talk also of the other, just as they induce us to move as nimbly as possible between theoretical abstraction and experiential reality. But their separation is itself part of the mythological drama in current Indian thought, just as their mutual implication is the import of the same ironic smile that brings to an effective close any conversation one hears here about them. And so we take them in turn only...
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