Category: Unit 1

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Response to Ccbeau

Blog Post 1

I wholeheartedly agree with Christina’s opinion and experience that there is a huge difference between leaders and managers. I’ve read frequently that leaders know where to go and managers know how to get there. Also, that leaders know what needs to be done and managers know how to do it.

As for Christina’s question, “Have you personally experienced the stark differences between a leader and a manager?” I have 3 great examples in my personal experience of how managers failed as leaders. Each example is a pastor in a large church. The first case, the pastor was a famous preacher, author, speaker, etc. but under his “leadership” the church declined and almost closed because he wasn’t acting as a leader. The second example involved a pastor who was great at interpersonal relationships, an excellent counsellor and a better-than-average preacher. In one month, though, four key leaders all resigned because he was not acting as a leader. The third example, the “leader” who, in essence was a manager, saw an aggressively growing church plateau because he wasn’t acting as a good leader. I think these examples demonstrate what Christina pointed is that there is a major difference between leaders and managers.

 

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Learning Activity 5: Blog Post 3

Of the ten principles of servant leadership from the Personal Inventory of Servant Leadership, the three that are the most challenging for me are: listening, empathy and building community.

An example of listing occurred several years ago when a married couple I knew was having difficulties in their relationship. The wife’s overriding concern was that her husband was unwilling to listen to her. She felt he interrupted too often, demonstrating his lack of listening. After a series of events, the husband made a strong commitment to listen to his wife. Soon after, both spouses were amazed at the improvement in their marriage. Simply listening, whether in the context of marriage or any relationship, demonstrates investment in that relationship. One of my challenges is to listen more consistently and mindfully and to not automatically suggest solutions.

I have become increasingly aware of how important empathy is to developing relationships. Recently, in my a church small group, another member was showing signs of depression and was feeling overwhelmed. I spent an evening outside of small group talking with this person and sharing my journey with these emotions. This person told me that it brought them measurable healing.

The third principle that I need to focus more on is building community. The New Testament, particularly the epistles, shows how often Paul and other writers refer to friends, companions, mentors and subordinates. The scriptures frequently talk about Christians eating together, travelling together, celebrating together. In short, a large part of building Christian community is togetherness and fellowship.

Is there a correlation between spiritual gifts like mercy, exhortation, giving, teaching, etc. and the ten principles of servant leadership?

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Learning Activity 4: Blog Post 2

Northouse’s definition of assigned and emergent leaders is that assigned leaders are people who hold a formal position in an organization. In contrast, emergent leaders become leaders because of the way other group members respond to them (Northouse, 2019, p. 8).

Northouse lists two similarities between leader and managers: working with people and concern with effective goal accomplishments. The main differences are that management seeks order and stability, whereas leadership seeks adaptive and constructive change.

Most importantly, the key to the future of any organization’s success lies in the leader. In his book, The Art of Management, Max De Pree introduced a new concept about leaders (1989). While most leadership gurus listed several components of an effective leader, De Pree noted that the most important characteristic of an effective leader is that they have a good understanding of reality.

Some years ago, I was involved in a lay capacity in a large church. Two other lay people and I established an adult Sunday school, which ultimately had 400 adults each Sunday morning. The church assigned our group a leader and, while this person was highly competent, he did not do very well seeing the ‘big picture,’ the long term or reality. We were friends and worked well together but, over a three-year period, I became the emergent leader of the Sunday school.

My question is whether anyone has seen or worked with a leader who is not as effective as he or she could be because they do not have a solid grip on reality?

References

Northouse, P. G. (2019). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.

De Pree, M. (1989). Leadership Is an Art. New York City, NY: Doubleday Business.

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Learning Activity 3: Blog Post 1

Northouse defines leadership as “a process whereby an individual influence as a group of individuals to achieve a common goal” (Northouse, 2019, pg. 6). Northouse refers to the process viewpoint (Northouse, 2019, pg. 8). He suggests that leadership is a phenomenon that resides in the context of the interaction between leaders and followers (Northouse, 2019, g. 8). He contends that leadership is, therefore, available to everyone. As a process, leadership can be observed in the leader’s behaviours and can be learned. I am, from personal experience, not convinced that leadership can be accomplished my anyone.

Northouse defines power as the “capacity or potential to influence” (Northouse, 2019, pg. 19. Of the six different types of power the author outlines, I feel the most useful form of power is  “referent” power (Northouse, 2019, pg. 11). I believe that, to a large extent, a leader needs to be liked by his followers. In the same group, I would place “expert” power (Northouse, 2019, pg. 10). The leader with expert power is often perceived as a guide or helper. “Reward” power, when used judiciously as a leader, is almost always very effective (Northouse, 2019, pg. 10). Lastly, of the remaining two types of power, “legitimate” and “coercive” power, I put at the bottom of the list because I feel that over the long run, they do not stretch of build or enhance a person to the extent that the other four components of power frequently do (Northouse, 2019, pg. 10). In my opinion, referent and expert power are more effective than the other types because people with those two types of power are usually sought out, appreciated and respected by their followers.

Northouse seems to claim that everyone has a potential to be a leader (Northouse, 2019, pg. 80). My question is, does a person who is, for example, extremely introverted, nervous, insecure and fearful have the ability to be a leader?

Northouse, P. G. (2019). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.