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Running head: LEADERSHIP AND MANAGEMENT
Leadership and Management
Tammie Jones, Nicholas Harvey, Ashley Gauldin, Artur Karapetyan, Roger Howard-Robinson,
Christian Farris
Liberty University
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LEADERSHIP AND MANAGEMENT
Leadership and Management
Leaders and managers have a responsibility and obligation to the success of their
organization, to the staff that they lead and to the resources they oversee. Today, leaders and
managers fill increasingly complex roles in industries that are ever-changing and markets that are
almost exponentially challenging. To thrive in their roles, leaders and managers must possess and
display key concepts, with those concepts being integrity, selflessness, vision, investment into
others, and self-care (Dees, 2013; Satterlee, 2018).
Five Concepts
Integrity is one’s commitment to act with values, ethics, responsibility and morals despite
the temptation of external influences to do what is wrong. Selfless service is the act of putting the
well-being of the organization or of the collective ahead of the well-being of the individual.
Vision is having an understanding of the overall strategy and mission the organization represents
and applying that understanding to operations. Investing into others is the betterment of those
who follow and support a leader in an effort to empower and encourage sustained productivity.
Finally, leader self-care is the centering and self-motivating, and replenishing of a leader’s drive
through mental, physical and emotional recovery (Dees, 2013).
Integrity
For leaders and managers, integrity is often the guiding force when making pivotal
decisions on strategy, resource allocation and staffing; from structuring an organizations mission
to interacting with staff, leaders with integrity display professionalism and act with high
standards even in the presence of extreme stress (Martine, 2017). Dees (2013) tied integrity to
one’s moral principles while Satterlee (2018) related integrity to professional expectations,
behavioral management and character. Adhering to deeply rooted personal, faith-based and
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professional values allows leaders to translate their integrity into the culture of an organization
(Palanski, Cullen, Gentry, & Nichols, 2015). Dees (2013) explicitly relates this concept to
leaders’ faith while Satterlee (2018) explores the concept as a matter of character; ultimately, the
messages of both texts overlap and are critical to the resilience of leaders in complex markets.
Selfless Service
Dees (2013) describes selfless service as being entirely in the betterment of others. As
this concept relates to the Satterlee (2018) text, a similar ideation can be observed through
transformational leadership as leaders and managers go above and beyond to create meaningful
and successful relationships with their staff instead of participating in a more contractual
relationship. In this way, leaders and managers act selflessly as transformational leadership also
allows for the betterment of followers, not just leaders. (Varghese, Nolan, Bihm, Salagame,
Khanna & Rasheed, 2017). Both texts suggest that the translation of selfless service as a concept
to that of an action require exemplification and active participation on behalf of the leader. By
practicing this concept, leaders and managers can inspire and create an environment that is
conducive to its adoption and practice throughout the organization (Varghese et al., 2017).
Vision
Vision is defined as “a clear focus upon a future end state that propels self and others
forward with expectation and perseverance” (Dees, 2013). This is relatable to Satterlee’s (2018)
discussed concept of vision as a leader’s ability to act in light of an organizations mission and
strategy, always keeping end-goals in mind. Through thoughtful foresight, both Dees (2013) and
Satterlee (2018) assert that leaders can propel organizations forward and inspire their followers
to do the same. Again, both Dees (2013) and Satterlee (2018) discuss vision as a concept and as
an action. To effectively move from concept to action, leaders and managers must first be
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participants and practitioners of the concept. Secondly leaders and managers must engage their
staff and peers in the establishment and pursuit of said vision; through involvement, leaders and
managers foster buy-in and thus spread the concept of vision through an organization (Park &
Kim, 2018).
Investing in Others
Investing in others can be the difference between a successful leader and one who finds
themselves completing tasks themselves (Dees, 2013). Training is of course the act which allows
individuals the ability to maximize the tools and resources available to them to succeed. By
appropriately training staff, leaders can invest in the success of others and invest in the
sustainability of the organization well into the future (Satterlee, 2018). As an action, both text
elaborate on the involvement of leaders as both participants of the concept’s fundamental and
engines for change within an organization through the structuring of formal training programs to
include allotted time, responsible proctors and clear checkpoints of success for the staff they lead
(Glass, Hanson, Laharnar, Anger & Perrin, 2016).
Leader Self-Care
Dees and North (2013) write “the reality is that we all have a reservoir, a well of courage,
which is limited in capacity and must be refilled to avoid depletion”. Satterlee (2018) discusses
the characteristics of successful managers and the traits of successful leaders in the text; leaders
and managers who maximize their own potential may better foster the potential of others. Similar
to the aforementioned concepts, both Dees (2013) and Satterlee (2018) in their texts move
beyond the discussion of a concept and offer insight into action for leaders. Both authors suggest
that leaders and managers must be participants of the concept to best reverberate it throughout an
organization. Additionally, leaders and managers should encourage and in fact enforce breaks
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away from the workplace such as after hours and weekends so that their employees may recharge
their own reserves (Su, 2019).
Three Scriptures
Leadership is fundamental to the Christian faith; Church leaders, senior faith-leaders and
God all lead us through our lives based on the values of our faith. We can observe this concept
first in Hebrews 13:7 (ESV) “Remember your leaders, those who spoke to you the word of God.
Consider the outcome of their way of life, and imitate their faith.” In this verse, we observe that
leaders lead by example, projecting the vision of their values onto their followers.
Verse Titus 2:7 (ESV) “Show yourself in all respects to be a model of good works, and in
your teaching show integrity, dignity”, addresses the concept of integrity in leadership. As we’ve
learned through this course, a leader with integrity is one that can apply their deeply rooted
values to withstand the strain of extreme stressors.
Verse 2 Timothy 3:16-17 (ESV) “All Scripture is breathed out by God and profitable for
teaching, for reproof, for correction, and for training in righteousness, that the man of God may
be competent, equipped for every good work”, addresses selflessness and training by leaders
who have a responsibility to their followers. We also observed this concept throughout the course
as a differentiator of successful leaders.
Biblical Integration
As discussed, the verses Hebrews 13:7, Titus 2:7 and 2 Timothy 3:16-17 are all relevant
to the overall concept of leadership and management as discussed by Dees (2013) and Satterlee
(2018). These verses apply Christian values to the course concepts of integrity, selflessness and
training, among others, and apply well to the teachings of the course. Hebrew 13:7 speaks to the
leaders, as well as the follower. The passage demonstrates the need for a leader to set an example
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for followers. Additionally, the message addresses followers through reminding them of the need
to follow instruction and examples. In the organization environment, the examples of the leaders
are essential to the organization culture which drives ethical decision making. Additionally, the
need for integrity in one’s actions aligns the values of a leader to the follower through
opportunity of growth, spiritually and professionally. This lesson is further exemplified in Titus
2:7, with the message of the importance of integrity in all acts. The actions of a leader must stay
consistent, not wavering in situation of danger or unrest. The message of 2 Timothy 3:16-17
reveals that scripture is relevant in all parts of life and provides guidance in instruction. As
Christian leaders, one must act selflessly, being a servant to others nurturing and environment
that encourages growth and development. When discouraged or faced with difficult decision,
scripture provides guidance, support, and encourage.
Conclusion
The concepts of integrity, selfless service, vision, investing in others, and leader self-care
can be observed in both the Dees (2013) and the Satterlee (2018) text. Both texts discuss these
concepts as fundamental and actions relative to leadership. Leaders and managers who both
accept the fundamental value of these concepts and translate them to action through
exemplification and the structuring environments conducive to the fostering of these concepts by
organizational members can expect success in increasingly challenging, global marketplaces
(Glass, Hanson, Laharnar, Anger & Perrin, 2016; Martine, 2017; Palanski, Cullen, Gentry, &
Nichols, 2015; Park & Kim, 2018; Varghese, Nolan, Bihm, Salagame, Khanna & Rasheed, 2017;
Su, 2019). While these concepts are all fundamental to the success of modern leaders in
increasingly challenging environments, they can also be observed in scripture which is especially
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important to Christian leaders in the workplace who seek to apply their faith-based values to
these complex environments.
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References
Dees, R. F. (2013). Resilient leaders. San Diego: Creative Team Pub.
Dees, R. F., & North, O. L. (2013). Resilient leaders. San Diego: Creative Team Publishing.
Glass, N., Hanson, G. C., Laharnar, N., Anger, W. K., & Perrin, N. (2016). Interactive training
improves workplace climate, knowledge, and support towards domestic violence:
Training improves workplace climate towards DV. American Journal of Industrial
Medicine, 59(7), 538-548. doi:10.1002/ajim.22601
Martine, D. (2017). An integrity self-test for leaders. Leadership Excellence Essentials, 34(3), 20
-20. Retrieved from
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Palanski, M, Cullen, K, Gentry, W & Nichols, C. (2015). Virtuous leadership: Exploring the
effects of leader courage and behavioral integrity on leader performance and
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vid=4&sid=758852f7-1f86-4f4d-aa84-c02f94bd4456%40sessionmgr101
Park, S., Kim., E., (2018) Organizational culture, leader’s vision of talent, and HR functions on
career changers’ commitment: the moderating effect of training in South Korea. Asia
Pacific Journal of Human Resources.57(3). Retrieved from:
https://doi.org.ezproxy.liberty.edu/10.1111/1744-7941.121292
Satterlee, A. (2018). Organizational management & leadership: A Christian perspective (3rd
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Su, A. J. (2019). Self‐care for leaders: Make restoration a part of the job. Leader to
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Leader, 2019(94), 12-16. doi:10.1002/ltl.20458
Varghese, F. P., Nolan, J. N., Bihm, E. M., Salagame, K. K. K., Khanna, R., & Rasheed Ali, S.
(2017). Transformational leadership and asian indian values: Duty, selfless service, and
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