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Running head: DISCUSSION BOARD 1
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Discussion Board 1
Ryan C. Edwards
Liberty University
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Discussion Board 1
Question 1: How can a person become a successful leader by being humble?
Being attentive and humble in the way you lead is essential in ensuring that your
followers possess the same type of attitude and trust towards your direction and guidance.
Research has found that leaders who exhibit traits of humility such as seeking feedback, or
focusing on the needs of others have resulted in better employee engagement and job
performance (Morris, 2005). Humble leaders seek input from others to ensure they have all the
facts and are making decisions that are in the best interest of the team. The bible defines humility
as the act of lowering oneself in relation to others; “Do nothing out of selfish ambition or vain
deceit. Rather, in humility value others above yourselves” (Philippians 2:3, New International
Version). Employees want to work for people who value their opinions rather than ignore or
dismiss them. Effectively humble leaders are comfortable asking for input and can just as easily
be decisive when the situation calls for it.
Question 2: Why is it an important leadership trait to serve others first?
It is important for a leader to serve others because that act demonstrates to your followers
that you understand what they are going through and that at one point in your life you have gone
through similar circumstances. The servant-leader is servant first. It begins with the natural
feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test
is: do those served grow as persons: do they, while being served, become healthier, wiser, freer,
more autonomous (Lewis, 2008), more likely themselves to become servants? Understanding
this concept preps the leader to understand the effect it has on the least privileged in society, and
how they will benefit from the leadership practices as a whole. For a follower to believe in you
in that way allows their leader to effectively delegate guidance and responsibilities freely without
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opposition from the team. When this leadership approach is taken, one becomes a servant leader
in their role in developing their team and group moral.
Question 3: What is the importance of relying on Jesus’ will and ways as it relates to
leadership?
It is important to note that any believer that finds himself or herself in a supervisory or
leadership role should always be conscious of how they are exercising their authority over
others. The Apostle Paul was very positive in his description of a good leader: “Let the elders
who rule well be counted worth double honor, especially those who labor in the word and
doctrine” (1 Timothy 5:17, King James Version). King David was an important character in the
Old Testament that demonstrated growth in the way he lead his kingdom and people. A
universally accepted quality of leadership is the leader’s ability to articulate a vision (Lewis,
2008). One example of this “shared vision” of the nation of Israel begins with God’s covenant
with Abraham, leading to the Promised Land. Leaders are called by God to fulfill the overall
vision for God’s people. God proclaims to Moses and to Pharaoh, “Israel is my firstborn son”
(Exodus 4:22). And, while Abraham, Moses, and the prophets are important instruments in
fulfilling the covenant, Israel’s leadership history centers on King David. I believe that this same
concept can be found in some of us in today’s time, as some people are called upon to be leaders
when they really weren’t expecting it, nor were they prepared.
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References
Lewis, H. M. (2008). Moses and the journey to leadership: Timeless lessons of effective
management from the bible and Today’s leaders (review). Shofar: An Interdisciplinary
Journal of Jewish Studies, 27(1), 111-114.Retrieved from
http://rx9vh3hy4r.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info
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Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership:
Antecedents and consequences of leader humility. Human Relations, 58(10), 1323-1350.
doi:10.1177/0018726705059929
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