Nurturing/ Teaching Courses
Blanchard, Ken & Hodges, Phil. 2003. The Servant Leader: Transforming your heart, head, hands & habits. Nashville TN: J. Countryman
“Another way to tell a self-serving leader from a servant leader is how they approach succession planning”. p.18
An interesting statement as it serves as a test to differentiate a self-serving leader from a servant leadership. The authors were correct to use this as must self-serving leaders will never let go as it is so closely linked to their ego.
“The journey of life is to move from a self-serving heart to a serving heart. You finally become an adult when you realize that life is about what you give, rather than what you get.” p.22
An indirect reference to 1 Corinthians 13 where the apostle Paul writes about love. He wrote that as a child, we think like a child but when we are grown, we give up childish things.
“What is your leadership EGO?
EGO- Edging God Out or Exalting God Alone “ p.26
“How to start Exalting God Only:
“Follow The Twelve Steps to Faithwalk Leadership with others in accountability relationship over time.
This 12-step program to become a servant leadership is a powerful use of the philosophy behind the AA’s 12 step programs. It assumes that a leader has come to a point where he or she is willing to humble themselves and be a servant leader. Many of us accept intellectually that we are to be servant leaders and force ours to behave thus. That is a recipe for failure as our self-serving self will always win out. As will the AA’s program, a leader must be broken before he or she can walk through the program.
“People who think this way don’t understand there are two parts of leadership that Jesus clearly exemplified:
“Leadership vision…a good vision has three parts:
“Servant leadership starts with a vision and ends with a servant heart that helps people live according to that vision.” P.57
“Remember that servant leadership involves…
“The seven reactions people have to change- and the ways leaders can ease the transition.
Some of the suggestions given are good. But somehow, it sounds like manipulation to me. Is there no better way for leaders to help their people change without manipulation? Missing here is to tell people why they have to change. Maybe it will be easier if people understand why they have to change. Then the leader will have their full cooperation.
“Transformational Leadership- Jesus as a Situational Servant Leader
Situational Leadership II:
There are three skills to being a Situational Leader- diagnosis, flexibility and partnering for performance.
Skill#1 – Diagnosis
Diagnose development level…two variables: their commitment (confidence and enthusiasm) and their competence (knowledge, skills and experience).
People with high levels of commitment to the task but low levels of competence because they have never done this particular task before.
People with some experience and competence but reduced levels of commitment and enthusiasm due to some failure during the learning process or realization that the task is harder than they thought.
People with moderate to high levels of competence but may have lost some of their enthusiasm or confidence or are cautious in performing the task on their own.
People who are highly competent and highly committed to perform a particular task.
Skill #2 – Flexibility
Situational Leadership II describes two types of leader behaviour you can use in attempting to help people develop:
DIRECTIVE BEHAVIOR- telling people what to do, when to do it, where todo it and how to do it.
SUPPORTIVE BEHAVIOR-listening to people, involving them in decision-making, encouraging them, praising their progress and facilitating their interactions with others.
Four Leadership Styles:
Leaders provide specific directions about roles and goals and closely track performance in order to provide frequent feedback on results.
Leaders explain why, solicit suggestions, praise progress that is approximately right, but continue to direct task accomplishment.
Leaders facilitate interactions with others, listen to people, draw them out, encourage and support them, but provide little direction.
Leaders empower their people to act independently with appropriate resources to get the job done.
Skill #3-Partnering for performance.” P.69-83
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