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Über dieses Buch

This book examines the scriptural concepts that apply to leading and managing people. It begins with a chapter that contrasts leaders, managers, and administrators and the roles they each play. The book then presents the seven virtues from the Beatitudes and how these virtues result in leaders and managers’ behaviors. The book then reviews the 15 characteristics of what love is and what love is not from the 1 Corinthians 12 passage. The book presents the four modalities of leaders as conveyed in the Ezekiel 1 and 10 chapters, as well as Revelations 4 where Ezekiel and John describe the four faces of the winged beings. The modalities are described in terms of contemporary leaders interacting with employees in the workplace. A chapter follows, based on the Parable of the Vineyard and how leaders should provide a minimum living wage. The book then compares the wife in Proverbs 31 to a good leader/manager in today’s contemporary organization. The book ends with an admonition from Ecclesiastes 3:1 about the need for leaders/managers to step away and not meddle when the leader/manager’s role is finished. Throughout the book, composite case examples provide practical application of the concepts to contemporary organizations.



Chapter 1. Contrast Leader, Manager, and Administrator

This chapter defines leader, manager, and administrator and provides examples of what each position does.
Bruce E. Winston

Chapter 2. Leadership Style as an Outcome of Motive: A Contingency ‘State’ Rather Than ‘Trait’ Concept

This conceptual article proposes that we may more fully understand leaders’ selection of leadership style at any given leader–follower interaction through the use of four motives: (a) the ‘me’ motive calls for the use of the charismatic leadership style; (b) the ‘we’ motive calls for the use of the transformational leadership style; (c) the ‘thee’ motive calls for the use of the servant leadership style; and (d) the ‘it’ motive calls for the use of the transactional leadership style. This conceptual article argues that for the leader–follower interaction to be most effective the leader should disclose the motive to the follower since many of the leader behaviors are common across the four leadership styles. The article argues that if leadership development programs teach leaders to recognize the motives and to disclose the motives the overall leader–follower relationship will be more effective.
Bruce E. Winston

Chapter 3. Applications from the Mountaintop

This chapter examines the second part of the Sermon on the Mount from Matthew 5 and applies the concepts to leaders and managers. The focus is on the axiology of leading and managing according to Scriptural concepts.
Bruce E. Winston

Chapter 4. Harvesting the Fruit of Agapao Leadership

This chapter examines the nine fruit of the Spirit as presented in Galatians 5. The fruit are described in three clusters: (a) People relating to God, (b) People relating to others in society, and (c) People relating to another individual. The fruit of the Spirit is the outward display of Living by the Spirit.
Bruce E. Winston

Chapter 5. The Virtue of Love: A Foundation for Leadership

This chapter presents the seven things ‘love’ is and the eight things ‘love’ is not from 1Cor 13 and applies the 15 statements to leading and managing in contemporary organizations. Throughout 1Cor 13 Paul uses the word Agape for love, which implies that the concepts are about the beliefs from which behaviors (Agapao) would emerge.
Bruce E. Winston

Chapter 6. The Four ‘Leadership’ Faces of Ezekiel 1, Ezekiel 10, and Revelation 4 Paralleled by the Four Gospels

This chapter presents The Four ‘Leadership’ Faces of Ezekiel 1, Ezekiel 10, and Revelation 4 Paralleled by the Four Gospels. The four faces represent a lion, an ox, a man, and an eagle. Each face is a metaphor of what a leader or manager needs to be—all at the same time. The lion metaphor implies strength and confidence, the ox metaphor implies work, service, and dedication, the man metaphor implies humanity and caring, while the eagle metaphor implies keen vision and awareness of both the immediate and future environment.
Bruce E. Winston

Chapter 7. The Leadership Styles of Jesus as Found in the Four Gospels

This chapter examined the four gospels (Matthew, Mark, Luke, and John) for evidence of what leadership style Jesus used in each person-to-person encounter in which the authors sought to see if Jesus used servant leadership as the dominant/only leadership style. The evidence from each gospel shows that Jesus least used style was Servant Leadership with the styles of (a) autocratic, (b) paternalistic/clan, and (c) (charismatic) vying for the most commonly ascribed style. The evidence reported in the study shows Jesus as a situational leader using the appropriate style given the situation. In addition, the focus of the author of each Gospel may affect the type of leadership style described in each gospel.
Bruce E. Winston

Chapter 8. Compensation

This chapter is about just and equitable compensation both a minimum living wage and the need to pay for performance. While leaders and managers may not be able to set policy for the organization, they can be advocates for employees and work to provide fair and equitable payment for work done on behalf of the organization.
Bruce E. Winston

Chapter 9. Leadership According to Proverbs 31

This chapter reviews the characteristics of the Proverbs 31 women and how she managed her household and worked to support the husbands standing in the community. The lessons from Proverbs 31 are applied to the contemporary organization.
Bruce E. Winston

Chapter 10. Stepping Out of the Way When It Is Time to Leave—Ecclesiastes 3:1

This chapter is about understanding the seasons of leading and managing and understanding when to step out of the role of leader or manager and how to end the season well. The chapter also includes information about Founders’ Syndrome and the problems caused by it in the organization. The change in seasons of leadership should be at God’s calling.
Bruce E. Winston


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