1.1 Philosophy of Leadership
Let this be your goal in life as you develop to be the kind of a leader that God requires you to be: Psalm 78:72: “With upright heart he tended them and guided them with skillful hand.” And the things you have heard me say in the class of leadership principles and styles entrust them to reliable men who will also be qualified to teach others (2 Timothy 2:2). Proverbs 22:29 – a man skilled in his work will serve before king and not before obscure men.
The range of what we think and do is limited by what we fail to notice and because we fail to notice that we fail to notice, there is little we can do to change; until we notice how failing to notice shapes our thought and deeds. Mother Teresa once said: the fruit of silence is prayer. The fruit of prayer is faith. The fruit of faith is love. The fruit of love is service. The fruit of service is peace. It is agued that is one man cannot do right in one department of life whilst he is occupied in doing wrong in any other department. Life is one indivisible whole. Remember this: it is a greater compliment to be trusted than to be loved. Leadership course tries to build the leadership skills already in you and activate the dormant ones. It is true that a sack has no power to stand by itself but the content – the Holy Spirit makes us stand. Leaders use words to cause influence - his action brings influence (action + words = influence).
The historical perspective of leadership in history is viewed in five stages:
Phase 1: great man era theory 1841-1904. This included the leadership of one influential great man.
Phase 2: trait era theory 1904-1948. The leader is endowed with superior traits and characteristics that differentiate him from his followers.
Phase 3: behavioral era 1948-1967. Leadership is marked by the character of a leader.
Phase 4: contingency era 1967-1980. Leadership is surrounded by other leaders – the inner circle.
Phase 5: complexity era 1980---. Leaders must know.
The following Factors are part of leadership philosophy:
time and commitment
self-discipline
know your goals
relationship with others
take risk
stay informed
ethics – Christ likeness
measure your succes
Defining Leadership and Implications
Christian leadership essentially involves service. However, some people when they hear leadership they connote it to power, authority, honor, prestige or personal advantage. In real sense Christian leadership seek to:
be of service, rather than to dominate
encourage and inspire
respect rather than exploit others’ personality
reflect, pray and act on Jesus’ word (Mt 20:27)
Leadership is influencing people towards a specific purpose. A leader is the one who knows the way, shows the way and walks the way. Howard Hendricks says that a leader is one who knows where he is going and will take others along the way. J. Osward-Sanders says that leadership is influence – the ability of one person to influence others. John R. Mott discussing on leadership says, “Leadership in the sense is rendering the maximum of service; leadership in the sense of the largest unselfishness; leadership in the sense of unswerving and unceasing absorption in the greatest work of the world, the building of the kingdom of our lord Jesus Christ. Though there are a number of helpful definitions of leadership available, true spiritual leadership can be defined in one concise statement: “Spiritual leadership is moving people on to God’s agenda.” Below are some of the truths inherent in this definition:
i. The spiritual leader’s task is to move people from where they are to where God wants them to be.
ii. Spiritual leaders depend on the Holy Spirit.
iii. Spiritual leaders are accountable to God.
iv. Spiritual leaders can influence all people, not just God’s people.
1.2 LEADERSHIP STYLES
What is Leadership Style?
This has to do with how the person operates, rather than what he is. “Style” turns out to be the summation of how the Leader goes about carrying out his leadership function and how he is perceived by those he is attempting to lead. Therefore no one style of Leadership serves best for all situations. The best style is the one most appropriate in a given situation.
Natural and spiritual leadership
There are two types of leadership: Natural and spiritual leadership
Natural leadership: it is temporal leadership – a leadership that concerns the world affair such as economics, politics. It is dependent on natural abilities like education, experience etc.
Spiritual leadership: it is a gift given by God to lead his people. Each one of us has a gift of leadership of some kind. Let us see some of the differences between the two:
Differences and Similarities of Natural and spiritual leadership
Natural leadership Spiritual leadership
Self confident Confident in God
Knows Men Knows God and men
Makes own decision Seek to find God’s will
Self Ambitious Self-effacing
Originates own methods Find and follows God’s methods
Enjoys Commanding others Delights to obey God
Motivated by personal considerations Motivated by love for God
Independent God-dependent
Key similarity Key similarity
They lead people, they influence people, and their decision affects people positively or negatively. They lead people, they influence people, and their decision affects people positively or negatively.
The need for leadership
We need leaders! We hear that cry everywhere – from the religious, social, industrial and even the political world. In either way, we need leadership for the following reasons:
God’s word:
1 Samuel 13:14: 1Sa 13:13 And Samuel said to Saul, Thou hast done foolishly; thou hast not kept the commandment of Jehovah thy God, which he commanded thee: for now would Jehovah have established thy kingdom upon Israel for ever. 1Sa 13:14 But now thy kingdom shall not continue: Jehovah hath sought him a man after his own heart, and Jehovah hath appointed him to be prince over his people, because thou hast not kept that which Jehovah commanded thee. Ezekiel 22:30 And I sought for a man among them, that should build up the wall, and stand in the gap before me for the land, that I should not destroy it; but I found none. Ps 89:20 I have found David my servant; With my holy oil have I anointed him. Jeremiah 5:1 Run ye to and fro through the streets of Jerusalem, and see now, and know, and seek in the broad places thereof, if ye can find a man, if there be any that doeth justly, that seeketh truth; and I will pardon her.
The need for leadership is a human experience
People need to be led in areas of politics, economics, culture, social issues, science etc
Family
Man is the head of the family, whereas, the parents are the head of the children etc.
Religion
Acts 6:1-7 points to an example of leadership in the early church, the apostles chose among the faithful respectful leaders who could help in church organizations. There is great danger to leave a vacuum in leadership, see the following scriptures:
· There is great danger to leave a vacuum in leadership. Foe example, Proverbs 11:14 says “By the blessing of the upright the city is exalted; But it is overthrown by the mouth of the wicked. Pr 29:18 where there is no vision, the people cast off restraint; but he that keepeth the law, happy is he.
· Jg 18:1 In those days there was no king in Israel: and in those days the tribe of the Danites sought them an inheritance to dwell in; for unto that day their inheritance had not fallen unto them among the tribes of Israel.
· Jg 19:1 And it came to pass in those days, when there was no king in Israel, that there was a certain Levite sojourning on the farther side of the hill-country of Ephraim, who took to him a concubine out of Beth-lehem-judah.
· Jg 21:25 In those days there was no king in Israel: every man did that which was right in his own eyes.
Lack of leadership leads to chaos, lack of growth; but, good leadership gives direction and guidance.
Inter-relationship - three elements of leadership:
Leadership involves an inter-relationship among three elements:
the qualities, skills, and needs of the leader;
the needs and expectations of the group;
The demands or requirements of the situation.
This interrelationship suggests that no one style of leadership serves best for all situations. The best style is the one most appropriate in a given situation. Leadership seeks to meet the genuine needs and expectations of the group by performing required functions. Leadership is situational, that is, it depends largely on the demands of the task. Leaders’ styles change from group to group and from situation to situation. The two major parts of leaders – task-oriented and relationship-oriented dictates that neither should any be overemphasized.
Leadership as giftedness: holistic development
It is true that leaders have either inborn talent and have natural growth into leadership. However, whether inborn or earned skill they observe the following principles:
they protect their followers
they prevent them from getting wayward
they preserve their organizations
they promote their call to ministry
note that leaders are the best: mentally, physically and spiritually
Leaders have a combination of natural talents, earned skills and spiritual gifts and each need to discover, develop and utilize these gifts. Let us observe each separately:
I. Natural talents
1. physically fit for the job
2. awaking dominant talents- you have a talent
3. developing in-born abilities
4. proper use of common senses – human faculties
5. doing well
II. Earned Skills: Mental
ability to visualize- see the invisible
analyze, question, answer and think
judge, decide, contemplate and meditate
Concentrate, solve problems and create new things.
III. Spiritual gifts
Spiritual connecting with God – source of power
gifts- power beyond human
fruit – relating with humanity – love, joy and peace
☺Anyone who succeed in developing giftedness to its true stature will never be an ordinary leader; he or she must become a great and exceptional leader: here lies the secret to leadership.
Leadership dilemma
Leaders often find themselves in dilemma because they are people with unique patterns of confidence and fear that come from their life influences, education, experiences and personal needs. They may want to be themselves, to be at peace with themselves and to avoid the situations that make them uncomfortable. They may want to grow into their full potential while maximizing the potential of the people they lead. Leaders also find themselves within a societal and organizational environment of constraints and challenges, of limitations and freedom. The basic dilemma of leadership lies between what they believe desirable and what they actually do in practice.
Effective leaders ask themselves questions such as: how democratic can I be? How authoritarian can I be? They struggle with a series of dilemmas: competition is healthy, but we must cooperate. We must get the job done and be efficient but I must listen to all points of view. We are pushed for time, but we need teamwork in decision making.
If we extend the continuum at either extreme we get autocracy or abdication. The autocratic boss violates the values and self-respect of subordinates. The irresponsible abdicate violates the concept of leadership that gets work done. If a leaders use less power and authority people gain great height in decision-making and freedom. When they use more power people withdraw.
The below diagram represents five typical patterns of leadership: Leader-Centered and Group-Centered.
Leader-Centered Group-Centered
Tells Persuades Consults Participates Delegates
Telling: leaders identify problems, consider options, choose one solution and tell their followers what to do. Leaders may consider members’ views, but members do not participate directly in decision-making (we shall consider decision-making later). Leaders of this type may use coercion to meet their agenda.
Persuading: leaders make decisions and try to persuade group members accept them. They point out that they have considered the organization goals and the interests of group members. They even point out how members will benefit from carrying out the decision.
Consulting: group members have opportunities to influence the decision making from the beginning. Leaders present problems and relevant background information. Leaders invite the group to suggest alternative actions. Leaders then select the most promising solution.
Participating: leaders participate as members in the discussion and agree in advance to carry out whatever decision the group makes.
Delegating: leaders define the boundaries within which to solve problems or accomplish tasks. Then they turn it over to the group to work out solutions or to implement the task.
Types of leadership styles
Since leadership style includes how a person operates within the context of the organization, it is easier therefore to discuss the different kind of styles in that perspective. There are several leadership styles:
Authoritarian/Autocratic: They are strong-willed, domineering, and aggressive. They look down upon subordinates as functionaries, never listen, never encourage equal relationship, and have business-like and task-oriented attitudes. And generally blame poor results on the inability of others to carry out instructions correctly. This is marked by reliance upon authority and usually assumes that people will not do anything unless told to. This discourages innovation and puts the leader as indispensable.
Democratic: Concerned with maintaining group, encourage members, seek advice from the group, have joint-decision making and always consult.
Dictatorship: thinks they are the best and will destroy anyone who stands on their way
Bureaucratic: This is a style marked by a continual reference to the organization rules and regulations. It is assumed that somehow difficulties can be ironed out if everyone will abide by the rules. Decisions are made by parliamentary procedures. The leader is diplomatic and learns how to use the majority.
Permissive: Here the desire is to keep everyone in the group satisfied. Keeping people happy in the name of the game. It is assumed that if people feel good about themselves and others that the organization will function and thus the job will get done. Coordination often suffers with this style.
Laisser-faire: This is practically no leadership at all and allows everything to run its own course. The leader simply performs a maintenance function. For example the pastor may act, as a figurehead as far as the leadership of the church is concerned. Does not care how the church operate - mostly used by the pastors who are temporarily put in charge or pastors who are away most of time.
Participative: This is used by those who believe the way to motivate others is to Involve them in decision-making process. This creates goal ownership and Feeling of shared purpose. The problem of this style is the delay in action in times of crisis.
Influence of Leadership Styles
Leaders and their styles affect everyone and everything within an organization. All leading authorities tell us that a direct relationship exists between leadership styles and the behavior of the people they lead. For example, if you are dissatisfied with the results you get from your people, you need to look closely at your style of leadership. Leaders are responsible to get work done with and through people. The following are different leadership strategies:
Over impoverished leadership: The leader here does not get involved on conflict. Evades conflicts. He completely avoids issues that might give rise to conflict. Defers problems to others and refers to rules and regulation. He has no creativity. He has little commitment.
Task- oriented leadership: “Produce or perish.” “Do or die.” On conflict he suppresses by using authority. Fights to win own points. On decision-making he depends upon his own skills, knowledge, attitudes and beliefs in approaching problems. He stifles individual creativity and on commitment, people are committed through fear.
Relationship- oriented leadership: “Try to win friends and influence people.” On conflict, he tries to reduce tension and appeals to the goodness of man. On decision-making he finds solutions that reflect ideas and opinions of others. Creativity not expected but innovations to make jobs easier, workers more comfortable. On commitment people are committed to each other, but not for productivity or to achieve tasks of the organization.
Practical leadership: “Be firm but fair.” “Give a little, take a little.” On conflict he compromises and adjusts. He tries to let conflict situation cool off. On decision-making he samples opinions and sells final solution. He values creativity. On commitment, he is committed, but not enthusiastically.
Team leadership: “People support what they help create.” “Achievement through participation” On conflict he confronts conflict directly, openly, constructively. He communicates feelings and facts to work out creative solutions. On decision-making he seeks solutions that result from debate, deliberation and experimentation by those with relevant facts and knowledge to contribute. Creativity and innovations meet shared goals and solve important problems. On commitment he is committed to people and task. He manages to integrate individual needs with organizational goals. He creates a purposeful, meaningful, challenging atmosphere.
Discover and Develop Your Own Leadership Style.
The process of discovering and developing leadership style depends on the individual up-bringing (environment) and how easily he listens and applies what has been told. Bill Hybels looks at various principles of how to discover and develop leadership styles:
Visionary leaders
What distinguishes the visionary leader is that he or she has a crystal clear picture in mind o what the future could hold. Such a leader casts powerful visions and has indefatigable enthusiasm for turning those visions into reality.
Visionary leaders shamelessly appeal to anybody and everybody to get on board with their vision. They talk about it, write about it and burn white-hot for it themselves.
Directional leadership style
The directional style of leadership does not get much press, but it is exceedingly important. The strength of this leader is his or her uncanny, God-given ability to choose the right path of an organization as it approaches a critical intersection. A critical intersection is that point when an organization or department starts asking should we stay the course or is it time for change. Should we focus on growth or consolidation?
· The strategic leadership style
· The managing leadership style
· The motivational leadership style
· The shepherding leadership style
· The team building leadership style
· The entrepreneurial leadership style
· The reengineering leadership style
· The bridge-building leadership style
Factors Influencing leadership styles
There are mainly four important factors that determine or influence the behavior patterns and leadership styles that leaders follow in an organization namely:
A. Personality of the leader
A. His value system
B. His confidence in his group
C. His leadership inclination
B. Personality of the group members
a. Their need for independence
b. Their desire for responsibility
c. Their skills etc.
C. Nature of the task
d. Its importance and complexity.
e. Its urgency
D. Nature of the environment
f. Structure of the organization
g. Outside pressures: social, economic and political.
Components that Constitute Leadership Style
In any fulfillment of a task or achievement of a goal requires a strong sense of:
Responsibility – ability to the see the whole picture without fogging it.
Creativity
Judgment- ability to analyze a situation and evaluate the equality.
Decisiveness – there must be willingness to choose
Perseverance- in hardship
1.3 Team Building
Wherever there is a group, the members of the group interact with each other in various ways and behave in different ways depending on the nature and composition of the group. A Christian group can be defined as a gathering of believers with mutual interests working toward a common goal. Group dynamics refer to the varying interactions among the group members and their individual behaviors in the group
1.3.1 Factors Influencing Leadership
Four important sources influence the behavior patterns that leaders will follow:
A: Personality of the leader
His values system
His confidence in his group
His leadership inclination B: personality of the group members:
Their need for independence, their desire for responsibility their skills
D: Nature of the task:
Its importance and complexity its urgency
Personality of Leaders
Value Systems: how strongly do they feel that individuals should share in decision-making? How convinced are they that the officials paid or chosen to assume responsibility carry out the burden of decision-making? What relative importance do they attach to organizational efficiency and personal growth of subordinates?
Confidence in group members: leaders differ in the amount of trust they have in other people. After considering the knowledge and competence of a group in dealing with problems. Leaders may (justifiably or not) have more confidence in their own capabilities than in those of group members.
Leadership inclinations: leaders differ in the way they function most comfortably. For example, directive leaders issue orders and resolve problems easily. Some leaders operate best in a team they continually share functions with subordinates.
Feeling of security in uncertain situations: leaders who release control over the decision-making process reduce the predictability of the outcome. Leaders with greater needs for predictability and stability are more likely to tell or sell than to join. Social psychologists increasingly view tolerance for ambiguity as a key in people’s manner of dealing with problems.
Personality of Group Members
Before deciding how to lead groups, leaders also need to understand the influence of personality variables. Generally, leaders permit groups greater freedom if the following conditions exists:
If members have relatively high need for independence;
If members have a readiness to assume responsibility;
if they have relatively high tolerance for ambiguity;
if they are interested in the problem and feel that it is important;
if they understand and identify with the goals of the organizations;
if they have the necessary knowledge and experience to deal with the problem;
If they expect to share in decision-making.
Nature of the task
Critical pressures on leaders include:
The problems of themselves: Do members have the needed knowledge? Do the complexities of the problems require special experience, competence or a one-person solution?
The pressure of time: The more leaders feel the need for immediate decisions, the more difficult to involve other people. Situations may arise needing immediate decisions, but some organizations operate in a state of crisis or crash programming.
Nature of the Environment
Structure of the Organization: Like individuals, organizations have values and traditions that influence the behavior of the people who are in them. These values and traditions are communicated in many ways, such as through policy pronouncements, public statements, and job descriptions. Some organizations put a heavy emphasis on the leader’ abilities to work effectively with people.
Outside pressures: These pressures include the social, economic, and political situations, even labor unions.
Factors in group dynamics
Leaders alone cannot do the job, they need people. Working groups have their own sense of identity and successful leaders understand that working groups have their own personality, power, attitudes, standards and needs. To function effectively as a team, group members must also be aware of the factors that contribute to, hinders, a team’s functioning. The following factors need to be considered in group dynamics:
Group goals/objectives: All team members must clearly understand group goals. Teamwork requires ownership of team goals; therefore members need to be part of goal making.
Roles and responsibility – who does on the team: When team members have clear understanding, acceptance of and commitment to team goals and priorities, the team next asks: who is going to do what?
Group procedures or work process: This includes: decision-making; communication and meetings
Interpersonal relationship: When people have to work closely together to achieve a common task they naturally develop feelings towards each other. The extents, to which they mutually trust, support, communicate and feel comfortable in resolving conflicts with one another greatly influences the way they work together.
Group leadership needs: Teamwork requires that they share leadership needs, among the group so that all grow through the group experience.
Using Members resource: Teamwork requires the maximum use of different resources of individuals in the group, such as knowledge and experience.
Organizational environment: When groups have flexibility, sensitivity to each other’s needs and they encourage differences and members do not feel pushed to conform to rigid rules, they have achieved teamwork. Teamwork means they work hard at keeping their team climate free, open and supportive.
Leadership: Functions and Skills
Leadership: Art and Science: Leadership, both a science and an art, involves inter-relating with people. The science of leadership develops valid concepts, principles and processes to guide the day-to-day practices of leaders to bring about more predictable end-results. The art of leadership emphasizes the skills of leadership, such as how leaders work with others and how they apply their knowledge and experience to achieve the desired results. Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, and psychological and other resources so as to arouse, engage and satisfy the motives of the followers. Good leaders need to dedicate themselves to their work and have the ability to motivate others to a common goal. In short, leadership is largely the art of getting things done through mobilizing people. Leadership is the ability to get others to work enthusiastically and competently toward accepted objectives. What the followers accomplish actually expresses leadership. Result of leadership show how they perform, how unified they are in the workplace and how committed they are towards attaining goals.
Functions and skills: Leadership concerns itself with achieving results through people. The essence of leadership lies in answering the questions: what must I do to lead the people for whom I am responsible? All groups have at least three areas of need. First, the need to accomplish a common task, second, the need to remain as a cohesive social unity and third, the individual needs of group members.
Key Functions for effective leadership: Leaders can improve their performance and effectiveness by their ability to influence the group and its members in achieving a common task. In practice this means: ensuring that the required task gets carried our and meeting the needs of their groups for team-work and team morale and developing and satisfying individual needs within the group. They achieve their tasks by:
determining the objectives – determine the objective
planning necessary activities – answer the following word - why, where, when, who and how - should it be done
organizing the program – make a checklist of all important things to do
preparing timetable – work schedule
Clarifying responsibilities and accountability – define all responsibility, authority ad relationship and then coordinate.
maintaining channels of communication – keep your associates and subordinates fully informed
developing cooperation – group and individual working together
establishing control points – review progress made
An effective leader knows where he is going; is action-oriented, makes sound decision and gets things done.
Qualities Essential to Leadership
There are various qualities which are essential to leaderships. We shall examine some here (seek and develop them):
Discipline/disciple: A disciple is a person who follows someone in a specified way of life – that specified way can be discipline. Jesus is our model – we follow his steps daily. We look to the mental, moral and physical training of a person. The leader must discipline himself in reading, sleeping, writing etc.
Vision: This is seeing the end from the beginning. Visions include optimism and hope. A person of vision looks to the future. He projects from the present the outcome.
Wisdom: It is more than knowledge. It include discernment - see these texts
· Deut 34:9 “And Joshua the son of Nun was full of the spirit of wisdom; for Moses had laid his hands upon him: and the children of Israel hearkened unto him, and did as Jehovah commanded Moses.”
· Pro 4:5 “Get wisdom, get understanding; Forget not, neither decline from the words of my mouth”
· Pro 8:12 “I wisdom have made prudence my dwelling, And find out knowledge and discretion.”
· Pro 9:10 “The fear of Jehovah is the beginning of wisdom; And the knowledge of the Holy One is understanding.”
· Pro 23:23 “Buy the truth, and sell it not; Yea, wisdom, and instruction, and understanding.”
· Eph 5:15 “Look therefore carefully how ye walk, not as unwise, but as wise”
· Hosea 4:6 “My people are destroyed for lack of knowledge: because thou hast rejected knowledge, I will also reject thee, that thou shalt be no priest to me: seeing thou hast forgotten the law of thy God, I also will forget thy children.”
Decision: This is the ability to decide on an action-plan quickly. One great danger in leadership is indecision – double mindedness. See examples of Abraham in genesis 12 and Paul in Acts 22:10, 9:4-6 and the apostles in Acts 15
Courage: This is the quality of mind that enables one to encounter dangerous situation with no fear, with firmness, with no depressed spirit. The courage that will make you achieves great things with God. (See these texts – Joshua 1
: 1-9, Acts 4:13, 2Chronicles 32:7-8)
Humility: Humility is tricky – work consistently on your heart
See these texts – John 3:30, 1 Corinthians 15:9, 1 Tim 1:15, Numbers 12:3
Integrity and sincerity: Integrity is being faithful in the discharge of your duty, being sincere in your promises, being upright in your finances, being loyal in your services, being honest in your speech. See these texts – 2 Corinthians 2:17, 1 Corinthians 4:4, Deut 18:13, 1 Tim 1:3.
Humor: A cheerful heart is a good medicine to your body – see these texts Pro 15:30, 17:22. Humor is to help you to be human; otherwise, you will be harsh to yourself.
Righteous anger: This is getting angry at injustices and abuses that dishonor God and enslaves people. See these texts – Mt 21:13, Mk 3:5 and 2:15-17.
Patience: Forbearance to people’s weakness as well as delays in accomplishing targeted goals. One mar of patience is that a leader does not run too fast to frustrate his followers Rom 15:1.
Friendship: The leader must be able to make friends with people of all calibers. Keep the 3 Fs: friendly, be firm and be fair. See these texts – John 13:1, 20:17, 17:13-15 and 2 Samuel 23:15-16.
Tact and diplomacy: Tact is a sense of touch and it mans skill in dealing with skilled with dealing with persons and sensitive situation. It is knowing what to do, how to do it and when to do it. Diplomacy is dexterity and skill in managing the affairs of any kind.
Inspirational power: The leader must be able to inspire others toward accomplishing a given task. This is absolutely essential because leadership is influence – inspire your followers to become better people and grow in every area of their lives. You can get inspiration from the reading the bible and other inspirational books. Your power to lead people far will depend on your ability to inspire them.
Executive ability: The method and organization that you apply in leading people, Nehemiah 4:16-23
The therapy of listening: The leader must take time to listen to the people he is leading. Listening helps leaders to understand followers’ thoughts and what they need. You listen by asking appropriate questions, especially open-ended questions.
Ability to communicate clearly: The lead must communicate what is in his mind very clearly to his followers. This insures clear understanding on the part of the followers and it avoids ambiguity.
Leaders must be tough: A leader should be principled
Desire for personal growth: Develop a desire to grow spiritually and academically.
Tips for effective leadership
They take an interest in employees
they communicate clearly
they keep morale clearly
they waken enthusiasm
they use commands sparingly
they request-not demand
they show respect to associates
they show faith in their workers
they encourage workers to speak up
they handle grievances fairly
they act fairly
they express approval
Qualifications of a leader (Spiritual Leader)
According to II Timothy 3:2-7, we see that spiritual standards do not change from generation to generation, but remain the same in the space age as at the birth of the church. None of the qualities here enjoined here by Paul are optional extras, but indispensable requirements.The paragraph specifies the qualifications to be expected in a spiritual leader in several spheres and relationships.
Social Qualifications: In respect to those within the church, he is to be above reproach. His character is to be such as will not leave him open to attack or censure. If a charge were preferred against him, it would fall to the ground because his life would afford no grounds for reproach. As to those without the church, he is to be of good reputation. The person who associates with a Christian in daily secular life and work or in extra church activities often has the dearest insight into the genuineness of his Christian character. (Influencing others towards Christ).Despite their criticisms non-Christians generally respect the high ideals of Christian character and when they see them actually reproduced before them in a holy life, covet a similar experience. The character of an elder should be such as commands respect to the outsider, inspires his confidence and arouses his inspiration.
Moral Qualification: In a world in which moral principles come under subtle and constant attack, a leader must be blameless in that respect. He is to be one wife’s husband in a society where this is far from being the norm. This implies that he must be blameless in his moral life. He must set a high standard in the marital relationship in his faithfulness to a sole marriage partner. He must be “temperate” not addicted to wine. With all that is involved in that statement. A drunken man is disgraced in ordinary society and how much more in the Christian church. A leader must allow himself no indulgence in secret that would undermine his character or mar his public witness.
Mental Qualifications: He should be prudent sound mingled. This word indicates “the well balanced state of mind” resulting from habitual self-restraint, and refers to the inner character which results from daily self-discipline. The state of mind, which was disciplined not swayed by sudden impulse, that did not fly to extremes but was the mean between them. The leader who possesses this desirable quality is in control of every part of his nature. As to his outer conduct he must be respectable. A well-ordered life is the outcome of a well-ordered mind. The life of the leader should be so ordered as to reflect the beauty and orderliness of God.Mentally and spiritually, he should be able to teach the word implied not only ability but also readiness to teach; a desire and constraint to impact to others the truth, which the Holy Spirit, has taught him from the scriptures. If he is to teach, he must be a student of the scriptures. Any man who shows himself incapable of successfully teaching others is not qualified for the eldership. The spiritual leader is responsible for teaching those under him to a greater or lesser degree and his instruction must have the support of a blameless life.
Personality Qualifications: The Christian leader must not be pugnacious, but genuine and gentle. Not a contentious controversialist but one who is sweetly reasonable. Remembers good rather than evil, the good one he has received rather than the good one he has done. Always seeking a peaceful solution to a thorny problem or an explosive situation. Then, too, he must be hospitable, a friend of strangers. There must be an open door for fellow Christians and non-Christians too. Covetousness and its twin, love of money are disqualifying factors. In the exercise of his spiritual ministry, the leader must never be swayed by considerations of financial reward. He will be as willing to accept an appointment with a lower remuneration as one with a higher.
Domestic Qualifications: The Christian leader who is married must demonstrate his ability to rule his home in a Godly way “one who manages his own children under control with all dignity. Failure in his area has caused many ministers and missionaries to fall short of the highest in their leadership. To attain this ideal, a man must have a wife who fully shares his spiritual aspirations and is willing to make the necessary sacrifices. Many a gifted man has been lost to high office and spiritual effectiveness because of the unsuitability of the wife he has chosen. If his home is not a well ordered or his children well controlled his ability to offer worthy hospitality will be greatly restricted, and his influence on the families diminished. The clear implication is that while caring for the interests of the church to other spiritual activity, the leader will not neglect the family, which is his personal and primary responsibility. In the economy of God, the discharge of one God-given duty or responsibility will never involve the neglect another. Paul implies that the ability of a man to exercise spiritual authority over others is evidenced by his ability to exercise a wise and loving discipline in his own house.
Maturity Qualifications: Spiritual maturity is indispensable to good leadership. There is no place for novice and a new covert, in positions of responsibility. The word is our neophyte, and means, “newly planted,” a figure taken from nature. A plant needs time to take root and to come to maturity and the process cannot be hurried, it must take root downward before it can bear fruit upward. (see also I Tim. 3:10- qualifications of a deacon which must be first tested). When Timothy became a pastor of the church of the Ephesus, it had already been in existence for more than a decade. It had enjoyed a galaxy of gifted pastors and teachers so there were many men of mature experience in it hence Paul’s insistences on the necessity of this quality in its leaders. In the light of missionary experience in guidance of immerging churches, it is interesting to note that Paul; always realistic does not demand this qualification in the case of recently established Cretan church for there were no such men available (Titus 1:5-9). The ideal cannot be insisted in the early stage of church building but every care should be taken in the selection of those asked to assume responsibility to ensure that they are stable in character spiritual outlook and not ambitious for position.
· A recent convert lacks the spiritual maturity and stability essential to be wise leadership. (Acts 14:23). I Peter 5:1-7 has a presentation of Peter advising spiritual leaders. He was the nature and acceptable leader of the apostolic band.
· What he did the others did. Where Peter went, others went. When he said that, “I go fishing,” his friends also said: “we will go with you,” showing that he had great influence. Motivation of a spiritual leader I Peter 5:2-loving care.
· The pastoral ministry was to be exercised “according to…God (I Peter 5:2) not according to their own preferences and desires.” Shepherd your people like God.
· Have the attitude of God. It is our task to show people forbearance of God the forgiveness of God the seeking love of God, the illimitable service of God. The spiritual leader must be disinterested in gain in His service.
· Peter could remember the covetousness nature of Judas. Money is not the only thought contained in the Greek words “shameful gain.” The phrase might as appropriately be applied to greed for popularity or fame and equally insidious temptation prestige and power are often coveted more than money.
Illegitimate sources of influence
Position:
Previous generations generally associated authority and influence with position. Bosses were automatically respected by virtue of their position. In spiritual matters, people trusted their ministers implicitly and offered them reference as a matter of course. As a result, would be leaders perused positions and offices of prominence in order to gain the respect they desired. Each call to a larger, more prestigious church brought greater dignity to the aspiring minister.
This manner of gaining influence through one’s position has inherent flaws. For one, the approach lends itself to flagrant abuses. People can achieve influential positions without developing a character to match their assignment. People who use political or unethical means to acquire positions lack the integrity they need to maintain the respect of those they lead.
Why are we shocked to hear successful CEO’s who commit suicide? Why are we shocked to hear that a pastor of a mega church has committed adultery? We have accepted the false assumption that those in high positions have achieved their status based on sound character. Clearly this is not always a safe assumption. The age of automatic respect for hierarchy is gone. Today people are not impressed with titles and positions as the days before. No longer do congregations accept a minister’s word unchallenged. In both the secular and the spiritual domains, the assumption that position guarantees respect is no longer valid.
If there are any leaders who should not rely upon their position for their influence, it is spiritual leaders. Spiritual leadership is based on the work of the Holy Spirit and on spiritual character. Without the guiding empowering presence of the Holy Spirit, leaders may hold positions but they will not be spiritual leaders. The Holy Spirit will not confirm their authority with their people. For example, gaining a position as the pastor of a church does not make one spirit-filled leader. Graduating from a seminary does not make one a spiritual leader. Holding a leadership position in a Christian organization does not automatically come with God’s anointing.
Some leaders, realizing that position alone doesn’t automatically bring them authority, will pursue influence over their people using force and manipulation. Such insidious bullying carries with it even more disastrous consequences.
People follow someone because of who he is, not the Rank one has. For some people the greatest challenge is becoming the kind of a person others want to follow. It is not the position that makes the leader; it’s the leader that makes the position. You can loose a title or a position and still be a leader. Positional leadership doesn’t work in volunteer organizations. In the military, leaders can use rank and, if all else fails, throw people into the brig. In businesses, bosses have tremendous leverage in the form of salary benefits and perks. Most followers are pretty cooperative when their livelihood is at stake.
But in voluntary organizations, such as churches, the only thing that works is leadership in its purest form. Leaders have only their influence to aid them. The essence of all power to influence lies in getting people to participate. If the leader has no influence in them they would follow. If you are a business person and you really want to find out whether your people are capable of leading, send them out to volunteer their time in the community. If they can get people to follow them while they’re serving at Red Cross or their local church, then you know that they really have influence- and leadership ability.
Diana: in 1996 when she was divorced from Prince Charles, she lost her title, but that loss didn’t at all diminish her impact on others. Instead, her influence continued to increase while that of her former husband and in-laws continued to decline- despite their loyal titles and positions. Why? Diana understood the law of influence. Ironically even in death Diana continued to influence others. When her funeral was broadcast on television and BBC Radio, it was translated into forty-four languages. NBC estimated that the total audience numbered as many as 2.5 billion people-more than twice the number of people who watched her wedding (nearly one Billion). Diana has never been given the title of a leader yet she was a leader. Leadership is influence.
Titles don’t have much value when it comes to leading. Many people think that someone is a leader when they hear that he or she has an impressive title or an assigned leadership position. Sometimes that is true. True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that can’t be mandated. It must be earned. The only thing a title can buy is a little time-either to increase your level of influence with others or to erase it.
2. Power:
The essence of all power to influence lies in getting the other person to participate. Power is not in a gun. Even totalitarian rulers ultimately govern on the basis of their people’s willingness to submit to them. People give authority to leaders when they choose to follow them. You can be a totalitarian ruler but you cannot withstand the popular will of the people once they refuse to follow. As a spiritual leader you cannot operate on a totalitarian mind-set. There was a time when you could bully your followers and they still follow but that time is over. You must treat your followers as volunteers. Please know that they have the right to go to any other organization at will. These people are not forced to stay with your organization; they can choose to stay as long as the institution is in harmony with their personnel values. To impose authority and submission on such people is to risk losing valuable people sometimes to the competition.
Christian leaders also invite rebellion when they use force to achieve their organizational goals. The my-way-or the-highway approach fares no better in the church than in business. Pastors have used numerous strong-arm tactics to get their way. Some have volatile tempers. But when challenged, they become angry and lambaste anyone who dares oppose them. Others use the pulpit as a soapbox from which to castigate those who disagree with them. Some church leaders lobby for support from influential church members as if they were seeking to get a bill passed through congress. Some are so misguided that they ostracize their detractors, treating them as wolves rather than as sheep in need of a shepherd.
3. Personality:
This has to do with developing the appearance of a leader rather than the character of a leader. Creating a perception that one is genuinely qualified to lead. Having image and no substance. It has never been easier to create
Legitimate sources of influence
God’s authentication
Encounters with God
Character/integrity
A successful track record
Preparation
Enhancers Effectiveness
How to cultivate the kind of lifestyle that will enhance your leadership effectiveness. This can be achieved through Observance of spiritual disciplines which include the following:
Prayer
Fasting
Solitude
Bible study
Devotions, Etc
How leaders lead:
The ability to influence others is undoubtedly a pivotal requirement for leadership as seen above. To quote Oswalds: “ Leadership is influence, the ability of one person to influence others.” In the previous lectures we outlined some leadership qualities that generate respect for the leaders. Those qualities observed previously are qualities leaders bring with them when they arrive at new organizations (heritage) which include: God’s authentication, Encounters with God, Character/integrity, a successful track record, Preparation). However there are other means through which leaders may continue to influence people once they assume a new leadership position. These have to do with how leaders lead once they have assumed leadership and they are as follows:
Spiritual leaders pray:
Prayer is an essential leadership activity: Prayer is essential for several reasons. First nothing of eternal significance happens apart from God. Jesus said it clearly, “Apart from me you can do nothing (John 15:5). Leaders who neglect a close relationship with Christ will be unable to accomplish God’s will through their organizations. Prayer is a very rewarding thing.
Prayer brings the spirit’s filling: Second prayer is essential to be a spiritual leader; one must be filled with the Holy Spirit. Leaders cannot fill themselves with the Holy Spirit. Only God can (Ephesians 5:18). While all Christians have the Holy Spirit’s presence in their lives, the condition of being filled with the Holy Spirit comes through concentrated, fervent, sanctified prayer (Jeremiah 29:13). Without the spirit’s activity, people may be leaders, but they are not spiritual leaders.
Prayer brings God’s wisdom: God’s wisdom is a third reward for dedicated praying. God is the leader of spiritual leaders: he knows far more than even the most informed leader (Romans 8:27-28; I Cor. 2:9). He knows the future. He knows what the leader’s opponents are thinking. He knows what the economy will be like. God knows what he wants to accomplish and how he intends to do it. (Jeremiah 33:3). To fail to call one who wants to lead you is a gross mistake (Luke 18:1-8).
Prayer accesses God’s power: God is all-powerful. This is the fourth reason leaders should pray. God can do far more than even the most resourceful leaders. (Mt. 7:7). If someone is angry with a leader, reconciliation might look impossible. But God can melt the hardest heart. God can change people’s attitudes overnight. Life is filled with situations that can only be overcome by God’s power. The most powerful position leaders assume is when they kneel.
Prayer relieves stress: A fifth reason to pray is that prayer is the leader’s best remedy for stress. Leaders are intimately acquainted with stress. Leadership and pressure go hand in hand. (I Peter 5: 7: cast all your anxiety…). Because of their position, most leaders carry a heavy load of responsibility. It may be difficult to find someone with whom they can share their fears and concerns. Some circumstances dictate the need for complete confidentiality, so the leader bears the weight of responsibility alone. (Go to the burden bearer Mt11:28-30). When leaders allow Christ to carry their emotional and spiritual loads, this takes enormous pressure off them and allows them to face even the most difficult assignments with peace.
Prayer reveals God’s agenda: Finally, God reveals his agenda through prayer. Jesus modeled this truth in his life (Mark 1:30-39): The people wanted to keep Jesus in their city as their resident healer and were reluctant to let him go. If Jesus was a modern leader he would have reasoned, I am already successful here and receiving good response from the people. Perhaps I should stay here for a while until they my reputation is firmly established. Instead Jesus sought his father’s will. As Jesus prayed that morning; the Father helped Jesus understand what the agenda of the crowd was and he reaffirmed his agenda for his son-to preach and teach in all towns and villages and eventually be crucified in Jerusalem. V. Let us go elsewhere. Jesus would not be sidetracked from his Father’s agenda because he was in regular communion with him in prayer. Prayer determines the effectiveness of leaders. If leaders spend adequate time communing with God, the people they encounter that day will notice the difference. The holiness of leaders’ lives is a direct reflection of the time they are spending with the holy God. (Ex. 32:31-32; cf. Deut 9:4-21. Ps. 50:15).
Leaders should be known as men and women who pray. They should also be known as people who work hard, who communicate, serve and maintain positive attitudes
Servant leadership: Themes for kingdom servant-hood
Too often leaders allow secular models of leadership to corrupt the straightforward model set forth by Jesus. Each spiritual leader should embrace the biblical model of “servant” as the driving force and organizing principle within the individual as he or she seeks to lead a Christian community of faith. The following are twelve themes for kingdom servanthood that we can learn from the life and ministry of Jesus as a model of Christian/spiritual leadership:
Servants of the King know, love, and obey their Lord above everyone and everything else. (Lead people to God’s Agenda).
Servants of the King are neither totally at home nor fully comfortable in any kingdoms of this world (We are in this world but not of the world).
Servants of the King are seekers of the Kingdom and not empire-builders. (May your kingdom come)
Servants of the King excel in righteousness and practice a prophetic spirituality. (Unless your righteousness supercedes that of the Pharisees you shall not see the kingdom of heaven; without holiness no one will see God).
Servants of the King are indifferent to worldly gain and recognition. (Not greedy for money or worldly gain: That which was to my profit I now count a loss for the sake of Christ).
Servants of the King are disciplined people, striving for excellence in all areas of life. (Whatever is pure, noble, praiseworthy…whatever is excellent think of those things)
Servants of the King refuse to divorce theory and practice—word and deed. (Be worthy examples to the people in speech, purity, love…. follow me as I follow Christ: No room for do what I say but not what I do).
Servants of the King are not religious tourists but engaged citizens of God’s kingdom among the kingdoms of this world (We are not of the world but in the world: seeking to conform the kingdoms of this world to conform to the ideals of the kingdom of God: Do good to a bad world anyway).
Servants of the King have a comprehensive vision. (Do not fail to focus on the future).
Servants of the King are concerned for the unity of all God’s people. (Father let them be one as I and the father are one)
Servants of the King are holy people, people of prayer and praise, full of the Holy Spirit.
Servants of the King have a memory and a hope. (You can’t lead without hope and instilling hope in the people).
1.4 Effective communications
Communication refers to the process of exchanging mutually understood symbols. Some scholars have noted on a broadest sense communication is the process of acting upon information. To refine this definition, we can say that human communication is the process of making sense out of the world and sharing that sense with others. In either way, communication is the process whereby ideas are transmitted from one or more persons to another. In organizational communication this must be a two-way or multi-way process. We can say that effective communication occurs through a process of human transaction in which people share symbolic messages in complex environments for the purpose of achieving useful human relationship. Effective communication is the core of all leadership activity. Through communication we share facts, feelings, ideas and attitudes.
Some scholars argue that in communication, there are three basic components:
Sender/receiver: The sender (communicator) indicates his ideas by means of words, gestures, postures, appearance and others symbolic gestures. The receiver represents the person for whom and toward whom these ideas were directed.
Encoding/Decoding: Encoding is putting ideas into some kind of form such as words, signs or symbols. This is what originates from the sender. Decoding means transferring those words, signs or symbols back to the meaning of the ideas. This is what the receiver does when he receives the message. When decoding overlaps with encoding, then effective communication has occurred.
Message/feedback: The message is the ideas the sender sent to the receiver. Feedback describes the means the sender designs to obtain evaluation of whether the message has been properly perceived. See the Ely Communication Model below:
Field of experience
Main features in interpersonal communication:
source – human being who has an idea or emotion
receiver – person or group to receive the message
message – written or spoken or nonverbal
channel – pathway
noise – anything that interfere with the communication process
encode – translation of ideas
decode interpretation of those ideas
context – physical environment
feedback – verbal or nonverbal responses
A model of interpersonal communication can be demonstrated in the following figure.
Context
Goals of communication
To convey information
to Assure understanding
to get action
to persuade
Communication barriers
distorting information
connecting inferences into fact – degree of probability
confusion over word meaning
having the wrong attitude
asking the wrong questions
argument for dialogue
the perceptual: how we perceive others
esteem
the hierarchy
personality
polarization
C. Channels of communication
Downward: this flow from the higher levels to lower levels has been most used channels for transmitting orders, instruction and directives.
Upward: this happens when employees communicate with managers.
Horizontal: this refers to the transmitting and receiving of information between people on the same level of responsibility.
Grapevine: an informal communication within an organization i.e. gossip.
Communication in Leadership
Communication is the greatest single factor affecting one’s personal health and relationships with others. There are ways we can so live together as Christians that our relationships are redemptive and a witness to others of the reconciling work of God in Christ. Below are some of the things that we need to observe in communication to increase spiritual leadership effectiveness:
Do not lie
Be honest
Do not avoid dealing with anger
Be forgiving
Do not hold grudges
Do not badmouth
Relate to your subjects
Plan instruction
Praise participation
Pursue feedback
2.0 leading others
2.1 Group dynamics
Think of the word dynamics. What kind of images do you perceive? Do you think of power or ability? Maybe you even relate to the word dynamite. When people join together with various leadership gifts they form group dynamics. For example, let take a church and dissect it. You will be surprised to see various gifts within the church setup. Why do we need groups? We have several reasons:
The need to accomplish: Whatever the task, groups need to complete a project or a product. It may be planning of a conference, solving of a problem etc.
The need for working relationships: Members need good working relationship to accomplish their task.
The need for satisfaction: People work in groups not only because of interest in their tasks, but also because of their psychological needs for recognition, response, new experiences fellowship and security.
Opposing styles of leadership
Leaders vary in the way they approach and handle situations. There are two types of opposing viewpoints: traditional approach and the group-centered.
Comparison of traditional and group-centered leadership
Basis for comparison Traditional Group-centered
1. Responsibility for group effectiveness Leader responsible Responsibility shared by group
2. Control over final choice Control held by leader Control vested in group
3. Importance of position power as source of leader influence Emphasized and guarded carefully de-emphasized
4. Leader perceives group entity As set of individuals As interacting collectives
5. Task-oriented functions Performed by leader only Shared by group
6. Group-maintenance functions Not performed systematically Emphasized and shared by group
7. Socio-emotional processes and interactions Mostly ignored by leader Observed closely by leader
8. Expression of members’ needs and feeling Discouraged by leader; emphasis on objective analysis Encouraged by leader and dealt within group sessions
Traditional leaders most of the time focuses on the task and ignore personal feelings and relationships. They may seek advice but will never relinquish the right to make final choices. They stay in control of the group discussion and stop disruptive acts and irrelevant discussion. They discourage members from expressing their feelings and strive to maintain a rational, logical discussion without emotional outbursts. And they guard against threats to their power positions by fighting, if necessary, to maintain authority.
Group-centered leadership according to this view, groups share responsibility for their effectiveness. Listen attentively and observe groups moods to know their feelings, interactions and conflict. Leader in this category serves as coaches, consultants and facilitators rather than as directors and mangers. They serve as models and encourage groups to deal with maintenance and relinquish control to the group.
2.2 Motivation and Satisfaction
How do leaders motivate others? How do concerned leaders do something that propels others into action? Leaders consider motivation to be one of the most challenging problems they face. They still search for answers despite the fact that management programmes on motivation stand out as among the most popular and easiest to sell. But the question still remains: how do we motivate people? Motivation comes from within and operates from felt needs and wants.
Few factors contribute to satisfaction:
Achievement: refers to the extent that people feel good about what they have done.
Recognition: refers to the extent to which people receive recognition for their achievements. People associate recognition with achievement.
The work itself: include the level of interest, the challenge, variety and the opportunity for carrying out the work from beginning to end.
Responsibility: refers to the extent that people can carry out their jobs without supervision. Responsibility can also refer to a new kind of work as well as for the work of others.
Advancement (or growth): focuses on the potential that jobs offer for continued growth, development and the advancement.
Few factors are Dissatisfiers:
Some factors lead to dissatisfaction and de-motivation:
Company policy and administration: means company inefficiency, duplication of effort, waste, struggles for power and policies they perceive as unfair or harmful.
Supervision: concern the competence and fairness of their immediate managers. Manager’s unwillingness to delegate responsibility or to prepare people for greater responsibilities falls in this category.
Salary: wages increment and insufficient funds either in monetary or kind service.
Interpersonal relations: frequently refers to instances of poor managerial supervision or when managers could not get along with employees.
Working conditions: focuses on proper lighting, noise levels, food quality in the cafeteria, air conditioning, heat and dirt etc.
2.3 Conflict Management
Resolving conflict
So many wish they could escape conflict in their lives. Or they seem surprised when conflicts arise, yet, conflict is a fact of life in any ongoing relationship, whether at home, work or social living. In every given leadership situation, there are bound to be conflicts here and there. Whether the conflict is between the leader himself and another person or it is just between those who report to him, the leader has the responsibility of resolving whatever conflict is there. The leader who leaves conflict unresolved will soon fire his leadership to crumble. When conflicts occur between people, they often become angry, hurt, bitter or defensive. Sometimes the conflict ends the relationship or seriously damages it. Yes, while conflict is inevitable in relationships, it can have either constructive or destructive results. The bible talks of various conflicts and gives many practical ways of resolving them.
Conflict is defined as the clash of opposing principles or views or a state of opposition or hostilities or the opposition of incompatible wishes or needs in a person. Conflicts arise when the wishes, desires and expectation of people are frustrated. Or perceptual differences, value differences, divergent goals, self-esteem and personality clashes. Conflict arise when people want they want regardless of the outcome, wrong motives, poor communication, wrong structure, tribalism, insubordination, unrealistic goals, disrespect among others. There are four key principles to follow in resolving conflict:
Glorify God
Seek to glorify God. Instead of focusing on your own desire or on what others may do we rejoice in the lord and bring him praise. Always maintain a loving, merciful and forgiving heart.
See the following texts:
· Mark 11:25 “And whensoever ye stand praying, forgive, if ye have aught against any one; that your Father also who is in heaven may forgive you your trespasses.”
· Joh 14:15 “If ye love me, ye will keep my commandments.” 1Co 10:31 “Whether therefore ye eat, or drink, or whatsoever ye do, do all to the glory of God.”
· Php 2:9 “Wherefore also God highly exalted him, and gave unto him the name which is above every name.”
· Col 1:4 “having heard of your faith in Christ Jesus, and of the love which ye have toward all the saints.”
· Jas 3:17 “But the wisdom that is from above is first pure, then peaceable, gentle, easy to be entreated, full of mercy and good fruits, without variance, without hypocrisy.”18 “And the fruit of righteousness is sown in peace for them that make peace.”
· Jas 4:1 “Whence come wars and whence come fightings among you? Come they not hence, even of your pleasures that war in your members? 2 Ye lust, and have not: ye kill, and covet, and cannot obtain: ye fight and war; ye have not, because ye ask not. 3 Ye ask, and receive not, because ye ask amiss, that ye may spend it in your pleasures.”
· 1Pe 2:12 “having your behavior seemly among the Gentiles; that, wherein they speak against you as evil-doers, they may by your good works, which they behold, glorify God in the day of visitation.”
Get the log out of your own eye:
Instead of blaming others we must submit ourselves to God by confessing our sins to those we have wronged as we take responsibility to those we have wronged. We must ask God to help you change your attitude and habit that lead to the conflict and seek to repair any harm you have caused. See these texts:
Mt 7:3 And why beholdest thou the mote that is in thy brother's eye, but considerest not the beam that is in thine own eye? 4 Or how wilt thou say to thy brother, Let me cast out the mote out of thine eye; and lo, the beam is in thine own eye? 5 Thou hypocrite, cast out first the beam out of thine own eye; and then shalt thou see clearly to cast out the mote out of thy brother's eye. 6 Give not that which is holy unto the dogs, neither cast your pearls before the swine, lest haply they trample them under their feet, and turn and rend you. 7 Ask, and it shall be given you; seek, and ye shall find; knock, and it shall be opened unto you:
Lu 19:8 And Zacchaeus stood, and said unto the Lord, Behold, Lord, the half of my goods I give to the poor; and if I have wrongfully exacted aught of any man, I restore fourfold.
Col 3:4 When Christ, who is our life, shall be manifested, then shall ye also with him be manifested in glory. 5 Put to death therefore your members which are upon the earth: fornication, uncleanness, passion, evil desire, and covetousness, which is idolatry; 6 for which things' sake cometh the wrath of God upon the sons of disobedience: 7 wherein ye also once walked, when ye lived in these things; 8 but now do ye also put them all away: anger, wrath, malice, railing, shameful speaking out of your mouth: 9 lie not one to another; seeing that ye have put off the old man with his doings, 10 and have put on the new man, that is being renewed unto knowledge after the image of him that created him: 11 where there cannot be Greek and Jew, circumcision and uncircumcision, barbarian, Scythian, bondman, freeman; but Christ is all, and in all. 12 Put on therefore, as God's elect, holy and beloved, a heart of compassion, kindness, lowliness, meekness, longsuffering; 13 forbearing one another, and forgiving each other, if any man has a complaint against any; even as the Lord forgave you, so also do ye: 14 and above all these things put on love, which is the bond of perfectness. 15 And let the peace of Christ rule in your hearts, to the which also ye were called in one body; and be ye thankful.
1Jo 1:8 If we say that we have no sin, we deceive ourselves, and the truth is not in us. 9 If we confess our sins, he is faithful and righteous to forgive us our sins, and to cleanse us from all unrighteousness.
Gently restore
Instead of pretending that conflict doesn’t exist or talking others behind their backs we need overlook minor offenses or take personality and graciously with those whose offenses seen serious to overlook. Seek to restore them not to condemn.
See these texts
Pr 11:11 “By the blessing of the upright the city is exalted; But it is overthrown by the mouth of the wicked.”
Mt 18:15 And if thy brother sin against thee, go, show him his fault between thee and him alone: if he hear thee, thou hast gained thy brother. 16 But if he hear thee not, take with thee one or two more, that at the mouth of two witnesses or three every word may be established. 17 And if he refuse to hear them, tell it unto the church: and if he refuse to hear the church also, let him be unto thee as the Gentile and the publican. 18 Verily I say unto you, what things soever ye shall bind on earth shall be bound in heaven; and what things soever ye shall loose on earth shall be loosed in heaven. 19 Again I say unto you, that if two of you shall agree on earth as touching anything that they shall ask, it shall be done for them of my Father who is in heaven. 20 For where two or three are gathered together in my name, there am I in the midst of them.
Eph 4:29 Let no corrupt speech proceed out of your mouth, but such as is good for edifying as the need may be, that it may give grace to them that hear.
2Ti 2:24 And the Lord's servant must not strive, but be gentle towards all, apt to teach, forbearing, 25 in meekness correcting them that oppose themselves; if peradventure God may give them repentance unto the knowledge of the truth, 26 and they may recover themselves out of the snare of the devil, having been taken captive by him unto his will.
Jas 5:9 Murmur not, brethren, one against another, that ye be not judged: behold, the judge standeth before the doors.
Ec 10:10 If the iron be blunt, and one do not whet the edge, then must he put to more strength: but wisdom is profitable to direct.
Pr 20:18 Every purpose is established by counsel; And by wise guidance make thou war.
Go and be reconciled
Instead of accepting premature compromise to win other person, we better actively pursue genuine peace and reconciliation forgiving others as God for Christ-sake forgave us.
See these texts:
Mt 6:12 And forgive us our debts, as we also have forgiven our debtors.
Mt 7:12 All things therefore whatsoever ye would that men should do unto you, even so do ye also unto them: for this is the law and the prophets.
Eph 4:1 I therefore, the prisoner in the Lord, beseech you to walk worthily of the calling wherewith ye were called, 2 with all lowliness and meekness, with longsuffering, forbearing one another in love; 3 giving diligence to keep the unity of the Spirit in the bond of peace.
Php 2:2 make full my joy, that ye be of the same mind, having the same love, being of one accord, of one mind; 3 doing nothing through faction or through vainglory, but in lowliness of mind each counting other better than himself.
Professional Conflict Resolution
There are many ways to resolve conflicts – surrendering, running away, overpowering your opponent with violence, filing a lawsuit, etc. But the most common forms of resolving intra and interstate conflict include:
Negotiation is a discussion among two or more people with the goal of reaching an agreement.
Mediation is a voluntary and confidential process in which a neutral third-party facilitator helps people discuss difficult issues and negotiate an agreement. Basic steps in the process include gathering information, framing the issues, developing options, negotiating, and formalizing agreements. Parties in mediation create their own solutions and the mediator does not have any decision-making power over the outcome.
Arbitration is a process in which a third-party neutral, after reviewing evidence and listening to arguments from both sides, issues a decision to settle the case. Arbitration is often used in commercial and labor/management disputes.
Mediation-Arbitration is a hybrid that combines both of the above processes. Prior to the session, the disputing parties agree to try mediation first, but give the neutral third party the authority to make a decision if mediation is not successful.
Early Neutral Evaluation involves using a court-appointed attorney to review a case before it goes to trial. The attorney reviews the merits of the case and encourages the parties to attempt resolution. If there is no resolution, the attorney informs the disputants about how to proceed with litigation and gives an opinion on the likely outcome if the case goes to trial.
Community Conferencing is a structured conversation involving all members of a community (offenders, victims, family, friends, etc.) who have been affected by a dispute or a crime. Using a script, the facilitator invites people to express how they were affected and how they wish to address and repair the harm that resulted.
Collaborative Law refers to a process for solving disputes in which the attorneys commit to reaching a settlement without using litigation.
Negotiated Rulemaking is a collaborative process in which government agencies seek the consent of the public in law and constitution making.
Conflict Mapping /Assessment
Conflict mapping/ assessment is the process of systematic collection of information about the dynamics of a conflict.
Conflict Map
Conflict Mapping is a guide to give both the intervener and the conflict parties a clearer understanding of the origins, nature, dynamics, and possibilities for resolution of conflict.
It includes the following:
Summary Description of the conflict
Conflict History. The origins and major events in the evolution both of the conflict and its context. It is important to make this distinction between the interactive conflict relationship among the parties and the context within which it occurs.
Conflict Context. It is important to establish the scope and character of the context or setting within which the conflict takes place. Such dimensions are geographical boundaries; political structures, relations, and jurisdictions; communication networks and patterns; and decision-making methods. Most of these are applicable to the full range of conflict types, from interpersonal to international levels
Conflict Parties. Decisional units directly or indirectly involved in the conflict and having some significant stake in its outcome.
1. Primary: parties whose goals are, or are perceived by them to be, incompatible and who interact directly in pursuit of those respective goals. Where the conflict parties are organizations or groups, each may be composed of smaller units differing in their involvement and investment in the conflict.
2. Secondary: parties who have an indirect stake in the outcome of the dispute but who do not feel themselves to be directly involved. As the conflict progresses, secondary parties may become primary, however, and vice-versa.
3. Interested third parties; those who have an interest in the successful resolution of the conflict.
Pertinent information about the parties in addition to who they are would include the nature of the power relations between/among them (e.g., symmetrical or asymmetrical); their leadership; each party's main goals(s) in the conflict; and the potential for coalitions among parties.
Issues. Normally, a conflict will develop around one or more issues emerging from or leading to a decision. Each issue can be viewed as a point of disagreement that must be resolved. Issues can be identified and grouped according to the primary generating factor:
Types of issues
Facts-based: disagreement over what is because of how parties perceive what is. Judgment and perception are the primary conflict generators here.
Values-based: disagreement over what should be as a determinant of a policy decision, a relationship, or some other source of conflict.
Interests-based: disagreement over who will get what in the distribution of scarce resources (e.g., power, privilege, economic benefits, respect).
Nonrealistic: originating elsewhere than in disparate perceptions, interests, or values. Style of interaction the parties use, the quality of communication between them, or aspects of the immediate physical setting, such as physical discomfort, are examples.
With few exceptions, any one conflict will be influenced by some disagreement emerging from each of these sources, but normally one source is predominant. It is useful not only to identify each issue in this way but to identify as well the significant disparities in perception, values, and interests motivating each party. (Values are here defined as beliefs that determine a party's position on any one issue [e.g., economic growth is always desirable]. Interests are defined as any party's desired or expected share of scarce resources [e.g., power, money, prestige, survival, respect, level).
The trend/direction of the conflict
Dynamics. Social conflicts have common though not always predictable dynamics that if recognized can help an intervener find the way around a conflict. The intervener must seek to reverse some of these and make them dynamics of regulation and resolution. They include the following:
1. Precipitating events signaling the surfacing of a dispute.
2. Issue emergence, transformation, proliferation. Issues change as a conflict progresses--specific issues become generalized, single issues multiply, impersonal disagreements can become personal feuds.
3. Polarization. As parties seek internal consistency and coalitions with allies, and leaders consolidate positions, parties in conflict tend toward bipolarization that can lead both to greater intensity and to simplification and resolution of the conflict.
4. Spiraling. Through a process of reciprocal causation, each party may try to increase the hostility or damage to opponents in each round, with a corresponding increase from the latter. Also possible are deescalatory spirals, in which opponents reciprocally and incrementally reduce the hostility and rigidity of their interaction.
5. Stereotyping and mirror-imaging. Opponents often come to perceive one another as impersonal representations of the mirror-opposite of their own exemplary and benign characteristics. This process encourages rigidity on position and miscommunication and misinterpretation between conflict parties.
Alternative Routes to Solution(s) of the Problem(s)
Each of the parties and often uninvolved observers will have suggestions for resolving the conflict. In conflicts within a formal policymaking framework, the options can be formal plans. In interpersonal conflicts, alternatives can be behavioral changes suggested to (or by) the parties. It is essential to identify as many "policies" as possible that have already surfaced in the conflict. They should be made visible for both the conflict parties and the intervener. The intervener may then suggest new alternatives or combinations of those already identified.
Conflict Regulation Potential
In and for each conflict situation are to be found resources for limiting and perhaps resolving the conflict. The mapping process notes these resources, albeit in a preliminary way. They may include the following:
Internal limiting factors like values and interests the conflicting parties have a common, or the intrinsic value of a relationship between them that neither wishes to destroy, or cross pressures of multiple commitments of parties that constrain the conflict.
External limiting factors like a higher authority who could intervene and force a settlement or an intermediary from outside the conflict.
Interested or neutral third parties trusted by the parties in conflict who could facilitate communication, mediate the dispute, or locate financial resources to alleviate a scarcity problem.
Techniques of conflict management, both those familiar to the different conflict parties and third parties and those known to have been useful elsewhere. Such methods range from the well-known mediation, conciliation, and rumor control to fractionating issues and extending the time range to encourage settlement.
International Conflict Resolution
The changing nature of post-Cold War conflicts in the world and the diversity of actors involved in these conflicts require a fundamental rethinking of international security. The tools and techniques for managing conflicts examined the former UN Secretary-General Boutros Boutros-Ghali's landmark 1992 report, An Agenda For Peace.
These included:
Conflict prevention/ Preventive diplomacy
Peacemaking
Peacekeeping
Peace-enforcement
Preventive Diplomacy
It is much cheaper to prevent conflicts before they erupt than to undertake the costly clearing up of the resulting debris. Among suggestions for preventive diplomacy are fact-finding missions, early warning systems, and confidence-building measures including the preventive deployment of troops? The early deployment of a UN force could discourage acts of aggression by symbolizing the international community's determination to oppose such acts.
In addition to reading early warning signals, it is also critical to take action in a timely fashion so as to avoid belligerents taking advantage of delays in implementing preventive measures. Actions like preventive deployment can deny warring factions an opportunity to gain a military advantage in order to bargain from a position of strength at the negotiating table. Deliberate acts of intervention by neighboring states and extra-regional actors supplying weapons to one side or another in an internal conflict can further complicate preventive diplomacy as demonstrated in cases like Sierra Leone, the Democratic Republic of Congo, Angola, Liberia, Rwanda, Mozambique, Sudan and Ethiopia.
One obvious problem with preventive diplomacy is that the international community is not always prepared to deal with internal conflicts. Even though the UN's peacekeeping role has evolved mainly in response to conflicts between states, the UN has found itself increasingly drawn into mediating internal conflicts in spite of its lack of appropriate tools and mechanisms in this area. Several participants in Senegal emphasized the need to establish a credible mechanism that can make early and active UN involvement in preventing conflicts a certainty under well-defined circumstances, unlike the ad hoc system which currently exists. It would then be necessary to define a set of criteria, in effect to create a kind of trigger mechanism, for activating this process.
Peacemaking: Between preventing conflicts and keeping the peace, there is an armory of tools that can be employed in a bid to convince belligerents to make peace through non-violent means: mediation, negotiation, arbitration, and economic sanctions. All the parties involved in a conflict with a political following need to be included in peace processes and that the responsibility for making peace should be left to the belligerents. Political will and constant attention by international actors are absolutely essential in conflict resolution.
Peacekeeping and Peace-enforcement: The use of armed force to deter or reverse breaches of the peace is another important tool in the arsenal of peacemakers. Traditional peacekeeping requires obtaining the consent of the parties before deploying, and involves lightly armed troops deployed to separate warring factions. Peace-enforcement, in contrast, usually involves military action by more heavily armed troops against violators of the peace.
In order for these efforts to succeed, three factors are usually important: at the domestic level, the co-operation of the parties and a willingness on their part to share power and make the necessary political compromises for peace; At the sub-regional level, the co-operation of neighboring states towards peace efforts; at the external level, the financial and military support that the international community can provide.
Post-Conflict Peace-building
Post-conflict peace-building is often associated with "second generation" UN peacekeeping missions in the post-Cold War era in places like Namibia, Mozambique, Angola, Somalia, Cambodia, and El Salvador where efforts have been made to adopt a holistic approach to peace. Peacebuilding aims to promote not just political but also social peace, and to help redress economic inequalities that could lead to further conflict. Such tasks have involved disarming and demobilizing warring factions; conducting and observing elections; repatriating and resettling refugees; rehabilitating and reintegrating ex-combatants into local communities; restructuring and reforming security forces, civil services and judiciaries; monitoring and investigating human rights abuses; overseeing transitional civilian authorities; and implementing land reform programs.
Church and Conflict Resolution
Individual Churches- Catholic Peace Commission
NCCK
All Conference of African Churches
World Council of Churches
How Church helps in Conflict Resolution
Providing home to the displaced people
Church provides social amenities such as boreholes, to reduce resources related conflict.
Churches advocate for governments to observe human rights. This reduces conflicts related to Discrimination and Human rights abuses.
Holding seminars to educate community about the causes of conflict and how to avoid them
Acting as the peace brokers between two groups in conflict
Counseling the displaced people
Visiting conflict regions and assessing the damage
Providing monetary and other material support
Churches have established media companies that advocate for peaceful coexistence and peaceful conflict resolution.
Individual/ lay church members through donations and other forms of aids help during and after conflict. For instance various churches collects offerings to help those affected by ethnic fighting.
2.4 performance counseling
The ability to counsel and appraise employees’ job performance is one of the most valuable skills leaders can posses. Performance counseling improves and develops the performance of employees or at least maintains an already-existing level of performance. This happens best when employees evaluate their own performance and leaders facilitate this analysis.
3.0 Leading effectively
3.1 The challenges of change
Apostle Paul says that it is a mere waste of time if I wear myself out in the name of service to other yet I have no heart (love) for them (1Corthinas 13: 1ff). Effective leadership is concerned with people, and it starts from the inside. It doesn’t seek fame and money as proofs of success. Effective leadership finds great reward in interacting with people.
Change has always been part of human history from technology, education, trade union membership and in all sector of human life. Effective leaders know that people commit themselves to changes they have helped to develop.
Positive Factors of Change
People take responsibility for the change intervention
They see how it improves their work situation
They see how it will help them in the future and the organization
They willingly participate in the change process.
Resistance to Change
Purpose and nature of the change not made clear
Lack of participation in the planning of change
Fear of failure and loss of status
Fear of loss of skill
Fear of loss of self-esteem
Break-up of social group
Price too high, reward inadequate, excessive pressure
Lack of trust in the initiators
Value of Resistance
Eliminate doubts
Communicate clearly
Reveal unexpected outcome
Involve people in the initial planning
Make change as acceptable as possible
Build a climate of trust
The Leaders Pitfalls: What Disqualifies a Leader?
The Leaders pitfalls deal specifically with qualities that disqualifies a leader from being a spiritual leader or qualities that curtail spiritual leadership effectiveness. Every year thousands of leaders shipwreck their carriers, their organizations, and their families by making careless, foolish choices. The media parades a never-ending array of tarnished, discredited, and humiliated leaders before an increasingly disillusioned society. Why is it that some leaders go from victory to victory, year after year, while others begin with great promise but eventually crash into oblivion? Certainly they did not set out expecting to fail, but sadly, their failure can usually be traced to mistakes they could easily have avoided. Below are ten of the most common pitfalls that cause spiritual leaders to fail. They area habits that you need to avoid if you want to fill the gap and replenish the great leadership famine in Africa and the world at large:
Pride (Look out world here I come, the Top- bottom attitude): Pride may be leaders’ worst enemy, and it has caused the downfall of many. Pride tempts others to take the credit from others: Learn to acknowledge the efforts of others. Pride moves people to magnify their own involvement and to minimize the efforts of others. Proverbs 27:2: let others praise you and not your own mouth. Do not blow your own trumpet. In conversations they always find ways to publicize their own latest achievements. Be genuine with praise and gratitude. It is demoralizing for followers to labor on behalf of their organization, only to have their leaders enjoy the benefits for the success.
Cynicism (disapproving attitude that thinks of people as not being sincere/honest and up to no good) e.g. a person who believes that people are only interested in themselves and are not sincere).
Developing bad attitude toward those against you: When leaders are constantly criticizing others they are modeling a critical spirit for their people. True leaders Focus on what is right and what gives hope and not what is wrong. Anyone one who has led for very long has dealt with people who were dishonest, lazy or incompetent. Leaders inevitably face unfair criticism. When people concentrate on the negatives, they lose the zeal and optimism required to overcome difficult challenges. Cynical leaders cultivate cynical followers. When leaders are continuously criticizing others, they are molding a critical spirit for their people. When leaders sense that they are developing a cynical attitude, they must correct it immediately before it poisons their effectiveness and possibly health. Without question, a critical spirit in spiritual leaders reveals that their hearts have shifted from God. Only a decision to return to God will save the leader from becoming ineffective. It is critical that leaders guard their attitudes. Christian leaders have every reason in the world to be positive and optimistic fro the future. They serve the king of kings. If you do not want to be criticized, do nothing, say nothing, and be nothing.
Greed: Money and possessions can be either good or bad in a leader’s life. While a sizeable income is not in itself wrong, a pursuit for money and possessions is. The lure of material possessions has enticed many leaders to make foolish career decisions (the pastor who left his wife of many years to marry doctor).The world standard says they more money you have the more successful you are and as a result many people sacrifice almost anything in order to achieve material success . the hunger for wealth and possessions can destroy spiritual leaders. People valuing wealth above everything else will strive for jobs that pay more regardless of whether these jobs cause great hardship to their families. Why does God always seem to call ministers to churches that pay more money than the churches that pay less? When leaders hunger for wealth, they can also be tempted act unethically. Some pastors have even refused to pastor certain churches because of the low pay and are just sitting at home.
Mental laziness: Today’s problems are not generally solved through brute strength but through creative, inspiring thinking. Problem solving is an essential part of leadership, so Leaders cannot afford to become intellectually stagnant. They seek the company of wise people. Good leaders never stop learning. They read the books, articles and literature that strengthen and stretch their thinking. Good leaders never stop learning. They read biographies of great leaders and thinkers. They must continually look for new venturesome ways of doing things. They find authors who challenge their presuppositions and who bring fresh insights into their filed. They regularly test what they are reading against the eternal wisdom of God found in scripture.
Spiritual lethargy: Decline in pursuit in God. Most leaders would list their relationship with God as number one on their priority list. At least that is where they know it should be. With their busy schedules they forget their relationship with God. They forget to read their Bibles in order to prepare for important meetings. There is danger of neglecting their time with God, and the Bibles become tools for sermon preparation, counseling, and other religious works. If they are not careful they begin to see the bible as a textbook rather than the living word of God. They’ll begin substituting their public prayer life for their personal conversations with God. When leaders allow their daily commitments to crowd out their time with Christ, they are slowly cutting themselves off from their lifetime. No matter how much they accomplish their lives will suffer. Their relationships will be damaged. They will cease to be the husband/wife/parent/son/ daughter/friend God wants them to be. Wise leaders never forget Matt. 6:33.
Spiritual leaders should evaluate the time they set aside to spend with God. Is it enough? Is it too rushed? Does that time face intrusions. Quiet Bible study, prayer, reflection.
Spiritual leaders should begin using a journal to record their daily spiritual pilgrimage. Unhurried time with God is invaluable.
Domestic neglect: A spiritual leader is a leader at home and a leader for the organization. Billy graham candidly relates a troubling event. He was entering the eighteen week of his 1949 evangelistic campaign in Los Angeles. When Ruth graham sitter’s and Brother-in Law arrived for the final week of the crusade, they had a baby with them. Graham asked them whose baby it was. It was his daughter Anne. Graham had been away from home so long he forgot to recognize his won daughter. That night little Ann went to sleep crying not for her father or even her mother, but for the aunt who had been giving her primary care. In his concluding his biography Graham confessed that if he had to live his life over again he would travel less. He conceded that not every trip he took had been necessary. No one could fault Graham for his ethic or his godliness, but every leader could learn from his dispiriting experience. Think also of John Wesley.
Nelson Mandela sacrificed everything he had to liberate his people from subjugation. Mandela eventually achieved his goal, won the noble peace prize, and was elected president of South Africa in the first election in which his black voters were allowed to participate. Yet Mandela also suffered two divorces and spent many years in prison unable to have contact with his children. Mandela confessed that although he loved his wives, his work always came first and his marriages suffered as a result.
Ronald Reagan mediated several international conflicts and made great studies in developing closer relations between the Us and soviet Union. Yet even his best diplomatic skills did not gain appeasement with his daughter. Patti, during his presidency.
Fulfill your responsibility as a spiritual leader but also your responsibilities as husbands and wives. Every leader should balance their leadership responsibilities with their family commitments and responsibilities. Those who wholly sacrifice their families may achieve great success in the public eye but suffer tremendous personal turmoil. Wise leaders strive to preserve their families in the midst of the pressures on their professional lives. (Read Deut 6:4-9). Leaders’ children can represent the next generation of leaders. Emerging leaders at home have the potential to impact the world even more than their parents did. Wise leaders see the importance of helping their children develop as Christians and as the next generation of leaders (think of Eli & Moi etc)
Mark significant days: Birthdays, anniversaries, graduations, and special events on the family calendar. When leaders travel they look for ways to be accompanied by their families. As much as possible, leaders who value their families seek creative ways to make their jobs a blessing to their families’ instead of a rival for their attention. God is the family’s greatest advocate-leaders who seek God’s help will readily receive it.
Oversensitivity: People who cannot handle criticism need not apply for leadership positions. Being criticized. Second-guessed, and having ones motives questioned are unpleasant but inevitable aspects of leadership. Great leaders are not immune to criticism. It is impossible for leaders to avoid being censured. Choices you have: You can either stop leading or do what you know is right and trust that God will vindicate you. If a leader receives ten words of support for every one word of criticism, which voice will ring loudest? The critic’s voice of course. Criticism often carries more weight that criticism. Constructive criticism is good for leaders. But backbiting and slander can quench the spirit of even the most stouthearted leader. Most people want to be liked and appreciated by their followers. When their motives are routinely questioned, or when their actions are misjudged, their joy drains out of their leadership position, and they are left questioning whether their calling is worth the pain.
How should leaders respond to criticisms?
First they should honestly examine their hearts to be sure the criticism is without merit. Leaders must face criticism with integrity before God and people. true spiritual leaders know it is ultimately God’s approval and not people’s that matters most. When leaders know they have obeyed God, they set aside the desire to defend themselves. They find their security in God’s affirmation. (Read Isaiah 54:17). The wisdom of a right decision will prove itself over time. Wise leaders let God prove the purity of their motives and the wisdom of their actions. Often the crowd does not recognize a leader until he has gone, and then they build a monument for him with the stones they threw at time in life. Leaders are more interested in doing the right thing than in their popularity. Criticism has it most devastating effect upon the immature and the unsure. Leaders who clearly understand God’s will do not waver when misguided or virulent opponents attempt to discourage them. If people are motivated by their desire to avoid criticism they are unfit for spiritual leadership. True spiritual leaders seek to understand God’s will and then follow it without wavering.
Tue leaders must keep criticism in perspective. Criticism will come, and it will hurt, but it must not be allowed to derail leaders from God’s call upon their lives (Never say because of criticism: I will never be a pastor now I will never work another day in a Christian organization; e.g. summer camp calling). Before giving in to the temptation to quit, leaders should revisit what they know God asked them to do. No amount of opposition or hardship or sacrifice is sufficient to cancel God’s call on a person’s life: God’s Gifts are irrevocable. (Jesus our example John 15:20). Leaders, and those they love, are much safer being criticized for remaining in God’s will than when they are being praised while living outside it. Leaders who readily forfeit their calling in response to opposition do not clearly know God’s will for their lives.
Administrative carelessness: Leaders by nature are visionary. They may focus so much attention on the vision of where the organization is going and neglect to build the kind of organization that can actually arrive at the destination. (if you are driving you should not only think of where you’re going and forget the fuel necessary to get you to where you want to drive to). There is need to monitor and maintain oil levels of the fuel in the vehicle. When there are light warnings, stop and think and solve the problem before moving on to the destination: don’t only think of where you are going. It is the leaders task to ensure that the organization is healthy. Remember that organizations are ultimately made up, not of vision statements, or constitutions or long-range plans, or core values –but of people. people are the driving force behind organizations. Therefore leaders who are constantly delegating tasks to their people, they are also regularly monitoring the attitudes effectiveness, and concerns of their people to ensure that the organization is functioning at its optimum potential. Ensure proper training of the people and resources are available.
Dangers of Pride: Pride causes Christian leaders to take the credit for not only what others have done but also for what God has accomplished (when you succeed attribute it to God’s guidance and protection rather than your management skills. Some direct their attention to themselves rather than God. (read Daniel 4:29-31, proverbs 6:16-19) Leaders are servant of God but pride can make them act as though God was their servant.
· Pride makes leaders unteachable: 2 Chronicles 18:7, read the whole of chapter). (They stop listening to God and fail to take counsel from brothers)
· Pride makes leaders to think themselves as self-sufficient (1 Samuel 13:13-13: God will humble leaders who act as if they are independent of his Grace.(pride targets successful leaders, convincing them they have enough talent, wisdom, and Charisma to achieve whatever they set their minds to do. (see also John 15;5; Judges 16:15-21
· Pride leads to a loss of compassion (Ezekiel 34: 1-10; 2 Corinthians 11:28-29)
· Pride makes leaders vulnerable). Proverbs 16:18, James 4:6; Luke 18:14: proud people have God as their opponent
· Desire for power and greatness/ superiority - You are a servant not a superior
Sexual sin: Downfall of leaders who succumb to sexual temptation, sexual sin has the power to destroy a career, a family, and a reputation, all in one blow. So many public sexual scandals
· Leaders make themselves accountable: prudent leaders are proactive, they enlist at least two people as accountability partners and give them the freedom to question them on their moral purity
· Leaders head their own counsel ; there is probably not a fallen minister who did not previously warn his church members about the dangers of sexual immorality (proverbs 14:12). You who teach others not to steal, do you steal. Spiritual leaders share their wisdom with others; they should apply it to their own lives as well.
· Leaders consider the consequences. Leaders carefully and regularly contemplate the consequences if they were to commit sexual sin. They reflect on the ugly reality of what their sin would do tot heir spouses, to their children, and to the name of God (think of Joseph and the Potiphor’s wife). They think of the lengthy restoration process that would be necessary for them to regain the position they were in before they sinned, all the while recognizing that there really is no going back –while they might gain forgiveness, they would never be able to undo sin’s painful aftermath. They remind themselves that one careless, selfish decision could cost them their job, their reputation, their friendships, their family, and could severely damage their relationship with God. When they are tempted, they are armed with a vivid awareness of sexual sin’s deadly consequences, and they will not be unwitting victims of sins treachery (Proverbs 7:24-27)
Leaders develop healthy habits
Careful leaders can take practical steps to protect themselves from sexual temptation even the appearance of compromise. (E.g. making a commitment that you would not meet or travel with, or eat alone with a woman other than your wife, or vow never be locked in your house with a woman except with your wife etc). Wise leaders take the warning and counsel of their spouses seriously. Wise leaders cultivate healthy relationships with their spouses so they are less vulnerable to temptations that inevitably come. Many leaders who travel set up pictures of their spouses and children in their hotel room as a reminder of the loved ones they have waiting for them at home. (Avoid anything that can bring a sexual scandal e.g. keep the windows open to protect against even the hint of impropriety).
Leaders pray and ask others to pray for them: No matter how many intentional safeguards a leader puts into place, sexual temptation can sometimes ambush the unsuspecting leader. The most practical step leaders can take is to pray that God will help them keep their lives above reproach. Leaders may be blindsided by unexpected events, but God never is. God, in his grace, will build a hedge of protection around leaders who earnestly desire moral purity. Leaders should also enlist the prayers of their spouses so they know that wherever they go and whatever they face, their spouse is interceding with God for them. (Proverbs 14:15: wise leaders heed the counsel of proverbs that says: A sensible man considers his steps.”
Allow Holy Spirit: Spiritual leaders also allow the Holy Spirit to guide their thinking so that it is based on God’s timeless truths rather than on society’s latest fad. Great leaders are always learning how to become better leaders. A commitment to learn and to change produces a growing level of leadership competence. Method that worked a decade ago may be ineffective today. Leaders that aren’t continually growing will eventually find themselves with skills that are obsolete. Leaders are not only readers they are thinkers. True leaders take time to process events around them. When a meeting goes poorly; they don’t simply race off to the next meeting; rather they take time to evaluate why the meeting was unproductive, and they consider ways to do things differently the next time. When leaders have personnel who are struggling, they do not simply fire them or grow increasingly frustrated with them. Good leaders take time to ponder what is causing their employee to struggle. When you have told people all you know and have nothing more to tell them then it is time to go back to studying: don’t wait until that time.: continue to study to get new insights from God’s word so as to share with people. You can’t stop learning and still be effective as a spiritual leader. Wise leaders continually learn from the events of their lives as well as from their studies.
3.2 Coping with stress
Some says:
It is having an uptight feeling
it is a feeling of tenseness
it is being in a pressure situation
being in a conflict situation
it is being anxious and frustrated
Stress can be any or all of the above emotions. One expert described stress as “wear and tear within the body.” In short, stress is nervous tensions that result from internal conflicts from a wide range of external situations. Contrary to popular belief, stress is not pressure from outside situations. Researchers call those outside situations stressors, multitudes of daily occurrences that call for adjustment. Responding to situations constitutes stress. This distinction is important. When did you feel the following mental and physical symptoms?
Mind racing
Stomach churning
Heart beating rapidly
Body tenseness
Hands clammy
What emotions were you experiencing? Anger? Anxiety? Frustrations? These are some of the commonly reported experiences. Stress commonly describes what ails people most in modern society. Keep in mind that stress is unavoidable. People get anxious because of physical or mental uneasiness. Stress is not bad, but extreme stress can be dangerous. Most stress causes distress and can harm us physically. It affects people’s mental, emotional and physical health, productivity and safety. Although everyone need a certain level of stress to make life challenging, to motivate high achievement and even to survive, people do not need excessive stress or continued stress.
We have already said that stress is not entirely bad. Stress mobilizes the body’s defenses that allow human beings to adapt to hostile or threatening events. It si a state manifested by a specific syndrome of biological events that can be both peasant and unpleasant. Stress is dangerous when unduly prolonged, comes too often, or concentrates on one particular organ of the body.
Selye (Selye, Hans. Stress of life. New York: McGraw Hill, 1976) says that stress has three faces:
Distress is the negative feature. People normally associate stress with anxiety, tension, strain, pain and frustration. It comes from pressure situation, uptight feelings, and unpleasant encounters, personal and professional demands.
Eustress, the positive form, appears when people face an exciting challenge.
Neutral evokes negative feeling at first, but if properly handled, can turn into positive experiences.
The three aspects of stress
Distress Stress Eustress
(Negative stress) (Neutral Stress) (Positive stress)
Anxiety conflict challenge
Tension Crisis Opportunity
Strain Change Achievement
Worry Deadlines Creativity
Fear Schedules Promotion
Annoyance Criticism Progress
Exasperation (frustration) Expectations Success
Anger People Affection
Hate Communication Friendship
Confusion Issue Love
Frustration Problems Marriage
Misunderstanding Sex
Discontent Family
Pain Vacation
Disappointment excitement
Fatigue Stimulation
Insomnia
Cardiologists Freidman and Rosenman speak of two category of personality: type-A and type-B by Type A is highly susceptible to stress than type-B.
Characteristic of type-A
Are extremely competitive
Act impatiently with the rate at which most events take place
Move, walk and eat rapidly and are always in hurry
Feel strongly about success and social acceptance explosively accentuate words in ordinary speech, even when there is no need for it
Speak rapidly the last words in most sentences
Are polyphasic – do more things at the same time
Find it difficult to refrain from discussing subjects that interest them
Get upset easily and become hostile toward those they perceive as competitive
Feel vaguely guilty when they relax
Tend to set unrealistic goals for themselves
Experience a chronic sense of time urgency
Other factors of type-A personality are that they have a sense of struggle. Being time-oriented, they tend to make schedules and lists of activities for themselves, never tolerate lateness, always concerned about their success (in the shortest period), make things happen, they are natural pushers. In general, type-A leaders live under nearly constant stress – largely of their making, however, they are the best in the world of business. They make the frenetic pursuit of their achievement their lifestyle.
On the other hand Type-B personality is more easy-going. Not many mangers of organizations are this type, because type-B leaders tend to be overly tolerant of non-compliance, regardless of the importance of the situation. Whereas type-A leaders do not actively seek out compliance and do not feel highly threatened by its lack.
Characteristic of type-B Leaders
Are generally easygoing
Are seldom impatient
Don’t suffer for sense of urgency
See things in longer perspective
Are realistic in what they can achieve
Work on one thing at a time
Don’t discuss their success
Seldom compete
Do not worry much
Type-B personality is not lazy or wanting but they feel secure and relax, not wanting to beat the clock. They move forward through methodological application of work techniques with patience and relaxation, while type-A leaders press forward frantically working harder and faster, pushing deadliness even farther ahead, packing in more assignments and giving up more leisure time. Neither is any of the type bad or good but one need to know which type he/she is in and improve.
Work-related
Stress! It no longer becomes a matter of identifying the victims of stress. Now the issues center on locating the causes of stress and seeing what can help to decrease it. Frequent work-related are:
Interruptions from outside
Unsettled conflict with co-workers
Unclear about church/organizations expectation
Finding no challenge in the job
Feeling under qualified/overqualified for the work
Self-imposed, excessively high expectations
Feeling I have too much responsibility
Rapid change
Making decisions that affects the lives of the staff/followers
Barriers and blockage to implementations of ideas
Attempting to meet social expectations , and others
Performance and Burnout
Leaders interested in achieving optimum performance need an awareness of the relationship between work-related stress and job performance. Their own performances and those of their employees, operate best under moderate demands (levels of street). Performance suffers if demands are too high (stress overload) or too low (stress under-load). Too many tasks to do, too many decisions to make, constantly behind schedule, worry about time and deadliness leads to burnout. Overload of work causes physical drain which leads to finding meaningless in life, work and sometimes end ones lives or quit work or withdraw from people. Let see some of the symptoms of burnout:
1. increased feelings of emotional exhaustion in a job that once gave them joy and satisfaction
2. negative, often cynical (skeptical), attitudes toward their work and the organization
3. feelings of unhappiness with themselves and dissatisfaction with their accomplishment
4. boredom, depression, helplessness, feeling trapped in a job
5. inability to handle minor illnesses, and tendencies to be ill an inordinate amount of time
6. evidence of low morale, absenteeism, use of alcohol and drugs on the job and even family problems
7. frequent headaches, lingering colds, gastrointestinal disorders, sleeplessness, shortness o breath and heavy use of tranquilizers (sleeping pills) and barbiturates (powerful drug that makes one feel calm and relaxed)
Burnout affects not only work-related behavior but intrudes into personal lives. Most commonly, burnout shows itself by a significant decrease in energy, depress-like symptoms, anger, and prolonged minor illness. It may also take the form of increased marital and family difficulty as well as a prevailing sense of pessimism (negativity).
While too much work can be stressful and lead to burnout too little work can be equally stressful and lead to rust out. Here is a conceptual diagram that depicts symptoms that people feel from both stress overload and under load:
Optimal Stress
(Optimum Performance)
Stress Underload Stress Overload
(Nonproductive) (Nonproductive)
-5-4-3-2-1 0 12345
Rustout Optimum performance Burnout
Boredom High motivation Exhaustion
Dissatisfaction Mental alertness Insomnia
Frustration High energy Illness
Apathy Realistic analysis of problems Irritability
Erratic (unpredictable) Improved memory & recall Accidents
Insomnia Sharp perception Alcoholism
Irritability Calmness under pressure Low-self esteem
Decrease in motivation Progress Absenteeism
Absenteeism Change Change in appetite
Lethargy Satisfaction Apathy (lack of enthusiasm )
Negativity Strained relationship
Dullness Poor judgments
Increased errors, lack of clarity, indecisiveness, withdrawal, poor memory, etc
Withstanding stress
Below are some ways to cope with stress:
deal with emotional aspects of stress while working on the immediate tasks
face anticipatory crises and begin to work them out before they happen
appreciate challenges and solve problems while regarding both as opportunities to enhance personal growth
avoid using self-destructive defenses in dealing with anxieties
handle loss by expressing pain and grief appropriately
do a rational self-analysis (RSA) in dissecting where stress comes from
seek professional help from other leaders and counselors
3.3 Time management
Successful time management
Effective leaders have learned two basic methods of successfully managing their time and increasing their personal effectiveness through work delegation. Time is the scarcest resource. Unless it is managed, nothing else can be managed. Unlike all other materials that can be stopped for a while and used late, time continues its march at a fixed rate of sixty minutes each hour, twenty-four hours each day. Time, unlike other resources, can neither be turned on or off nor be replaced. In spite of its preciousness and vast potential, people waste nothing quite so thoughtlessly as time. Do you love life? Then do not squander time, for that’s the stuff life is made of.
The Pareto Time Principle (80/20)
The 80/20 rule, or more properly the Pareto time Principle, named after Vilfredo Pareto, a nineteenth-century Italian economist and sociologist, helps explain the importance of setting priorities for effective results. In time management 80 percent of results come from 20 percent effort of people who accomplish their work. This rule indicates that leaders need to concentrate on the most important tasks first. Experts call them the “vital few” tasks (the 20 percent most important) in contrast to the “trivial many”. The best way to know which –things-first is to write them down in the order in their importance as shown here below:
High importance or value
Moderate importance or value
Low importance or value
Time Management
Leader’s effectiveness is commensurate with their ability to manage their time. Leaders can avoid becoming slaves to their time by following important practices. There are at least five areas of life for which effective leaders fastidiously reserve adequate time:
Leaders take control of their time
i. Leaders seek to understand God’s will
ii. Leaders say no
iii. Leaders cultivate routines
iv. Leaders delegate
v. Leaders use focused concentration.
B. Leaders make time for important things
vi. Leaders schedule unhurried time with God
vii. Leaders schedule regular, quality time with their families
viii. Leaders schedule time for their health
ix. Leaders schedule time for the people.
3.4 Delegating
What is delegation?
Leaders need to look at themselves and how they function. It is not enough to get the job done. If one person does it all, what happens if that individual retires or dies? Leadership ability is deciding quickly and getting somebody else to do the work. Delegation involves leaders assigning jobs to people and giving them the necessary authority to get the jobs done. Effective leaders do not wait until they are over-burdened with work before they delegate routine and less important tasks. Instead they know what and when to delegate. Effective delegation involves three steps:
Assigning responsibility: Leaders give employees clear descriptions of their duties and specify the expected outcomes. Remember delegation is not dumping.
Granting authority: to carry out their assigned responsibilities, leaders give their employees the right to issue valid instructions for others to follow.
Creating accountability: along with every act of delegation must come accountability for results. Accountability is the obligation that workers have to their leaders for achieving results.
Barriers to Delegation
Research studies indicate that the unwillingness to delegate, rather than the inability or lack of skill in delegating, is at the heart of the problem of overworked leaders. Inadequate delegation or non-delegation in organizations often reveals itself in various ways, such as:
Slow decision making with too much authority clustered at the upper levels
Routine-ness among managerial personnel who feel their abilities are not sufficiently challenged
Everything slows down when top leaders are away
Bottlenecks happen and nobody adequately removes them
Deadlines get missed
When leaders view their subject as inexperienced, too busy, makes costly mistakes, etc. falls in the category of inexperienced themselves, perfectionist and egotists, workaholics and insecure. Therefore, leaders need to delegate for the following reasons:
Time for important work: delegation frees time for those activities that only leaders can or should do.
Increased results: delegation produces results beyond what leaders themselves can do.
Knowledgeable employees: delegation improves employees’ knowledge, skill, competence, and initiative.
Increased motivation: challenging assignments tend to meet the higher psychological needs that people have and increase their motivational levels.
How to Delegate
Know the tasks to delegate
select the right personnel
make assignments
be supportive
periodically evaluate progress
4.0 leadership in Africa
4.1 Introduction
The kind of leadership fund in various African countries and communities vary greatly because of historical changes which each country and community went through. Tribal chieftaincy and he kind of colonial rule in each community have affected the way and the manner leadership I perceived in afeican communities. The democratic wing blowing across the continent has given new twists to leader on the continent. In discusiong leadership in Africa, one has to look at the past and the present before one can project into the future. Africa, which has abundant human and natural resources, and more farmable land than anywhere else in the world, ought to be able to take care of herself without desperately depending on outside help. Yet she has received an estimated $1 trillion in foreign aid in the past 50 years.
So what is the problem that causes Africa to slide into deeper poverty when Asia and Latin America that used to be part of the Third World, have become richer since the past three decades?
Many people are quick to attribute Africa’s predicaments to colonialism and its ramifications. To some extent this is true. Colonial masters designed African economies to suit their needs and not those of the local people. For example main roads and railways were built to convey minerals and crops for export and not to develop the internal economies.
In addition, Africa was segmented into units with in some cases friends and allies separated and enemies placed in the same countries. This is the situation that now gives rise to most postcolonial tribal, civil and nation wars that do not only destroy existing economies but also discourage potential investors. But then, colonial experience should not still be an obstacle to African development. Colonialism ended some three decades ago. More to that, not only African countries were colonized. In countries like India, New Zealand and Australia that were equally colonized and exploited, successive leaders have been able to fashion out of the colonial legacy, political and socio-economic structures that have ensured economic prosperity.
Today people point to trade imbalances as a reason why African countries especially those south of the Sahara are unable to get above the poverty level. This claim is supported by the fact that within the last 20 years, sub-Saharan African share of global trade has declined from 6 to 2 per cent.
This is however just part of the problem. Today, the main constraint to African recovery is the role of post-independent and contemporary African leadership. This crop of leaders do not seem to care about the situation of the continent were 30,000 children die everyday and while a further 100,000 do not go to school. For how can one justify the fact that even though African countries have been losing potential revenue because of unfair international trading systems and external debt service payments, greedy and visionless leaders still conspire with their cronies to steal and squander vast amounts of their countries wealth on misguided projects.
How can Africa develop when her elite does not only steal the country’s wealth but are unwilling to invest in their own countries? In corrupt societies in Asia, such as Indonesia, Bangladesh and Pakistan the citizens still prosper because the corrupt elite keep their money at home. They invest in new mobile phone network; build private hospitals and tourist hotels.
On the contrary, in Africa corrupt leaders steal money from the system and make matters worst by extracting the money from their countries. Mobutu is reputed to have amassed a fortune equal to Zaire’s national debt. The rate of capital flight in Africa is more than in any other continent. It is estimated that $20 billion is taken out of Africa annually by corrupt regimes. According to President Olusegun Obasanjo, corrupt African leaders have stolen at least $140 billion from their country’s wealth since independence. And it is believed that 40 per cent of wealth created in Africa is invested overseas.
4.2 Leadership in the Past
Leadership in the past has been exercised chiefly by tribal leaders at almost every level of African societies. Let us consider the following levels: Political level, religious level and economic level.
4.3 leadership in Africa today
Leadership in Africa today ha changed very much because of the influence of the other civilizations, especially western civilization. The clamor for democracy has greatly affected the leadership landscape on the continent. Let us discuss the following aspect: political, economic and religious leadership.
Africa has long been saddled with poor, even malevolent, leadership: predatory plutocrats, military-installed autocrats, economic illiterates, and puffed-up posturers. By far the most egregious examples come from Nigeria, the Democratic Republic of the Congo, and Zimbabwe -- countries that have been run into the ground despite their abundant natural resources. But these cases are by no means unrepresentative: by some measures, 90 percent of sub-Saharan African nations have experienced despotic rule in the last three decades. Such leaders use power as an end in itself, rather than for the public good; they are indifferent to the progress of their citizens (although anxious to receive their adulation); they are unswayed by reason and employ poisonous social or racial ideologies; and they are hypocrites, always shifting blame for their countries' distress.
Under the stewardship of these leaders, infrastructure in many African countries has fallen into disrepair, currencies have depreciated, and real prices have inflated dramatically, while job availability, health care, education standards, and life expectancy have declined. Ordinary life has become beleaguered: general security has deteriorated, crime and corruption have increased, much-needed public funds have flowed into hidden bank accounts, and officially sanctioned ethnic discrimination -- sometimes resulting in civil war -- has become prevalent.
4.4 The Challenges of Leadership in African Development
The Main Issues in Africa Leadership
Various development programmes have experienced a number of setbacks in the region since independence. A very important factor that contributed to this failure is the perpetuation of inherited colonial structures, which are often ineffective. This could be added to the problem of the continuing fragmentation, fragility and external control of the development process; poor social and economic infrastructure; and the concentration of the benefits from development in the hands of just a few. One last point in this regard is the diminishing relevance of primary products on which export earnings have long depended; and the many social and institutional discontinuities that constrain effective development administration.
Africa faces today a deep and deepening crisis. Compared with other developing nations of Asia and Latin America, Africa now risks being marginalized in the world. In drawing upon the experience of other regions, care must however be taken to avoid easy generalizations about new determinants for Africa’s economic and social transformation. Any serious rethinking of Africa’s development strategy must pay attention to the following factors:
a. Capacity building,
b. Food security,
c. External debt burden,
d. International trade and payment relations,
e. Efficiency of trade investments,
f. Regional and sub-regional economic integration,
g. Consideration of expenditures on arms and armaments, and
h. Concern for the very poor and the vulnerable groups in the process of structural adjustment.
Each of these factors is important, individually and collectively. Given the objectives of the African Leadership Forum, emphasis should be given to the first factor, namely the capacity-factor, building and food security.
Capacity Building of leadership in Africa
African development problems are as complex as they are multifaceted. Their resolution ultimately depends on the capacity of people to understand what is happening around them, both internally and externally. They must possess enhanced ability to be able to take appropriate steps and cope with a variety of problems surrounding them.
At the higher levels of leadership, Africa must take a leaf out of the books of other nations. It must equip itself with the intellectual and scientific capacity and the knowledge base to formulate long-term strategies. It must upgrade considerably its ability to analyze economic and social issues correctly and to implement such policies with the necessary political vision. Unlike other parts of the world, Africa at present has no high-level think tank, no institute or a centre that engages in long-range studies, policy formulation and analysis. As a first step, therefore, the Forum should initiate action and extend assistance and collaborative efforts towards creating an African Centre or Institute for Policy and Strategic Studies.
Such a Centre or Institute should be a think tank with a small, highly professional staff of, say, three dozen social scientists and policy experts in a variety of disciplines, who are provided with the necessary financial resources, and up-to-date library and other research facilities. The institute must enjoy the general support or goodwill of African governments, while there is only minimal direct government involvement in its affairs. Such a high-quality institution with arms- length relationship with the government, and which is at the same time dedicated to policy formulation and analysis, would be a crucial first step for African nations to acquire the necessary institutional and intellectual development tools for the decades to come.
Past and current attempts aimed at bringing about similar or related institutions in the region were reviewed. Participants commended the offer of Mr. Pierre-Claver Damiba, on behalf of the UNDP, to provide the necessary support and seed money for undertaking a plan of action for the proposed Centre or Institute. The benefits to be derived from such an institution would take shape in the long term, and the Forum should take an early decision now to bring it about.
Food Security in Africa
The serious food and nutrition situation in Africa calls for immediate new and practical policy initiatives. Such an action, the group noted, is feasible in the realm of farmer cooperatives integrated with agroindustrial entrepreneurs. It would be necessary to aim at the complete involvement of local farmers in this regard, avoiding their displacement and offering them maximum encouragement and incentives. Focus should also be directed at areas that initially require only small and accessible capital, in order to avoid big size projects that would require foreign loans.
An integrated production-oriented programme for addressing the
African food situation would involve four important components:
Setting up of farms by various agro-ecological locations and in various sizes. These would need to concentrate on one or a few major crops: staples, roots/tubers, fruits/vegetables, medicinal plants, animals and cash crops.
Workshops that can provide and service the needed farm equipment including minor fabrication, production of spare parts and effective repairs and maintenance.
Agro-industries that would minimize the present gross waste as a result of poor post-harvest preservations.
Experiments with the plants could focus on more efficient storage and extraction culture and also provide the missing technology that would bridge the gap between the farms and distant markets.
The importance of farming by primary and secondary schools was also considered. Reintroducing and rein-forcing the farming culture into all schools and rural and semi-urban communities would yield the double benefits of increasing aggregate food supplies and inculcating the love of farming in the citizens early in life. As might be ecologically appropriate, primary schools in general could be encouraged to concentrate on light vegetables and fruit farming, while secondary schools in general could take on the cultivation of the heavier crops. The Forum is enjoined to consider the importance of providing further policy guidelines and possible implementation procedures in this priority area: Africa’s food security in a modernizing agricultural world.
Summary of African Problems
The problem of the declining quality of life in Africa.
A pervasive and debilitating malnutrition problem.
A back ward and fragmented agriculture.
Africa has the weakest industrial base in the Third World.
Environmental degradation reflected in a losing war against desertification.
Withering features of the modern society to which Africans have been introduced.
A debilitating debt problem.
Intervention by international financial institutions and their expert advisers who are assuming control over the management of African economies.
A pervasive atmosphere of domestic unrest, tensions and conflicts, which have oftentimes resulted in civil wars.
Interstate conflicts resulting from border problems or the activities of dissidents or rebel groups across the colonial boundaries.
A chronic state of instability resulting from these internal and regional tensions and conflicts.
An increasingly marginalized position in the geo-political dynamics of the global scene.
Furthermore, the problems of corruption at all levels, mistrust of the leaders by the people, and general cynicism towards government affairs were also highlighted. With respect to corruption, public office-holders in Africa have to operate within two contexts. The first is that of the general public, which condemns corruption. The other is that of the private domain, the ethnic group or the extend family, which benefits from the fruits of corruption and therefore encourages it. In those circles, an office holder who does not deliver is often thought of as weak, foolish or at best naïve.
Some Solution of African Problems
African people need to pursue:
Commitment to development, national welfare, and a fair distribution of resources
Promotion of peace and security
Releasing the energies of the people for construction work
Protection and promotion of human dignity
The development of an educational system whose context and objectives reflect African realities and aspirations;
Fighting corruption at all levels, especially within the ranks of the leaders
Planning on the basis of knowledge, information, and proposals generated from within Africa and not from outside sources
Fostering a leadership endowed with the attributes of courage and self-confidence, combined with tolerance, honesty and humility
A leader in a pluralistic framework must rise above factionalism and be seen to represent the entire spectrum of the polity.
Ten-Top Mistakes that Leaders Make
I hope the following notes from Hans finzel’s book are helpful.
Dr. Finzel has made us aware of the 10 most common mistakes that leaders make including:
In his introduction, Hanzel makes several general leadership comments that we should note:
He intendeds to bring into the light those habits, which we should avoid if we want to fill the gap and replenish the great leadership famine.
Leadership brings tremendous pressure to your family as well as yourself.
Leadership is dangerous= we can bring great good to those we lead or bring irreparable damage.
The greater our sphere of influences the more our impact on the world.
Leadership requires both heart and the head
People tend to fall into leadership more by accident than by design. (Nazarenes who seek leadership position are very often denied such positions and are labeled “self seeking” people).
Great leader inspire us to go places we would never go on our own, and to attempt things we never thought we had in us.
Leadership is influence. A leader takes people they would never go on their own.
Why do leaders often get a bad startup?
a. They may replicate the poor leadership habits of others.
b. They aren’t born with leadership skills.
c. They lack good models and mentors.
d. They lack formal training.
e. They suffer confusion over the secular versus the spiritual leadership philosophy
1. The Top-down Attitude,
The top down leadership (as opposed to autocratic leadership) is much more rare- even though it is the example shown to us by our Lord. Effective leaders see themselves at the bottom of an inverted pyramid. In addition to Servant Leadership, Finzel suggest 4 other alternatives:
Participatory management=give opportunity for input before taking action.
Facilitator style= empower others for effective work.
Democratic leadership =enable the group to have a vital role in the nature and direction of the organization.
Flat organization characteristics =the leader views him /her self as side-by-side, leading the change.
2. Putting paper- work before people-work,
-Characteristic of the obsessive-compulsive leader
-The greater the leadership role, the more important people work is
-People are opportunities – not interruptions
-Only through association is their transformation
-Why do we put paperwork before people work?
Seen results take priority over the unseen relationship
Task work pushes aside “idle” talk
The material world predominates over the immaterial work
We feel we are judged by what we do—not by who we are
Obsessive- compulsive behavior
Relationships do not fit our “deadlines” mentally
Jesus spend more time touching people and talking to them than in any other action (in the Gosples0
He knew them (jn.10: 14-15)
He touched them (lk.4: 40)
He healed them (Mt.15: 30)
He affected them (lk.6: 40)
He mentored them (Jn.13: 15-17)
3. Absence of affirmation
Everyone thrives on affirmation and praise
Leadership has as much to do with the “soft sciences” as with getting things done.
We wildly underestimate the power of the tiniest personal touch of kindness.
We need to learn to read the varying levels of affirmation our people need.
Organizational researchers have been saying for years that affirmation motivates people much more than financial incentives.
Different people require different kind of affirmation.
· “Desperados” cannot get enough praise and good strokes:
· Have little confidence, lap up affirmation, “the more the better”, fragile
· “Auto-pilots” are those who don’t need/ don’t want encouragement, and may even be suspicious of the intent of encouragement: self-reliant, skeptical of affirmation, “leave me alone attitude”, tough as nail people
· In between are the “up and down “going along fine until they hit an emotional valley
A good leader learns to read the signs of up-ends and downiness in the countenance of people. -Associated with encouraging (1Thes.5: 11) are:
a. Listening (James 1:19)
b. Empathizing (Rom.12: 15)
c. Comforting (2Cor.1: 3-4)
d. Carrying burdens (Gal.6: 2)
4. No room for mavericks
They bring us the future. Mavericks can save us from the slide toward institutionalize.
Large organizations usually “kill off” mavericks before they can take root.
Mavericks make messes by their very nature –the good messes institutions need.
We need to learn to recognize truly useful mavericks.
Webster defines “maverick” as a pioneer, an independent individual who does not go along with a group. We sometimes label them: nonconformists, heretics, dissidents, dissenters, separatists.
One of the best ways to take the wind out of the sails of visionaries is to send their ideas to a committee. It is a big mistake to stifle our brightest stars with the harness of endless committees, procedures and paperwork.
How to recognize the legitimate mavericks who can bring us into the future:
a. They care for both their ideas and those of the organization
b. They are making a difference in their present position
c. They are willing to earn the right to be head
d. Others are following their leadership (influence)- and producing good results
- How to encourage the true mavericks who can help you:
a. Give them a long tether- they need space to soar
b. Put them in charge of something they can really own
c. Listen to their ideas and give them time to grow
d. Let them work on their own if they wish
e. Leave them alone and give them time to blossom
How to stifle the mavericks in your midst:
a. Have as many layers of management as possible for decision to travel through
b. Keep looking over their shoulders
c. Make your policy book as thick as possible
d. Control all-important decision at the top
e. Send everything possible to committees
f. Always make them wait months for decisions that affect them
g. Put them on a team of “small-thinking” bureaucrats
5. Dictatorship in decision – making
Getting beyond the “I know all the answer” attitude.
Dictators deny the value of individuals
The major players in an organization are like its stockholders. They should have a say in its direction.
They one who does they job should decide how it is done.
“Flat” organizations are the model of the future
Quiet, calm and oppressed. Dictatorships are like that. They take all the fun out of life and break the human spirit that longs to soar with achievement.
We know by looking at history that the greatest strides forward in any field usually come from the “radical fringe” as opposed to the institutional core.
The greater the leader’s responsibilities, the more he/she must recognize the intrinsic worth of the followers. This is “facilitative leadership”. My job is to help those I lead to release as much of their potential as possible. I do not do work. Others do the work under my leadership.
Dictatorship doesn’t lead teams. The alternative to dictatorship in decision-making is team leadership: teamwork, coaching, creativity, and synergic of a group of people inspired by their leader.
Rather then always dictating decisions, the good leader will try as often as possible to let those he/she is leading making decisions.
How dictators like to operate:
a. Hoard decision
b. Make decision alone
c. View truth and wisdom as primarily their own domain as the leader
d. Restrict decisions to an elite group.
e. Surprise their workers with edicts from above
-How facilitators lead:
a. Push decisions to down-line
b. Involve others as much as possible in key decisions
c. View truth and wisdom as being distributed throughout organization
d. Be a developer
e. See their people as their greatest resource for the ideas that will make them-and their people successful
f. Give their people space to make decision
g. Let those who are responsible decide how jobs will be done.
6. Dirty delegation
-Refusing to relax and let go
-Over-managing is one of the great cardinal sins of poor leadership
-Nothing frustrates those who work for you more than sloppy delegation with too many strings attached.
-Delegation should match each worker’s follow-through ability.
Why leaders don’t delegate:
Fear of losing authority
Fear of work being done poorly
Fear of work being done better
Unwillingness to take the necessary time
Fear of depending on others
Lack of training and positive experience
D. L. Moody said: “I’d rather get 10 men to do the job than to do the job of 10 men”. The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it”. (Theodore Roosevelt) 4 stages of Delegation
a. Assignment
b. Authority
c. Accountability
d. Affirmation
4 Question Every Follower Asks
a. What am I supposed to do?
b. Will you let me do it?
c. Will you help me when I need help?
d. Will you let me know how I’m doing?
5 Key Ingredients of Clean Delegation
a. Faith in the one you delegate to
b. Release from the desire to do the job better yourself.
c. Relaxation from the obsession that it has to be done “my” way
d. Patience in the desire to do it faster “myself”
e. Vision to develop others with your delegation freedom
9 Guidelines for Clean Delegation
a. Choose qualified people
b. Exhibit confidence
c. Make their duties clear
d. Do not tell them how to do the work
e. Set up accountability points along the way
f. Supervise according to their follow-through style
g. Give them room to fail occasionally
h. Give praise and credit for work well done
7. Communication Chaos,
- must be the passionate obsession of effective leadership
7 Reasons why It Is Hard For Leader To Listen
a. Too little time
b. Too many people
c. Pressure
d. Distance
e. too much knowledge
f. Pride
g. Communication overload
4 Basic Areas where our followers Need To Be Clear
a. The vision and the values of the group
b. The chain of command
c. Organizational charts = People maps outlining relationships
d. Job description
-9 Possible Symptoms of Organizational Chaos
a. Chaos/ confusion about the group’s direction
b. Argument or disagreements about priority
c. Duplication of effort
d. Waste of resource through jobs that get canceled mid-stream
e. Conflicts among departments
f. Poor Morale
g. Poor productivity
h. Idleness of resources
i. Job insecurity
8 Principles to avoid communication Chaos
a. Make internal communication a top priority
b. Keep your followers informed as to what you expect of them
c. Find ways to articulate and communicate vision and values
d. Make sure that formal communication system are in place
e. Avoid the great surprise. If people are not doing their jobs well, tell them so.
f. Manage by wandering around (circulating)
g. Find ways to tap into the underground within your organization
h. Practice HOT communication: Honest, Open & Transparent.
-Nothing happen until people talk.
-8. Missing the clues Of Corporate Culture
-The Unseen killer of many a leader
-Corporate culture is the way we do things a round “here”
-An Organization’s corporate culture is the way insiders behave based on the values and group traditions that they hold.
-Never underestimate the mighty power of your organization’s culture.
-Cultivating and changing the culture should be one of leadership’s top priorities.
-We need to learn to respect values different from our own.
-Examples of where culture crops up:
a. New marriage
b. New church
c. New city
d. New job
e. New boss
f. New pastor
g. New generation
h. Conflict
i. Preferences
j. Tastes
k. Lifestyles
l. Ministry styles
-Webster defines “culture” as: the integrated pattern of knowledge, belief and behaviors that depends on man’s capacity for learning and transmitting knowledge to succeeding generations. The customary beliefs, social forms and material traits of a racial, religious or social group.”
-Contrasting Values & beliefs in Corporate Culture-
a. VALUES: Preferences, tastes, are regional & cultural, and are methodology not theology
b. BELIEFS: Moral absolutes, black & white (must clearly choose one side or the other) issues, ethical issues, and rights &wrongs (which values are acceptable)
-Understanding the corporate culture can help leaders understand the underlying dynamics that drive their organization.
-There should be distinctive that make a Christian organization ‘different’ from secular institutions in the way it operates
-Major problems arise in-groups that develop values or beliefs in conflict with the actual “mission” of the group.
There are actually different subcultures within any organization. When two become so incompatible, there may be a split.
-There also times when a new leader may be brought to a group but is incompatible with the culture of a group. Thus, search committees must look at the various issues that the host group holds dear while interviewing any new leader. Any new personnel should be informed of the corporate culture of the organization they may be joining. Likewise as Christians, we should also investigate the basic cultural values of the group we are considering to join in order to compare their compatibility with our own.
-Christian leaders should act “different” than those of the world.
-In Christian work, members of the organization have a God-given responsibility to care for one another as members of the body of Christ.
-Staff Training should include:
Teaching them what your group believes
Explaining to them why you emphasize what you emphasize
And, indoctrinating them into the very soul and belief system of the organization
-6 Foundational principles for dealing with differences in Values & Beliefs:
Listen to win (1Cor.9: 19-38)
Love diversity (Eph.4: 1-17)
Look for unity (Gal.3: 26-29)
Learn to like those who are different (Acts 10:9-38)
Learn to separate mythology from theology (1 Cor.3: 1-9)
Long for God’s glory (Jn17: 1-5&20-23).
9.Sucees without successors,
-Planning your departure the day you begin
-Pride tightens the grip on leadership-humility relaxes and lets go
-Finishing well is an important measure of success in leadership
-Letting go of leadership is like sending your children away to college-it hurts but it needs to be done.
-Mentoring is a non-negotiable function of successful leadership
-Of all the leadership transition mistakes, too occur most frequency:
A leaders tend to stay too long in a position rather than not long enough
Leaders who stay too long to do much more damage than those who don’t stay long enough
- Success without a successor is failure
- Organizations live and die on the basis of their flow of new leadership talent
- One of a leader’s priorities should be the mentoring of organization’s emerging leadership pool = Watch them, encourage their advancement through growing levels of responsibility and leadership.
- 10 Barriers to Successful Successors
a. The organization just doesn’t like the new person
b. The new person doesn’t like the organization
c. There is a corporate culture conflict: Values7 belief doesn’t match
d. The leader fail miserable in his/her newly assigned responsibilities = lacks either ability, capacity, experience or knowledge of the job.
e. The “old guard” sabotages the efforts of the new leader
f. The old leader sabotages the efforts of the new leader
g. The new leader lacks persistence to implement change
h. The new leader is recruited away by a better offer or challenge
i. The new leader fail to win a following because of poor interpersonal skills.
-7 Reason for not letting Go of leadership
i. Job security
ii. Fear of retirement
iii. Resistance to change
iv. Self-worth issues
v. Lack of confidence in a successor
vi. Love for the people & the job
vii. Loss of investment
-6 Common Characteristics of a Good Mentor
Ability to really see potential in person
Tolerant of mistakes, brashness, abrasive, etc. In order to see that potential develop
Flexibility in responding to people in circumstances
Patience, Knowing that time and experience is needed for development
Perspective, have vision and ability to see down the road and to suggest the next steps a mentoree needs to take
Gift abilities that build up and encourage others
-5 Important Specifics:
Mentors GIVE to mentorees
(1) Timely advice
(2) Letter, article, books or other literally information that offers perspectives
(3) Finances
(4) Freedom to emerge as a leader even beyond the level of the mentor
Mentors risk their own reputations in order to sponsor a mentoree
Mentors model various aspects of leadership functions so as to challenge mentoree to move toward them
Mentors direct mentored to needed resources that will further develop them
-It is imperative that the Board of Directors takes a strong role in helping present leaders make the transition out as gracefully as possible
And
10. Failure to focus on the future
-Prepare yourself it’ later than you think
-The future is rushing rabidly at us.
-A leader’s concentration must not be on the past nor on the present, but on the future.
-Vision is an effective leader’s chief preoccupation
i. Organizations are reinvented with new generations of dreamers.
ii. Our present methods are already obsolete, so we constantly refine, improve, listen and learn.
iii. Today’s workers are demanding more and more to participate in decisions that are affecting their live
iv. This generation wants to go where the action is. They want to make a difference. They want to “be in control” of their own destinies.
v. One thing is constant = change. Change is inevitable- not to change is a sure sign of imminent extinction.
-Leadership must always be devoting itself to the issue of goals and strategies. Leaders ask: ‘where are going next? And, why are we going there?” Managers ask: “How?”
- SOME concrete advise about building for the future:
a. Set aside time to think about the future = at least quarterly get away for a whole day just o reflect on the future; and keep a “future file” where you store your ‘dream”.
b. Perform a “vision audit” = take the time to ask both insiders and outsiders how they feel about the strengths and weaknesses of your organization
c. Develop a fresh vision statement = powerful & transforming visions always tend to have these special properties.
(1) Are appropriate for the organization and the time
(2) Set standards of excellence and reflect high ideals
(3) Clarify purpose and direction
(4) Inspire enthusiasm and encouragement commitment
(5) Are well- articulated and easily understood
(6) Reflect the uniqueness of organization
(7) And are ambitious
d. Get together and set short-and long –and long-range strategic goals for the organization and quarterly goal for departments, SMART, goals –s-specific; M-measurable; a-attainable; R-relevant; T-Tractable
e. Concentration and elimination= give ourselves to a clear purpose statement and set of corporate goal that the top leader can “sign off” on
f. Read all about = take time to read books about future trends by experts in your field
g. Attempt and expect great things (Phil.3: 12)
- I am a dreamer. Some men see things as they are, and ask why; I dream of things that never and ask why not (George Bernard Shaw)
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