Lead Like Jesus Revisited: Lessons from the Greatest Leadership Role Model of All Time - Softcover

Blanchard, Ken; Hodges, Phil

Softcover

ISBN 10: 0718077253 ISBN 13: 9780718077259

Verlag: Thomas Nelson, 2016

Inhaltsangabe

"The more I read the Bible, the more evident it becomes that everything I have ever taught or written about effective leadership over the past 25 years, Jesus did to perfection. He is simply the greatest leadership role model of all time."

Effective leadership—whether on the job, in the community, at church, or in the home—starts on the inside. In this revised classic, renowned leadership expert Ken Blanchard guides you through the process of discovering how to lead like Jesus.

Before you can hope to lead anyone else, you must know who you are. Every leader must answer two critical questions. One deals with your relationship to Christ. The other with your life purpose.

• Whose are you going to be?
• Who are you going to be?

Learning to lead like Jesus can be described as the process of aligning two internal domains (the heart and the head) and two external domains (the hands and the habits). These four dimensions of leadership form the outline for this very practical and transformational book, from which you will learn how to:

• Integrate your faith with your role and responsibility as a leader
• Identify your priorities
• Build your relationship with God in a new and personal way
• Move from success to significance
• Lead out of service rather than self-interest
• Put the love of Jesus into action

With simple yet profound principles from the life of Jesus, and dozens of stories and leadership examples from his own life, Ken Blanchard once again shows us the way effective leaders lead.

Über diesen Titel

Über die Autorinnen und Autoren

Ken Blanchard is the coauthor of The One Minute Manager® and fifty other books, including the New York Times business bestsellers Gung Ho! and Raving Fans. His books have combined sales of more than eighteen million copies in more than twenty-seven languages. He is the chief spiritual officer of The Ken Blanchard Companies, a full-service global management training and development company that he and his wife, Dr. Marjorie Blanchard, founded in 1979.

Phil Hodges served as manager of human resources and industrial relations in the United States business world for about thirty-six years. He is the co-author of three books: Leadership by the Book by Ken Blanchard with Bill Hybels and The Servant Leader and Lead Like Jesus by KenBlanchard.

 

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Lead Like Jesus Revisited

Lessons from the Greatest Leadership Role Model of All Time

By Ken Blanchard, Phil Hodges, Phyllis Hendry

Thomas Nelson

Copyright © 2016 Lead Like Jesus
All rights reserved.

ISBN: 978-0-7180-7725-9

Contents

Introduction, xi, 
PART I: A BIBLICAL PERSPECTIVE ON LEADERSHIP, 
Chapter 1: Are You a Leader?, 3, 
Chapter 2: The Greatest Leadership Role Model of All Time, 9, 
Chapter 3: Jesus the Servant, 13, 
Chapter 4: Is Jesus a Relevant Role Model for Us Today?, 17, 
Chapter 5: A Transformational Journey That Begins on the Inside, 23, 
Chapter 6: The Four Domains of Leading Like Jesus, 35, 
PART II: THE HEART OF A GREAT LEADER, 
Chapter 7: What Does Leading Like Jesus Look Like?, 43, 
Chapter 8: I Want to Lead Like Jesus, but My Heart Does Not, 49, 
Chapter 9: The Results of a Heart Out of Order, 53, 
Chapter 10: Warning Signs on the Path to Edging God Out, 65, 
Chapter 11: A Heart Turnaround, 73, 
PART III: THE BEING HABITS, 
Chapter 12: The Habit of Accepting and Abiding in God's Unconditional Love, 89, 
Chapter 13: The Habit of Experiencing Solitude, 95, 
Chapter 14: The Habit of Practicing Prayer, 99, 
Chapter 15: The Habit of Knowing and Applying Scripture, 105, 
Chapter 16: The Habit of Maintaining Supportive Relationships, 115, 
PART IV: THE HEAD OF A GREAT LEADER, 
Chapter 17: Developing Your Own Compelling Vision, 125, 
Chapter 18: Jesus' Compelling Vision, 135, 
Chapter 19: Creating a Compelling Team/Organizational Vision, 141, 
Chapter 20: Implementing Your Compelling Vision, 155, 
PART V: THE HANDS OF A GREAT LEADER, 
Chapter 21: The Leader as a Performance Coach, 167, 
Chapter 22: The Work of the Carpenter, 173, 
Chapter 23: The Way of the Carpenter, 179, 
Chapter 24: The EGO Factor, 199, 
PART VI: THE DOING HABITS, 
Chapter 25: The Habit of Obeying God and Expressing His Unconditional Love, 211, 
Chapter 26: The Habit of Grace, 217, 
Chapter 27: The Habit of Forgiveness, 221, 
Chapter 28: The Habit of Encouragement, 227, 
Chapter 29: The Habit of Community, 231, 
Chapter 30: Leading Like Jesus Begins in You, 239, 
PART VII: NEXT STEPS TO LEADING LIKE JESUS, 
Chapter 31: Leading Positive Change, 247, 
Chapter 32: EGOs Anonymous: Taking the First Step Toward Exalting God Only, 259, 
Next Steps to Leading Like Jesus: Checklist, 269, 
Next Steps to Leading Like Jesus: Resource List, 271, 
Discussion Guide, 275, 
Acknowledgments, 295, 
Notes, 297, 
About the Authors, 303, 
Index, 307, 
Scripture Index, 315, 

CHAPTER 1

ARE YOU A LEADER?

Jesus called [his disciples] together and said, "You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all."

Mark 10:42–44

In our Lead Like Jesus workshops, we often ask, "How many of you think of yourselves as a leader?" We are amazed that only about 20 to 25 percent of the people raise their hands, even though our audiences are always predominantly made up of managers and supervisors at every level of a business, an educational institution, a government agency, or a faith-based organization. The reason most people don't raise their hands is they assume that leadership has to do with a workplace position or title. Many people feel they are not high up enough on the organizational chart to say that they are leaders.

We always follow up our first question by asking people to think about the person who has had the most significant impact on their lives, the person who has played a major role in who they are today as human beings. Then we ask, "How many of you named a manager or a supervisor you've worked for over the years?" Hardly a hand goes up. Then we ask, "How many of you identified your father, your mother, a grandmother or grandfather, aunt, uncle, or friend?" Almost every hand in the room goes up. Why is that? Because in reality, every human being is a leader in some part of his or her life — because leadership is an influence process. We believe that anytime you seek to influence the thinking, behavior, or development of someone in your personal or professional life, you are taking on the role of a leader.

As a result, the only way to avoid leadership is to isolate yourself from the outside world.

Leadership can be as intimate as speaking words of guidance and encouragement to a loved one or as formal as passing instructions along extended lines of communication in an organization. Leadership can be nurturing character and self-worth in children and promoting greater intimacy and fulfillment in personal relationships, or it can involve distributing resources in an organization to reach a specific goal or accomplish a given task.

Thus, there are two types of leadership: life role leadership and organizational leadership.

As a spouse, parent, family member, friend, or citizen, you have multiple life role leadership opportunities every day. What leadership role could be more important than these? Consider some examples:

• a husband and wife who seek mutual agreement on day-today finances

• a mother who teaches her toddler how to eat with a spoon

• a son who provides aging parents with advice and guidance about living arrangements

• a person who risks alienation when confronting a friend about a moral failure

• a citizen who helps find housing for the homeless

Different from life role leadership, organizational leadership usually comes with an official position or title that empowers you to serve the perceived needs of an organization. Again, examples might help:

• a corporate executive who rejects offers of insider information that would give his company a competitive edge

• a middle school teacher who excites curiosity in her students

• a rehabilitation nurse who patiently handles a stroke victim's anger

• a pastor who comforts a grieving member of his church

• a high school football coach who focuses more on molding his players' character than on winning games

A key difference between life role leadership and organizational leadership involves the permanence of the relationships involved. Life role leaders function in enduring relationships as parents, spouses, siblings, friends, and citizens; duty and obligation cannot be easily relinquished or discarded.

Organizational leaders, on the other hand, operate for a season in an environment of temporary relationships and fairly constant change. People can come and go very quickly for all sorts of reasons. This lack of stability in organizations often breeds a degree of reserve and qualified commitment evident in competitive office politics.

Most of the significant leadership that shapes our lives does not come from leaders with titles on an organizational chart; it comes from leaders in life role relationships. It is instructive to note that in the early church, a candidate's life role leadership was a prerequisite for assuming organizational leadership. In 1 Timothy 3:1–7 we read this:

Here is a trustworthy saying: Whoever aspires to be an overseer desires a noble task. Now the overseer is to be above reproach, faithful to his wife,...

Details zur Ausgabe

• Verlag: Thomas Nelson
• Erscheinungsdatum: 2016
• Sprache: Englisch
• ISBN 10: 0718077253
• ISBN 13: 9780718077259
• Einband: Taschenbuch
• Anzahl der Seiten: 272
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: HarperCollins Publishers Ireland; enquiries@harpercollins.ie; ; Macken House 39/40 Mayor Street Upper; Dublin 1; D01 C9W8; Irland