Archive for May, 2011

Be a Leader for God’s Sake

26 May

Dr. Bruce Winston, Dean of the School of Leadership and Entrepreneurship at Regent University, does a masterful job establishing and supporting two premises. First, he posits that values must be based on something, and that ‘something,’ for the purposes of his book, is agapao love – a Greek word referring to a moral love, doing the right thing at the right time for the right reason. This concept supports his theory that leadership begins with this overarching value of love that forms the foundation for the other lesser values.

His second premise is that human leaders are just human. We are not perfect, and most of us fail in our efforts to live the life of a perfect leader. A key, Winston says, to preventing followers from becoming disenchanted with their leaders is for the leaders to admit a lack of perfection, and to do so frequently. He believes that followers are forgiving if they see their leaders admitting faults and continually trying to improve

You will enjoy Dr. Winston’s presentation. He encourages the reader to take time at the Selah sections (pause and reflect) and to spend time with followers who will be honest with their assessments. Good leaders are accountable to their followers, and this accountability is one of the traits of leaders who follow the concepts laid out in the book.

I love the double meaning of the title  . . .  it is a good read. It will challenge you.


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Leader – First a Follower

06 May
As we move further into this century, theorists, sociologists, and other researchers observe how critical it is that those who serve in leadership positions understand followership – not only from the perspective of understanding those they lead, but from the perspective that a leader must first be a follower before he/she can be an effective leader. Douglas Smith says it quite succinctly . . .
  • “In the twenty-first century organization, all leaders must learn to follow if they are to successfully lead . . . Leaders at all levels and in all situations must pay close attention to situations in which their most effective option is to follow – not because the hierarchy demands they ‘obey,’ but because performance requires them to rely on the capacities and insights of other people.” Douglas K. Smith

No part of these articles may be reproduced in any form without permission from the author.