Feedback article in the Harvard Business Review

 

Giving Feedback to Someone Who Hasn’t Had It in Years

• Ron Carucci

January 22, 2020 
I’ve encountered a number of leaders who’ve gone for years, even decades, without feedback. Giving feedback

The Harvard Business Review link above could have had the following items from the Logos.com program to give the Christian point of view.

 "giving negative feedback" as my search phrase:

 

Valorie Burton

Your 5-Minute Personal Coach: Ask the Right Questions, Get the Right Answers

Part 4
Hope and Inspiration


Now faith is confidence in what we hope for and assurance about what we do not see.
HEBREWS 11:1

 Did You Know?
 People with higher self-efficacy (a belief that you can do it) set more difficult goals for themselves and are more likely to be committed and stay committed, sustain their efforts even in the face of negative feedback, and make course corrections.
In the face of temptation so many of us can be tempted to lose hope. But when you stop hoping, a part of you dies. Think of each hope or dream you have for your life as a lit candle that illuminates your soul and lights your pathway. Hope compels you to move forward. It motivates you to take action. But each time you allow yourself to despair, one of those candles is extinguished. Over time, the flames of inspiration will burn out if you are not intentional about rekindling your hope.
Fortunately, hope is a choice. And you can begin today to hope again. In this section, we’ll talk about doing just that—hoping and finding inspiration in the experiences of life.
When hope is rekindled, optimism must soon follow. Even if you are not naturally optimistic, research is clear that optimism can be learned. So keep an open mind and let yourself take hold of the authentic hopes that are calling for your attention.
Just how optimistic and hopeful are you? Check each statement below that is true for you today.

   I do not get discouraged easily.
   Despite the disappointments I have suffered, I have hope that my future will be satisfying.
   I am inspired by others’ stories of success because they give me hope that I can do it too.
   There is nothing in my life that I am settling for.
   When I succeed, I do not downplay or dismiss the effort I put forth, saying things like “Oh, it was just a lucky break.”
   I believe in myself.
   I have a clear set of goals for my professional and personal life.
   I have a clear vision of what I want my relationships to look like.
   I have a clear set of financial goals and a plan to get there.
   I have inspiring health and fitness goals that compel me to push forward.
   I pray regularly.
   I sense an inner voice, the voice of the Holy Spirit, that often guides me in my life.
   Even when things get tough, I do not give up hope.

   I see challenges as temporary and expect to work through them.
   I feel confident most of the time.
   I get excited about my vision for my life and the future that’s ahead.
   If I wanted to make an unconventional change in my life, such as changing careers or deciding to become a parent later in life, I would give myself permission to go for it!
   As a leader at home, work, or in the community, I am good at helping people see the vision for where we are headed.
   I listen to my intuition and follow it, even when I feel fear.
   I look for the good in every situation.
___ Total

--Burton, Valorie[1]

John MacArthur, Jr.

PRACTICAL REQUIREMENTS FOR LEADING

Almost every notable work on leadership has its list of leadership traits essential for effective service. In studies and surveys of effective leaders, certain ones stand out as being more essential than others, however. The following seven traits appear to be the ones that characterize good leaders.

1. A good leader manages himself. Self-mastery is what every aspiring leader needs to achieve. The Lord Jesus required it of all His disciples; they could not help others until they had conquered issues in their own lives. He also accused the Jewish leaders of being unfit for leadership, calling them “blind guides” (Matt. 15:14; 23:16, 24). If a person sets about to do what he must do in life and disciplines himself so as to accomplish those goals and desires, he will soon see that he has outdistanced the pack and even has a following trying to get what he has obtained. Bennis puts it this way: “No leader sets out to be a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders.”28 This is obviously an expression of self-management and discipline in pursuing the priorities of life. Consider these lines:

    If you want to

    manage somebody,

    manage yourself.

    Do that well

    and you’ll

    be ready to

    stop managing.

    And start leading.29

A leader, then, must be one who has his life under control, which includes his personal habits and activities. A leader is self-managed; he is his own boss. He is one who knows how to manage his time, his money, his energies, and even his desires.

2. A good leader knows how to make good decisions. “Leaders are decision makers.”30 The buck stops with him, meaning that he is usually the one who needs to make the decision that affects the outcome of the organization. Decision making is a difficult and lonely business. The ability to make quick and knowledgeable decisions separates the leaders from the followers. “When all the facts are in,” states Sanders, “swift and clear decision is the mark of a true leader.”31 A leader spends most of his time in dealing with or solving problems.32 Hence, all leaders have one thing in common: “They are continually required to make decisions affecting others as well as themselves.”33

Decision making is the lot of leaders, and indecision or poor decisions can become their undoing. The inability to make decisions is one of the major reasons administrators fail, and this “inability-to-make-decision syndrome is a much more common reason for administrative failure than lack of specific knowledge or technical know-how.”34 Leaders need to heed these words:

  Procrastination and vacillation are fatal to leadership. A sincere though faulty decision is better than no decision. Indeed the latter is really a decision, and often a wrong one. It is a decision that the status quo is acceptable. In most decisions the root problem is not so much in knowing what to do as in being prepared to live with the consequences.35

So how do leaders learn to make decisions? By making decisions, even bad ones. Rush offers a five-step process for making effective decisions:36

Step one:

Correctly diagnose the issue or the problem.

Step two:

Gather and analyze the facts.

Step three:

Develop alternatives.

Step four:

Evaluate alternatives pro and con.

Step five:

Select from among the positive alternatives.

3. A good leader communicates effectively. Skill in communicating ideas, concepts, and directives to the organization is essential for leadership. The Lord Jesus demonstrated His ability to communicate by the literature He inspired, the church He created, and by the death He suffered. His enemies also understood well the message of His Lordship.

If we cannot communicate, we cannot lead. Even evil men have risen to lead great movements because of their superb abilities to articulate their beliefs and communicate them passionately to their followers—Hitler and Marx are prime examples.

An effective pastor is more than a theologian. He must also be an effective preacher, a communicator of the divine message. There is never a leader with a sizable following who does not communicate effectively. Each one of the megachurches today has a great communicator as its leader. In fact, in our age of communication, articulation and communication are necessary for survival in any organization.

Just the fact that one speaks or writes does not mean he communicates. Communication is “the process we go through to convey understanding from one person or group to another.”37 The key to being a good communicator is, first of all, to understand people. Next one needs to know his subject thoroughly. Then he must perceive or create the right climate, and finally, he must listen for feedback to see if he is getting through.

A pastor or preacher should always be looking for ways to improve his ability to communicate. The message never changes but the audience does, and so does the messenger. It is expedient for the messenger to keep his skill honed, and for most pastors, the preaching skills are not fully mature until long after graduating from seminary. It is unfortunate that some preachers cease to improve their preaching abilities. It is a trade and skill we must master at all cost.38

4. A good leader is one who manages his leadership style. Leaders are unique. They have differing personalities and different ways of leading people. This is why it is often said that leaders are born, not made. Leadership classes and seminars do not produce leaders. Life and its experiences mingled with a distinct personality and the unction of God produces a Christian leader.

It is impossible to discuss the various styles of leadership here, but certain other works do describe them.39 In relation to style, we need to keep these observations in mind:

         1.      Be at least casually acquainted with the differing styles of leadership and know which best suits your personality and the circumstance that calls for the exercise of leadership.

         2.      Understand that the circumstances may dictate a style of leadership to which you are not accustomed but that needs to be utilized for the sake of the organization.40

         3.      Settle into your particular leadership style and be consistent with it.

Listen to what this leader says: “Since there are different ways to lead, it’s important to make a very clear selection.… Followers have an amazing ability to accommodate themselves to leadership styles.… If you will select your style, implement it, and stay consistent, you can use almost any style you want.”41

Leaders of growing churches and organizations agree that the growth of these organizations had much to do with their ability to change their style of leadership. Miller testifies to this:

  What great deterrent keeps churches from growing? I believe lack of growth can be attributed to a failure on the part of individual pastors or leaders to adjust their management styles.… I began as pastor in the parish I serve some twenty years ago. The management of the church from a very small one to a very large one means that I have had to change my management style continually.42

Good leaders, then, know styles of management and are able to adjust their styles to the need of the organization.

5. A good leader gets along with people. Someone has said in jest, “The ministry would be a wonderful occupation if it weren’t for people.” That puts the finger on the problem with some want-to-be-leaders: They cannot get along with people. Effective leaders have learned the fine art of getting along with the people they lead and expect to lead. People are led, not driven. If a leader cannot win them over to himself, they simply walk away. It is amazing how many Christian leaders destroy their churches because they are not tactful, loving, compassionate, patient, and shrewd in their care of the flock. The proverbial back door is sometimes held open by the pastor himself. He then has some other excuse for the loss of members. Church members rarely leave churches over issues; it is usually over personalities and conflicts over personal issues.

Means makes this observation: “In pastoral ministry the most basic cause of ineffectiveness and failure is an inability to build and sustain meaningful collegial relationships with the church’s lay leaders.”43 Scripture states that “a brother offended is harder to be won than a strong city” (Prov. 18:19). A wise leader seeks to avoid giving offense, keeps from creating needless discord, and chooses well the hills upon which he is willing to die. Unfortunately, too many pastoral carcasses are found upon molehills.

A man may be a scholar and an expert in the Scriptures. He may be articulate in his delivery and knowledgeable in the basic skills of management, yet if he does not truly love people and cannot be at peace with them, he can never lead them. He may have the title of pastor, but he will never be viewed as the pastor. We need to take to heart Paul’s advice, “Never pay back evil for evil to anyone. Respect what is right in the sight of all men. If possible, so far as it depends on you, be at peace with all men” (Rom. 12:17–18).

6. A good leader is one who inspires. An indispensable trait of effective leaders is their ability to inspire others in an almost unconscious manner. Good leaders inspire discouraged and demoralized people; they add new life to a dying organization. Sanders says, “The power of inspiring others to service and sacrifice will mark God’s leader. His incandescence sets those around him alight.”44 It is not enough to be at the front of the pack; the leader must also inspire the pack to pick up the pace and do it with a willing and an enthusiastic attitude.

People are not generally enthusiastic but are subject to the ebb and flow of life, affected by circumstances and even by poor leadership who discourage activity. The twelve spies sent into Canaan brought back good news and bad news: The land was indeed fertile, but there were also giants there. The punishment of the nation Israel is traceable to ten leaders who did not inspire the people but instead gave “a bad report of the land which they had spied out” (Num. 13:32). Poor leadership doomed the people to waste their years wandering in circles in a wasteland. The same can be true of churches and organizations led by people who cannot inspire others to look beyond the obstacles to the opportunities God provides. Spiritual leaders “inspire people to recognize their own spiritual needs, values, and objectives, and then facilitate growth in their vital areas. Good effective spiritual leaders infuse others with an animating, quickening, and exalting spirit of enthusiasm for the person of Christ, growth in Christ, and the mission of the church.”45

Inspiration begins and ends with attitude. Inspiration is a spiritual artificial respiration where the one who is inspired gives inspiration to those who have none. Good leaders are consistently optimistic and full of faith. They do not have an attitude problem. They have long since realized the importance of a good attitude. Rush reminds us that “the Christian leader’s attitude plays a major role in determining what he or she does and achieves. If a person thinks something is impossible, he usually doesn’t bother to try doing it. Thus the thoughts frequently become a self-fulfilling prophecy.”46 Inspirational leaders also attract inspirational people, and this snowballing effect has a major impact upon the rest of the followers.

How does a leader develop inspiration, and how does he maintain it? What separates leaders from nonleaders is that a leader knows how to inspire himself. He has learned the secret of keeping his own furnace hot and ablaze. Here are some suggestions for developing inspiration:

         1.      Maintain a vibrant and fresh devotional life, because God is the source of all life (John 15:5; Phil. 4:13).

         2.      Be a realist. Gather all the facts. Do not fear the truth. Inspiration is not built on fantasy.

         3.      Be an optimist. Believe that all things do work for good (Rom. 8:28). Obstacles become opportunities. Stumbling blocks become step-pingstones.

         4.      Be a man of faith. Attempt big things for God, and expect big things from God.

         5.      Avoid negative people, and surround yourself with positive people.

         6.      Cultivate a happy home life. The hot embers for our lives come from heaven and the home.

         7.      Keep a healthy and refreshed body. Body chemistry and inspiration are related.

         8.      Dwell on your successes, not on your failures. Consider failures simply as gaining experience for future success. You cannot win if you do not try, and if you try, you will sometimes fail.

         9.      Read inspirational literature.

         10.      Think positively of others. Look for the good in people. They are made in the image of God!

7. A good leader is one who is willing to pay the price. Leaders pay a hefty price to be in leadership. Spiritual leadership entails discipline, self-sacrifice, great patience, and a host of hardships. Leadership is a lonely place and calls for critical and difficult decisions, which runs the danger of alienating even one’s closest friends. “A cross stands in the way of spiritual leadership,” confesses Dr. Sanders, “a cross upon which the leader must consent to be impaled.”47 No one can enjoy the fruit of leadership without paying the price.

The pastorate is not an easy task; it is not for the fainthearted, for the weak, for those who want to avoid hardship. It is an extremely “hot kitchen,” and if one cannot stand the heat or does not want to endure it, then he needs to get out. Criticism, low pay, loneliness, frustration, long hours, rejection, and even burnout are all the hazards of ministry. As in war, there will be casualties. But as in war, the battle must be won, and the troops will be led by leaders who understand the risks and are willing to pay the price.

Developing these traits of effective leadership takes time and experience, along with some serious personal study and research. Spiritual leadership evolves out of the daily ministry and struggles of God’s people. Difficult times call for good leadership that sometimes is nowhere to be found, but we must remember the best of leaders always arise in times of great distress. We await the new generation of leaders that God will raise up from this intense spiritual struggle the church is enduring.

THE ACT OF LEADING

Leaders lead! The tasks of leaders is to have a vision of what needs to be, enlist others in owning this vision, delegate the task to others, and then keep the whole group motivated to bring the completion or fulfillment of the vision. Spiritual leaders derive their vision or purpose from God. Then they enlist the church to help in the achievement of the purpose, which logically demands that leaders must keep the church motivated until the goal is reached. The act of leading, then, comprises four things: vision, enlistment, delegation, and motivation. If a pastor or spiritual leader can succeed in accomplishing these four activities, he will succeed in his leadership.

Vision

Pastors must be men of vision. They must possess a deep sense of what they are to do, where they ought to go, and how they are to do it. Vision supplies these directions. Vision is critical to the life of the church as it is for any organization. “A vision gives life,” writes Lee, “and if there is no vision, the seeds of death are being sown and it is just a matter of time until death will prevail.”48

Here is where the main difference exists between leadership and management. Leadership provides the vision, and management executes the vision. Stephen Covey captures the distinction in this pithy statement: “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning on the right wall.”49 In other words, “Management is doing things right; leadership is doing the right things.”50

Regarding leadership and vision, Bennis observes that “all leaders have the capacity to create compelling vision, one that takes people to a new place, and then to translate the vision into reality.”51 Sanders attests that “those who have most powerfully and permanently influenced their generation have been the ‘seers’—men who have seen more and farther than others—men of faith, for faith is vision.”52

What then is vision? We found this definition in Mean’s fine work: “A vision is an attempt to articulate, as clearly and vividly as possible, the desired future state of the organization. The vision is the goal that provides direction, aligns key players, and energizes people to achieve a common purpose.”53 Peters and Austin are helpful when they add, “You have to know where you’re going, to be able to state it clearly and concisely—and you have to care about it passionately. That all adds up to vision, the concise statement/picture of where the company and its people are heading, and why they should be proud of it.”54

Lee observes, “When the organization has a clear sense of its purpose, direction and desired future state and when that image is widely shared, individuals are able to find their roles both in the organization and in the larger society of which they are a part.”55 Hence, vision is first knowing what the church should do and then sharing the vision with the people in such a way that they too “see” the “unseen.” We feel that vision for the pastor is primarily to see what God wants the church to be and to do, and more specifically, what God wants that particular church to be. The matter is not necessarily mystical or revelatory. It is, rather, having an acute sense of what is possible and drawing others into the similar vision.56

A leader develops vision from a number of sources. First and foremost, it comes from God through the Holy Scriptures, which are the blueprint for God’s people. We can say in some sense that all pastors share the same vision about the church: to glorify God, to make disciples, and to build up His body, the church. Yet the application of the overall vision will be personalized in each leader and congregation.

Vision also proceeds from past experience—the more experience the greater the vision. The greater the contemplation of the past, the clearer the focus on the future: “It appears that when we first gaze into our past, we elongate our future. We also enrich the future and give it detail as we recall the richness of our past experiences.”57 Involvement also adds to creating vision. The act of doing—of applying the knowledge of the past to the present—enhances vision. We need to be seizing the present doors of opportunity, which in turn give birth to vision.

We also need to keep vision alive, because like dreams, it has a tendency to fade away. Calvin Miller offers two suggestions in keeping vision alive:

  Number one is an adequate quiet time. When you are quiet at the altar of your own trust, your vision will hold its place in your life. Visions rebuild themselves in quietness, not in the hurry and noise of life. A second ingredient of vision-keeping is rehearsal. Constantly, you must rehearse your dreams. It is not enough to have rehearsed them in the past. They must be a part of every day, or soon they will not keep faith with any day.58

Pastors cannot tread water. They cannot simply maintain the work, “holding the fort” until Christ returns. They must be in the act of leading, of instilling vision in their people. The church must realize it is there to do something, and the pastor must tell it what that something is and lead in accomplishing it.

Enlistment

Imparting the vision is the first act of leading; the second is enlisting others to buy into the vision. We may also call this recruitment. Effective leaders know how to recruit people to bring about the vision for the organization. Leaders must follow the example of Christ, whose call was “follow Me” (Matt. 4:19). Our Lord recruited or enlisted people and made them His disciples, people who shared His vision and set about to bring it to pass.

Churches today suffer from the lack of workers. Rush observes,

  The lack of volunteers is one of the greatest tragedies in the church today. In fact, there are so few true volunteers in the modern church that we probably need to remind ourselves of what a volunteer is: a person who by his own initiative and free will steps forward to perform a task. Such persons are so rare in Christendom today that most Christian leaders go into temporary shock when approached by one.59

Our world is becoming a spectator society produced by addiction to entertainment and by the increasing role of professionals in our churches. The pew-warmer demands excellence that only a professional can deliver. The end result is that we have fewer and fewer volunteers, and eventually less and less being done for the kingdom of God. The cycle must be broken if we are to survive into the next century.

Leaders must enlist followers in the cause of Christ, not only in believing the message of the cross, but also in the exercise of their gifts for the perfecting of the body of Christ. In thinking of enlisting others for ministry, let leaders keep these principles in mind:

         1.      People do want to serve: “We need to understand that people will stand in line to volunteer for a job if they are aware of its importance and know they are needed and appreciated when they offer to perform the tasks.”60

         2.      People will serve if we “ask specific people for a specific ministry for a specific length of time.”61

Leaders must recruit and recruit effectively to bring about the goals to which they aspire. We must learn the art of recruitment. After all, it is part of the job description of the leader.62 Enlistment of volunteers is an act of leading.

Delegation

Following the act of enlistment is the act of delegation, for the whole purpose of enlistment is to delegate to everyone a task and thus get everyone busy in achieving the vision of the body. Delegation is one of the essential tasks of leadership, spiritual or secular. “He who is successful in getting things done through others,” states Sanders, “is exercising the highest type of leadership.”63 According to some, “delegation may be the most important single skill of an executive.”64

What does delegation mean? Delegation is the art of assigning part of your job to someone else, entrusting responsibility and authority as well as a task to other people who are in the ministry with you, or simply put “getting rid of everything you can and doing only what remains.”65 Rush gives this comprehensive definition:

  Delegation consists of transferring authority, responsibility, and accountability from one person or group to another. In most cases, it involves moving authority to a higher level in an organization to a lower one. Delegation is the process by which decentralization of organizational power occurs. Decentralization involves the dispersion of authority and responsibility from the top downward through the organization, allowing more people to become involved in the decision making process.66

Delegation is not the abandonment of leadership, but rather the exercising of the most profound act of leadership. Great leaders are effective delegators. They realize that personally they are not able to do or attend to all they want accomplished. As an organization grows, it will reach a point where if it is to continue growing and if its leader is to survive the work load, he must delegate. Exodus 18 is a classic biblical example of the need for organization. A close scrutiny of the chapter will reward leaders caught in the same predicament as Moses.

The personal and corporate benefits of delegation are incalculable. Delegation serves the following purposes:67

         1.      it relieves the leaders of some work

         2.      it assures that the work will be done properly

         3.      it helps expedite decision making

         4.      it improves the skills of people

         5.      it increases productivity

         6.      it turns the leader into a participant in a group

         7.      it prepares future leaders

         8.      it makes people increase in skills for their own sake

With so many benefits to delegation, we may wonder why more leaders do not practice effective delegation. The answer probably lies in the fact that some occupy the office of leader who do not possess the traits of leadership. They simply do not want to delegate and never intend to do so. The main reason is fear of losing power or control. These leaders also never intend to share the glory with their followers. Miller points out this fallacy: “You can never arrive at a real plateau of leadership by insisting that others do your work while you take the glory.”68

Improper delegation will also frustrate the people led. There are proper ways to delegate, and the ingredients of proper delegation must all be there. They are responsibility, authority, and accountability. Responsibility is knowing full well what needs to be done; authority is having the decision-making power to perform the task; and accountability is knowing the limitations under which the task is being carried out. If one of these is missing, the delegation process will not succeed.

Perhaps this acrostic 69 will help recall the proper steps to take in delegation:

D

Determine the ministry

E

Examine the duties

L

Lay out the leadership selection

E

Educate the leader

G

Guide the leader

A

Authorize the leader

T

Trust the leader

E

Evaluate the leader

We cannot overestimate the importance of this act of leadership, and we concur with this statement: “The degree to which a leader is able to delegate work is a measure of his success.”70

Motivation

A leader may instill vision, enlist workers, and delegate responsibilities, but what is to make sure that the people stay at the assigned tasks with the enthusiasm required to bring it to pass or to sustain the effort over a prolonged period of time? The answer is motivation. Leaders must perform the act of motivation, of inspiring followers to stay to the task. Rush affirms that “a leader will never be successful unless his followers are motivated to succeed.”71

By motivation we mean the unleashing of the inner drive in people that launches them into action.72 Someone has said, “Motivation is the act of creating circumstances that get things done through other people.”73

Of all the duties that leaders perform, the act of getting people to move on something has been open to much abuse. Spiritual leaders have been guilty of the worst kinds of manipulations and outright deceptions in their efforts to get their churches to perform. They have used flattery, threats, favoritism, begging, cajolery, proof-texting, bribery, and even claims to direct revelation to manipulate their followers.74

How does a leader motivate? The leader himself is the key to moti- vation—his integrity, his skill, his knowledge of what is to be done, and his example are all basic to motivation. All motivational tactics are ineffective if the leader lacks these personal qualities.

Leaders who possess these qualities can improve their motivational skill by understanding people and what makes people do their best. Lee provides the following list to help in motivating people to do their best:75

    •      People need to know what is going to happen to them as persons, what will be expected of them, and how their contributions will fit into the group.

    •      People need a sense of belonging, a feeling that no one objects to their presence, a feeling that they are sincerely welcomed, a feeling that they are wanted for their total self.

    •      People need to share in planning the group goals and the confidence that the goals are within reach.

    •      People need to have responsibilities that challenge and yet are within range of their abilities and that contribute to the achievement of the group goals.

    •      People need to see that progress is being made toward the goals of the organization.

    •      People need to have confidence in the leadership of the group, with assurance that the leaders will be fair as well as competent, trustworthy, and loyal.

    •      People need at any given time to conclude: “This situation makes sense to me.”

Of course, nothing ultimately motivates like a motivated leader. If leaders can somehow keep themselves motivated, their enthusiasm for a task will become contagious. The secret, then, to motivation is keeping oneself motivated.

The pastoral ministry is a wonderful privilege. It is leadership in God’s church, a stewardship entrusted by God, a service to be performed for the Great Shepherd and to His sheep. We count ourselves deeply blessed of God to be called pastors. It is easy to lose sight of our most fundamental responsibility: to lead! Therefore, let us be about our God-given task of leading!--
Footnotes
28.  Bennis, Becoming a Leader, 111.
29.  Calvin Miller, Leadership, 23
30.  Ibid., 50
31.  Sanders, Spiritual Leadership, 83
32.  Myron Rush, Management: A Biblical Approach, 112
33.  Ibid., 98
34.  Ted W. Engstrom and Robert C. Larson, Seizing the Torch (Ventura, Calif.: Regal, 1988), 140.
35.  Sanders, Spiritual Leadership, 88
36.  Myron Rush, Management: A Biblical Approach, 102-6
37.  Ibid., 115
38.  As a tool for improvement in the communication of God’s Word, I recommend to the reader John MacArthur, Jr., et al., Rediscovering Expository Preaching (Dallas: Word, 1992).
39.  For leadership styles see Gangel, Feeding and Leading, 48–61; Rush; Management, 217–32; Ted W. Engstrom, The Making of a Christian Leader (Grand Rapids: Zondervan, 1976), 67–94.
40.  "The research indicates that there is not a style that is best under all circumstances” (Lee, Church Leadership, 45).
41.  Smith, Learning to Lead, 40.
42.  Miller, Leadership, 113.
43.  Means, Effective Pastors, 220.
44.  Sanders, Spiritual Leadership, 105.
45.  Means, Leadership in Christian Ministry, 65.
46.  Rush, Management, 171.
47.  Sanders, Spiritual Leadership, 170.
48.  Lee, Church Leadership, 131.
49. Stephen R. Covey, The Seven Habits of Highly Effective People (New York: Simon and Schuster, 1989), 101.
50.  Ibid
51.  Bennis, Becoming a Leader, 192.
52.  Sanders, Spiritual Leadership, 77.
53.  Means, Effective Pastors, 143.
54.  Tom Peters and Nancy Austen, A Passion for Excellence (New York: Random House, 1985), 284.
55.  Lee, Church Leadership, 132.
56.  James M. Kouzes and Barry Z. Posner, The Leadership Challenge (San Francisco, Calif.: Jossey-Bass, 1987), 85.
57.  Ibid., 95.
58.  Miller, Leadership, 42.
59.  Rush, New Leader, 119
60.  Ibid., 125.
61.  Gangel, Feeding and Leading, 144.
62.  See Gangel’s chapter, “Recruiting Effective Volunteers” in Feeding and Leading, 133–47.
63.  Sanders, Spiritual Leadership, 202.
64.  E.g., Gangel, Feeding and Leading, 175.
65.  Ibid.
66.  Rush, Management, 132.
67.  Donald H. Weiss, How to Delegate Effectively (New York: American Management Association, 1988), 15–21.
68.  Miller, Leadership, 79.
69.  I received this acrostic from Professor Jim George of The Master’s Seminary.
70.  Sanders, Spiritual Leadership, 203.
71.  Rush, Management, 109.
72.  Ibid., 108.
73.  Engstrom and Larson, Seizing the Torch, 62.
74.  Means, Leadership in Christian Ministry, 182.
75.  Lee, Church Leadership, 152–53.
MacArthur, J., F. .. Jr, Mayhue, R., & Thomas, R., L.[2]

Appendix / Bibliography

Valorie Burton

[1]Burton, V. (2012). Your 5-minute personal coach: ask the right questions, get the right answers. Eugene, OR: Harvest House Publishers.

Dr John F MacArthur Jr

[2]MacArthur, J., F. .. Jr, Mayhue, R., & Thomas, R., L. (1995). Rediscovering pastoral ministry: shaping contemporary ministry with biblical mandates (Electronic ed., pp. 290–304). Dallas: Word Pub.

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