Personal Leadership Philosophy (PLP) & Biblical Application Presentation

Personal Leadership Philosophy (PLP) & Biblical Application Presentation.

Introduction. Leadership is more than a set of learned skills. Effective leaders possess a deep comfort with themselves and an engagement with life that is appreciative, generative, and harmonizing. They exhibit an excitement and a way of embracing life that are encouraging and hopeful to those they lead. They have a depth of commitment and a reservoir of spirit and energy that are inspiring, along with a sense of being fully in touch with who they are and what moves them. At the same time, effective leaders appear never fully content, having a sort of personal restlessness, as though on a journey or in search of something still just out of their reach that continues to drive them on..

Three Key Points from Proverbs. Proverbs 3:5 - Leaders act with integrity. Trust in the LORD with all your heart and lean not on your own understanding Proverbs 27:17 -Leaders look after their subordinates. Bible Rank: 932 As iron sharpens iron, so one person sharpens another. Proverbs 16:9 - Leaders let the Spirit do the work. Bible Rank: 1,653 In their hearts human beings plan their course, but the LORD establishes their steps..

Clifton Strengths / High 5 Strengths. 4. My Top F ive S trengths 1. Self-Believer 2. Coach 3. Empathizer 4. Peacekeeper 5. B eliever.

Self-Believer. Defined. A self-believer as a person whose objective is to radiate confidence. They are not worried by what the future holds and, deep inside their heart, they know they will get through no matter what happens. Their inner confidence and self-motivation allow them to take risks, face new challenges, stake claims, and most importantly, deliver on their word..

Coach. Defined. A coach as a person whose goal is to develop people’s potential. They believe that contrary to what some might think, everybody has the potential for development. No-one has ever reached the ultimate level of excellence there is always room for growth.

Empathizer. Defined. The assessment identifies an empathizer as a person whose objective is to be empathetic to others’ emotions. They have a natural ability to step into another person’s shoes, even if they don’t agree with their feelings or perspective. They understand what other people are going through, and this allows them to connect with others on a deeply personal level..

Peacekeeper. Defined. A peacemaker as a person whose objective is to resolve conflicts and establish harmony. They believe that, because conflict divides us, we need to find areas of agreement in order to move forward. They always wonder why people waste so much time in confrontations when it is much more productive to look for consensus..

Believer. Defined. A believer is a person whose objective is to believe and to do ‘the right thing’. Of course, ‘the right thing’ differs from person to person, but what’s certain is that they are not ready to compromise their values. They impeccable set of values is like a compass that guides them. It provides direction and gives their life meaning and satisfaction. Money is not the ultimate measure of success..

Description of Personal Leadership Philosophy. Defined.

Description of Leadership Theory. Leaders must now more deeply understand the implications of complexity theory for the leadership role and for processes associated with transforming work and the workplace. Authenticity Is the Key. Leadership is often described as transactional, transformation, or complexity. It is interesting to note that there is no single accepted definition or theory of leadership, nor is there an agreed paradigm for the study and practice of leadership. At times leaders unknowingly adopt one style of leadership in the hopes that it will serve the entire organization when in fact the chosen theory or model may address only one aspect of leadership. No one style, however, is absolute or appropriate for all situations..

Application of a Leadership Theory to a Situation.

Cultural Situation / Element. The development of servant leaders fulfilling another purpose, and that was to promote and develop servant institutions. While organizations generally provide for the welfare of society many organizations were not caring, oftentimes too powerful, impersonal, and at times corrupt. That’s when it is a need for servant institutions. For an institution to become a “servant institution” it must reach all employees, customers, business partners and communities. Organizations should revamp their hierarchical structures into a flatter model and shift from the hierarchical principle to a “team of equals.” Thus, the leader(s) of the organization needs to function by persuasion not by coercive power. Such a paradigm shift would seem to require a strong culture to support and effect this change in approach. Research suggests that servant leadership significantly affects organizational culture reflected by excellent service, innovation, modeling, professionalism, integrity and cooperation. To build such a culture, one where members possess more creative opportunities to grow and open up their potential to fully become servant leaders, the institution needs to eliminate elements such as coercive power, private gain, and competitive struggles for survival. Promoting values such “put others first” rather than “watch out for number one,” moving from “survival of the fittest” norms to “we are all in this together,” and from “never trust anyone” to “trust everyone unless they prove themselves untrustworthy.” Caring for others is the central motivation within servant leadership and researchers have found evidence that servant leadership styles in organizations are positively associated with corporate social responsibility efforts/initiatives ( Giambatista et al., 2020)..

Servant Leadership. The elders who are among you I exhort, I who am a fellow elder and a witness of the sufferings of Christ, and also a partaker of the glory that will be revealed: Shepherd the flock of God which is among you, serving as overseers, not by compulsion but willingly, not for dishonest gain but eagerly; nor as being lords over those entrusted to you, but being examples to the flock; and when the Chief Shepherd appears, you will receive the crown of glory that does not fade away (Nelson, 2021, Chapter 1 Peter 5:1–4). Peter’s transformation from an impulsive and inconsistent leader of the disciples a more charismatic leader in John 21 is worthy of in-depth study. The featured passage from 1 Peter reflected the disciple’s growth into a full-fledged servant leader. He identified himself as a “fellow elder” to the leaders of the church, demonstrating the community they all shared as spiritually mature leaders. And, just like Christ expressed Himself as the True Shepherd in John 10, they were all shepherds of the flock God has entrusted to them. The responsibilities that Peter listed in a few verses function as critical qualities of a servant leader. They were charged with being an overseer, a shepherd, a servant, and a steward of God’s flock. Those outward responsibilities join with an inward motivation of willingness and eagerness, and certainly not for money or power. Being a servant leader also means from time to time allowing someone else to serve you..

Summary/Conclusion. Leaders who are more than just effective—who qualify as great leaders—have an understanding or acceptance that some deep force runs through all existence, giving it form and life and direction, yet at every level of consciousness this force remains mysterious. This force comes in many forms and goes by an unlimited number of names, but it operates regardless of what it is called. Great leaders sense, indeed, feel, this force and at some point are driven by an awareness of its movement within. In the lives of most great leaders, a question arises about what they would do in response to the call deep within, and they respond by moving in concert with this inner force and by making out of it whatever they can. In short, they commit to the great “yes” of their lives and as a result are driven to do great and meaningful things. This “call” is not just reserved for the great of the world; it is actually part of the greatness that is in each of us. Regardless of the place we occupy in society, moments of opportunity, risk, and commitment surround us. We all experience the sense that a call is being made to our own greatness. We all possess gifts and strengths that determine our uniqueness and that, when fully expressed, can have a valuable impact on our lives and, at least by reflection, on the lives of others. We each simply need to be aware of the stirrings of the force within and to act in concert with it. Our awareness of the force does not simply happen, however; it comes out of the insight born of a spiritual discipline. Spiritually grounded leaders undergo a cycle of interactions that demonstrates their ongoing commitment to personal growth and development..

Photo of paint brush mixing colors on a palette. The way to get started is to quit talking and begin doing..

Reference. 17. Albert, N. M., Pappas, S., Porter-O’Grady, T., & Malloch, K. (2020a). Quantum Leadership: Creating Sustainable Value in Health Care: Creating Sustainable Value in Health Care (6th ed.). Jones & Bartlett Learning. Free Strengths Test | Find Your Character Traits & Personality Types . (2021, October 15). HIGH5 TEST. https://high5test.com Giambatista , R., McKeage , R., & Brees , J. (2020). Cultures of Servant Leadership and Their Impact. Journal of Values-Based Leadership . https://doi.org/10.22543/0733.131.1306.

Thank you. Photo of a bunch of clean artist paintbrushes.