Why Many Leaders Fail –

Insights and Assumptions

Leading others is not easy – and it never has been! Eight decades ago Chester Barnard, one of

America’s most highly regarded business executives, presented a series of lectures to the Harvard

Business School in which he declared that cooperation in organizations was “the abnormal, not the

normal conditioni” -- adding that most organizations were ineffective, enjoyed short-lived success at

best, and most leaders were unsuccessful. Barnard’s lectures were eventually compiled into a book, The

Functions of the Executive, frequently cited as one of the most influential business book of the last

centuryii. But Barnard is only one of many who have acknowledged how difficult leadership can be –

especially in organizations that face global competition, uncertain economic conditions, and constantly

disruptive technological innovationiii.

In today’s world in which many leaders and organizations of all types are being criticized and

condemned by much of the public, one wonders whether much has changed about the effectiveness of

leaders over the past eighty years iv. Worldwide, only 13% of employees described themselves as

positively engaged at work – defined as involved, enthusiastic, and committed to their work and

workplacev. Unfortunately, according to a 2015 employee survey, 23% of employees describe

themselves as actually disengaged at work vi. In addition, according to a recent Gallup survey leaders of

most institutions are not trusted by their employees or by the general public vii. Despite their well-

intended efforts and the importance of their organizational responsibilities, the disturbing reality is that

leaders continue to be ineffective.

Leaders fail to earn the trust, commitment, and followership of others for many reasons and the

challenge of leading others in the quest to achieve shared goals is beyond the capabilities of many

1
would-be leaders. In this chapter, we identify ten root causes that make leading others so difficult and

cite leadership scholars who have addressed those weaknesses. We contrast those shortcomings with

the leadership principles and practices adopted by Jesus Christ as he led his followers.

Common Causes of Leadership Failures

Because leadership failures are so common and because trust is so often lost in organizations,

understanding common causes behind unsuccessful leadership assumptions enables those who want to

improve their leadership effectiveness to examine their own mental models and assumptions. We have

identified ten frequently-cited root causes of ineffective leadership. For each of these causes, we

contrast them with examples of how Jesus Christ exemplified positive leadership attributes and briefly

comment on why Christ’s interactions model leadership principles that enabled him to earn the devoted

followership of others.

1) Following Conventional Wisdom

According to Stanford scholar, Jeff Pfeffer, the most common reason why leaders and

organizations fail is their reliance upon commonly accepted practices and conventional wisdom about

people and organizationsviii that are often not only untrue but that actually undermine relationships,

demotivate followers, and create what becomes a spiral of organizational dysfunction. Pfeffer’s

explained that the bar is much higher for success than most would-be leaders recognize. The

expectations of those being led, as well as the customers being served, are far more demanding and

more sophisticated than many leaders assume. Managing by the seat of one’s pants is inadequate and

much that is considered acceptable and “good enough” is actually invalid, empirically incorrect, and

certainly not helpful. Leaders who honor others acknowledge the uniqueness and importance of others

and treat them as “Yous,” rather than as “Its,” or commodities ix.

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 Jesus Christ clearly taught that “conventional” thinking about human relationships was inadequate

for earning the trust and commitment of others. He advocated that his followers raise the bar in living

exemplary lives, and that it was not good enough to just be kind to one’s friends but that we each owe

obligations to one’s enemies as well x. His counsel was that his followers seek to become their absolute

bestxi, and he promised that if they would do so, they would achieve what truly mattered in life xii. In the

Sermon on the Mount, Christ set forth a standard for mankind that transcends the minimal

demonstration of quid pro quo behavior often expected by society, as characterized by social exchange

theory and transactional leadership. His teachings went far beyond conventional behavioral standards of

interpersonal conduct, and demonstrate the importance of leaders honoring others and treating them

as valued individuals.

2) Accepting a “Satisfactory” Alternative

The tendency of leaders and organizations to “satisfice” or to accept and implement the first

adequate solution that comes along in accomplishing a task, often undermines the accomplishment of

an organization’s true purpose or the long-term needs of others xiii. Being just “good,” as explained by the

award winning scholar, Jim Collins, is far from good enough – and is clearly “the enemy of great xiv.” And

“great” has become the new standard for survival for leaders and organizations in today’s global

marketplace. Even the mirroring of the best practices of competitors fails to create a competitive

advantage for a firmxv. For leaders and organizations to succeed in today’s world, they must do far more

than simply attempt to be “as good as” others -- but they must demonstrate that they offer a unique

advantage that adds value and distinguishes themselves from the commonplace xvi.

In contrast, Christ encouraged others to seek a standard of performance that reflected an “extra

mile” commitmentxvii – much like what scholars often call Organizational Citizenship Behavior xviii. Christ

consistently invited people to become their best xix – and his personal example demonstrated that same

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commitment to excellencexx. Scholars like Collinsxxi and Coveyxxii encouraged this same commitment to

discovering the best within themselves. By raising the bar and modeling the standards of personal

excellence, Christ showed the way, demonstrated his commitment to what he believed, and became a

personal examplexxiii. With this same commitment to the leader’s obligation to treating people well,

Covey defined leadership as “treating people so well that they come to recognize their greatness and

strive to achieve itxxiv.”

3) Misreading the Character of Others.

Leaders also fail when they misread others, fail to read their true intent, and fail to discern

other’s character. Social and emotional intelligence are refined skills in which individuals recognize the

nature of a situation and correctly interpret the appropriate response xxv. The misreading of the true

intentions of others is known as “control blindness” and is a common perceptual error xxvi. Effective

leaders build resonant relationships with others and demonstrate the ability to discern others’

intentions and characterxxvii. These leaders clarify uncertainty and correctly assess people and context to

provide guidance and build confidencexxviii. By properly reading the intentions and integrity of others,

leaders demonstrate the powers of discernment, wisdom, and their understanding of human motivation

– sometimes described as spiritual intelligence xxix. Leaders earn the respect and trust of others when

they demonstrate “target accuracy” or the ability to accurately discern the character and intentions of

others from their conscious and unconscious signals xxx.

Christ frequently displayed the ability to discern the intentions, hearts, and character of others.

For example, Christ was approached several times by the chief priest and scribes who attempted to

manipulate his words and trick him into speaking against the Roman authorities. Christ saw through

their intentions when they asked him whether it was lawful to pay taxes to Caesar. Asking them to show

him a penny upon which Caesar’s face appeared, Christ told them, “Render unto Caesar the things which

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be Caesar’s, and unto God the things that be God’s” xxxi. In another instance, he approached a Samaritan

woman at Jacob’s well in Sychar, xxxii asking her for a drink. Jesus and the woman spoke despite the

Jewish laws forbidding a man to speak to a woman without her husband present and prohibiting a Jew

to speak to a Samaritan. In that conversation, Christ saw not only the heart of this woman but perceived

that she not only had been married several times but was currently living with a man not her husband –

but Christ nonetheless spoke to the woman with kindness and a commitment to her welfare xxxiii.

4) Communicating Ineffectively

One of the most critical skills of leadership is the ability to communicate in a manner that conveys

meaning, that is memorable, and that demonstrates an authentic concern for the welfare of others xxxiv.

Leaders fail to communicate when they focus on tasks and give insufficient attention to relationships,

fail to listen to others and are inattentive, and when they misread others’ needs and project onto them

their own perceptionsxxxv. Great leaders and effective communicators often teach with stories which

make a point effectively, provide a practical example of a principle, and convey a message that is easily

rememberedxxxvi. They inspire others to change their perspective and their behaviors and make it clear

why other choices are more personally beneficial to their associates xxxvii. Rather than taking credit for the

contributions or the work of others, they willingly acknowledge those contributions xxxviii. According to

one scholar, effective leaders “look in the mirror” or accept personal responsibility for problems that

arise in organizations but “look out the window” and give credit to others for great successes xxxix.

Jesus Christ has often been acknowledged as the Master Teacher and a profound communicator

of important ideas for living xl. His parables teach profound truths for living but used common examples

that others could easily understand. He taught the significance of a repentant sinner by relating a story

about a woman who lost a coin and cleaned her whole house until she found that coin xli. His story of the

Good Samaritan emphasized the importance of doing good deeds as being far more important than

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one’s position or title in lifexlii. He compared faith to a mustard seed, only one to two millimeters in size,

yet capable of producing a large plant xliii. He spoke of people’s faith, comparing it to seeds that fell upon

soil – with some being choked out by weeds, others lacking adequate water, and still others producing a

valued returnxliv. Christ’s parables were picturesque and brought to mind important realities essential to

people’s livesxlv. Some were extended, but many were simple, short, yet powerful and to the point he

sought to teach in dealing with important religious themes.

5) Lack of Integrity

Integrity and honesty are widely acknowledged as the most sought after qualities of any leader xlvi.

Leadership is a relationship created by interaction with others and both peers and followers

overwhelmingly cite honesty as the most important characteristic that they seek in those who lead xlvii.

Integrity has also been cited as a foundation for building trust and a key element of trustworthiness xlviii.

Implicit in the leadership relationship is the obligation to tell others the truth, to honor commitments,

and to pursue others’ best interests xlix. Because leading others is truly an ethical obligation, integrity

requires that leaders are consistent, fair, and authentic in creating relationships l. Those who are worthy

to be called leaders demonstrate character that encompasses the honoring of the obligations owed to

those whom they serveli.

Jesus Christ was a leader who taught others the truth, spoke to them honestly, and did so with

compassion and love. He explained the obligation to the law, but emphasized that true virtue and

character encompassed more than simply complying with minimum legal requirements or a quid pro

quo response in relationships. In the Sermon on the Mount, Christ taught that the standard of

virtuousness went beyond loving one’s neighbor but included loving one’s enemies and praying

genuinely for those “who despitefully use you lii.” His disciples testified that his words were the truth liii

and Christ confirmed that they were correct. “I am the way, the truth, and the life” he declared liv. The

6
gospel Christ taught was about turning to the light, or turning to God so that one could follow a path

free from sinlv. Christ confirmed to his followers that he had sought to follow such a path lvi and

encouraged them to do the same – declaring in no uncertain terms the importance of seeking personal

perfection in one’s lifelvii but showing love to all despite their imperfections lviii.

6) Absence of Humility

The role of humility for leaders has been periodically acknowledged for millennia lix and was

spotlighted in 2001 as a key characteristic of “Level 5 Leaders” by Jim Collins in his landmark book, Good

to Greatlx. Collins characterized humility as being composed of 1) personal modesty about

accomplishments; 2) quiet determination, as opposed to charisma; 3) ambition focused on the

achievements of all, rather than on oneself; 5) a willingness to accept personal responsibility for failures

that occur; and 5) appropriate acknowledgement of the role of others in achieving successes lxi. Humility

is often described as “a correct understanding of oneself lxii.” Leadership humility involves self-reflection

and self-knowledge, a clear understanding of how one’s behaviors contributes to achieving a desired

goal, an acknowledgement of duties owed to others, and a commitment to a noble purpose or

outcomelxiii. Self-serving behaviors and the pursuit of self-interest are qualities that conflict with

leadership humilitylxiv. But leaders with humility also take action out of a genuine concern for others with

their unique abilities, correctly understanding who they are and recognizing the powerful contribution

that they can makelxv.

Jesus Christ was a man of great humility and that humility was reflected frequently throughout

the gospels and the writings of his apostles. In writing about Christ in the book of Hebrews, the writer

declares that “(t)hough he were a son (of God), yet learned he obedience by the things that he

sufferedlxvi.” Jesus declared that he was sent to do his Father’s will and did not act to promote himself or

his own teachingslxvii. But Christ clearly understood his mission and recognized that he was sent to do

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what no one else could accomplish. At the same time, he sought no political power or earthly rewards

and entered Jerusalem on the back of a humble donkey--fulfilling a prophecy found in the book of

Zechariahlxviii. Christ’s mission demonstrated that he willingly accepted his role in providing a gift for

mankind that no one else could ever fulfill – and despite the costs of his own personal sacrifice he

realized that it was his and only his to make.

7) Failure to Forgive

One of the common mistakes of would-be leaders is their inability to accept the imperfections of

others and their unwillingness to forgive others’ mistakes. Forgiveness does not imply the condoning of

the mistakes of others, but it acknowledges that the experiences that occur from failures can often

teach important truthslxix. Great leaders recognize that helping others to learn and to grow is not only a

part of the teaching process but the demonstration of a commitment to the welfare, growth, and

wholeness of otherslxx. Forgiveness may not accept other’s performance as good enough, but

nonetheless accepts and cares about the individual lxxi. Forgiving others and helping them to succeed

enables leaders to rebuild relationships and is a powerful contribution to the leader-follower

associationlxxii.

For Christ, forgiveness of self and of others was a foundation of repentance. The Greek

metanoia, the word for repentance, means to change one’s mind or to change one’s heart and was a

foundation principle of the gospel that Christ repeatedly taught. To the woman taken in the very act of

adultery, Christ’s words were a profound comfort – both to her and to all who have made mistakes lxxiii.

Christ told those who would stone her, as set forth under Jewish law, “He that is without sin among you,

let him first cast a stone at her lxxiv.” When those condemning the woman meekly left, Christ

acknowledged their leaving and said, “Neither do I condemn thee: go and sin no more lxxv.” Forgiveness,

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like love, enabled Christ to demonstrate his commitment to others, to their welfare, to their happiness,

and to their highest potentiallxxvi.

8) Misguided in Purpose

A key requirement of effective leaders is that they clearly understand their purpose and keep it

constantly in focus. The evidence confirms that successful leaders and organizations focus not on

profitability but on benefiting their customers and serving society lxxvii. Those companies have proven to

be most profitablelxxviii. Leaders with focus and an awareness of what matters most, govern their actions

based upon what is most important rather than being distracted by less important priorities that seem

to be more urgentlxxix. Leaders with a clear purpose “Begin with the end in mind” and do not lose sight of

their prioritieslxxx. Clarifying an organization’s mission and purpose and articulating a clear path to

achieving priorities are well established as important tasks of successful leaders lxxxi.

Jesus Christ clearly understood his role and purpose, spent 40 days immediately preceding his

ministry in preparationlxxxii, and focused all of his efforts on his divine calling lxxxiii. Following his 40 days in

the wilderness, Christ appeared in the synagogue in the City of Nazareth. Reading from the book of

Isaiah ^1:1. Christ read, “The Spirit of the Lord is upon me, because he hath anointed me to preach the

gospel to the poor; he hath sent me to heal the brokenhearted, to preach deliverance to the captives,

and recovering of sight to the blind, to set at liberty them that are bruised, (t)o preach the acceptable

year of the Lordlxxxiv.” He then declared “This day is this scripture fulfilled in your ears lxxxv.” Christ declared

without equivocation that he “had come to seek and save that which is lost lxxxvi”, to die for the sins of all

the world, and to be an advocate for mankind with the Father lxxxvii. As his mission began to draw to a

close, he recognized that he had yet to be sacrificed for the sins of the world. In his great High Priestly

prayer, “I have glorified thee on the earth: I have finished the work which thou gavest me to do lxxxviii.”

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That work culminated with his sacrifice for the sins of the world, his resurrection, his appearance to the

apostles in which he completed preparing them for their mission, and his ascension into heaven.

9) Deficiency in Capacity

The ability of a leader to achieve desired outcomes – their dynamism and capacity to produce

intended results – is a critical success factor of leaders lxxxix. In being perceived as credible and competent,

the ability to successfully execute a plan of action distinguishes those who are truly effective from

would-be leadersxc. The capacity to achieve results -- by integrating the qualities of character,

competence, and caring that are essential to that capacity -- differentiate leaders who are able to

achieve their goals from those who underachieve xci. Capacity demands the profound knowledge of what

is required to succeedxcii, coupled with a persistence and passion to achieve a worthy outcome xciii.

As a leader who inspired others to change their lives, to achieve far beyond what they had ever

thought was possible in themselves, and as the exemplar of that which he taught, Jesus Christ

demonstrated capacity and the complete integration of noble virtues worthy of others’ trust. His

ministry demonstrated the power to lift others’ lives, to inspire and empower them to serve others, and

to motivate them to devote the remainder of their lives to that which he professed. His message of

faith, repentance, and obedience has also motivated others for the past two millennia to develop and

emulate his quest for personal excellence and devotion.

10) Lacking in Love

The importance of leaders demonstrating a profound commitment to the interests of those whom

they serve – a genuine love for others – has increasingly been recognized as a quality of great

leadershipxciv. Love includes a willingness to sacrifice on behalf of another xcv, to surrender one’s freedom

to anotherxcvi, and is truly a gift of oneself xcvii. At the same time those who love others teach them

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 xcviii
accountability and the qualities of self-discipline, self-respect, and self-control. . Love includes and

transcends caringxcix and includes a desire to serve others and to help them excel c. Loving others is done

with a leader’s intent to help others to succeed and to become their best ci. Such leadership integrates

love with other virtuescii – transcending a command and control paradigm and replacing it with

leadership based upon commitment and trust ciii.

Throughout his ministry Jesus Christ taught his followers the importance of love and its relationship

to serving others. When asked by a Pharisee lawyer, “Master, which is the great commandment in the

law?” Christ answered that love of God, love of oneself, and love of one’s neighbors constituted “all the

law and the prophetsciv.” Not only did Christ teach that principle but demonstrated it toward everyone

whom he encountered. He testified to the apostles of his love for them. He said, “As the Father hath

loved me, even so have I loved you; abide in my love cv.” His gospel, he declared, was a gospel of love:

“This is my commandment, that you love one another as I have loved you. Greater love has no one than

this, than to lay down one’s life for one’s friends cvi.” This principle of love encompassed the great

message of Jesus and epitomized his great example as a leader.

These ten causes, and other shortcomings, create leadership failure in honoring relationships with

others which result in losing others’ trust and followership. Contrasting the qualities of many leaders

with the higher standards required for success, Jesus Christ possessed all ten of the positive attributes

which are the antitheses of these weaknesses. By understanding the differences between our own

conventional thinking, fuzzy misperceptions, individual propensities, and personal foibles, each one of us

can identify how we can reassess our own leadership limitations. Recognizing the importance of Christ’s

personal example and understanding how his actions contrasted with these ten common causes provide

rich insights about not only Christ’s uniqueness but the wisdom of his approach to relationships with

others in our own lives as we seek to also lead and serve.

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i
See p. 5 of Barnard, C. I., (1938). The Functions of the Executive. Cambridge, MA: Harvard University Press.
ii
The Functions of the Executive was cited as the second most influential business book of the 20th century by the
Academy of Management, as reported by Bedeian, A. G., and Wren, D. A., (2001). “Most Influential Management Books of
the 20th Century.” Organizational Dynamics, Vol. 29, Iss. 3, pp. 221-225.
iii
See Christensen. C. M., (2016). The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston,
MA: Harvard Business School Press.
iv
A 2017 Gallup survey about trust in major institutions that trust in those organizations has risen slightly to 35% from 32%
-- or that one in three persons trust those institutions. See “State of the American Workplace” found online on September
27, 2017 at: http://news.gallup.com/poll/212840/americans-confidence-institutions-edges.aspx
v
See Mann, A. and Harter, J., “The Worldwide Employee Engagement Crisis.” Gallup January 7, 2015 found online on
September 27, 2017 at http://news.gallup.com/businessjournal/188033/worldwide-employee-engagement-crisis.aspx.
vi
This statistic is found in Modern Survey, (2015). “The State of Employee Engagement – Spring 2015” found online on
September 27, 2017 at http://www.modernsurvey.com/wp-content/uploads/2015/04/The-State-of-Engagement-Report-
Spring-2015.pdf.
vii
See the Gallup report, “Confidence in Institutions” (2017) found online on October 26, 2017 at
http://news.gallup.com/poll/1597/confidence-institutions.aspx.
viii
Pfeffer makes this powerful assessment in Pfeffer, J., (1998). The Human Equation: Building Profits by Putting People
First. Boston, MA: Harvard Business Review Press.
ix
Treating others as “Yous” rather than as “Its“was recognized by the German philosopher, Martin Buber, as a
distinguishing factor of caring interpersonal relationships. See Buber, M., and Kaufmann, W., (1971). I and Thou. New
York: Touchstone.
x
Christ contrasted conventional wisdom with this higher standard in Matthew 5: 43-45.
xi
Christ advocated, “Be ye therefore perfect” in Matthew 5: 48.
xii
See Matthew 6:33 for this wise advice.
xiii
This tendency to “satisfice” or to accept an available option as satisfactory was identified by Nobel Laureate, Herbert
Simon in Simon, H. A., (1997). Administrative Behavior (4 th ed.) New York: Free Press. Simon acknowledged that leaders
were often overloaded with choices and information and “satisficed” rather than carefully analyzing the consequences of
their choices.
xiv
Collins began his best-selling book, Good to Great, with the words, “Good is the enemy of great.” See Collins, J., (2001).
Good to Great: Why Some Companies Make the Leap . . . . And Others Don’t. New York: HarperCollins. Collins’ quote is an
adaptation of Voltaire’s comment that “perfect is the enemy of good.”
xv
Efforts to copy competitors’ best practices fail to distinguish a company from competitors, as noted by Pfeffer, J., (1998)
op. cit.
xvi
This point is the theme of many scholars. See, for example, Caldwell, C., and Anderson, V., (2017). Competitive
Advantage: Strategies, Performance, and Management. Hauppage, New York: NOVA Publishing
xvii
See Matthew 5: 41 and verses following.
xviii
Organizational Citizenship Behavior, or extra-mile commitment, is acknowledged as a key to wealth creation and
competitive advantage. See Organ, D. W., and Podsakoff, P. M. (2006). Organizational Citizenship Behavior: Its Nature,
Antecedents, and Consequences. Thousand Oaks, CA: Sage.
xix
His message was to repent – meaning to turn to God and live or to change their mind and heart. See Caldwell, C., Dixon,
R. D., Atkins, R., and Dowdell, S. M., (2011). “Repentance and Continuous Improvement: Ethical Implications for the
Modern Leader.” Journal of Business Ethics, Vol 102, Iss. 3, pp. 473-487.
xx
Christ counseled people to strive to be perfect in the Sermon on the Mount. See Matthew 5: 48.
xxi
Jim Collins encouraged individuals and companies to identify what they loved to do, what the world would reward them
for doing, and what they did at a world class level – calling this idea the “hedgehog concept.” See Collins, J., (2001) op. cit.
xxii
Stephen R. Covey encouraged people to “find their voice and help others find theirs.” That theme is the profound
message in Covey, S. R., (2004). The 8th Habit: From Effectiveness to Greatness. New York: Free Press.
xxiii
The importance of modeling the way has been identified as a critical task of leaders in Kouzes, J. M. and Posner, B. Z.,
(2016). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (6th ed.). San Francisco,
CA: Jossey-Bass.
xxiv
This definition of leadership is found on p. 98 of Covey, S. R., (2004) op. cit.
xxv
See Goelman, D., (2007). Social Intelligence: The New Science of Human Relations. New York: Bantam.
xxvi
Control blindness is explained in Willett, A. B. S., Marken, R. S., Parker, M. G.., and Mansell, W., (2017). “Control
Blindness: Why People Can Make Incorrect Inferences about the Intentions of Others.” Attention, Perception, and
Psychophysics, Vol. 79, Iss. 3, pp. 841-849.
xxvii
Goleman, D., Boyatzis, R. E. and McKee, A., (2013). Primal Leadership with a New Preface by the Authors: Unleashing
the Power of Emotional Intelligence. Boston, MA: Harvard Business School Publishing.
xxviii
Ibid.
xxix
The nature of spiritual intelligence is described by Covey, S. R., (2004) op. cit.
xxx
Target analysis and accuracy of perception is found in Kenny, D. A., (1994). Interpersonal Perception: A Social Relations
Analysis. New York: The Guilford Press.
xxxi
This event is recounted in Luke Chapter 20. See, particularly, verse 25.
xxxii
This conversation is found in John Chapter 4.
xxxiii
Insights about this conversation can be found in an online article, Higgs, L. C., (2008). “The Woman at the Well: Thirsty
for Truth – A Study of John 4: 5-42.” Today’s Christian Woman, July found online on September 29, 2017 at
http://www.todayschristianwoman.com/articles/2008/july/woman-at-well.html .
xxxiv
This important ability to communicate effectively is often discussed by leadership experts. It is a consistent message in
the best-selling book, Kouzes, J. M., and Posner, B. Z., (2017). The Leadership Challenge: How to Make Extraordinary
Things Happen in Organizations (6th ed.). San Francisco, CA: Jossey-Bass.
xxxv
Among the many sources that discuss the importance of effective communication and the unfortunate frequency of
ineffective interpersonal relationships is Albrecht, K., (2009). Social Intelligence: The New Science of Success. San
Francisco, CA: Jossey-Bass.
xxxvi
For example, see Harbin, J. and Humphrey, P., (2010). “Teaching Management by Telling Stories.” Academy of
Educational Leadership Journal, Vol. 14, Iss. 1, pp. 99-106.
xxxvii
See in particular Chapters 11 and 12 of Kouzes, J. M., and Posner, B. Z., (2017) op. cit.
xxxviii
Ibid.
xxxix
This insight comes from Collins, J., (2001) op. cit.
xl
See, for example, Johnson, W. E., (2014). Digging Into Jesus’ Parables. New York: Create Space Independent Publishing.
xli
See Luke 15: 8-10.
xlii
See Luke 10: 25-37.
xliii
Although this parable is one of the shorter parables, it is found in Matthew 13:31–32, Mark 4:30–32, and Luke
13:18–19.
xliv
See Matthew 13: 1 – 23.
xlv
See Boice, J. M., (2016). The Parables of Jesus. Chicago, IL: Moody Publishing.
xlvi
See Kouzes, J. M., and Posner, B. Z., (2011). Credibility: How Leaders Gain and Lose It, Why People Demand It. San
Francisco, CA: Jossey-Bass.
xlvii
Ibid.
xlviii
The literature about trust and trustworthiness confirm the critical importance of integrity as a foundation of leadership
and trust. See, for example, Mayer, R. C., Davis, J. H., and Schoorman, F. D., (1995). “An Integrative Model of
Organizational Trust” Academy of Management Review, Vol. 20, Iss. 3, pp. 709-734 which has been cited more than
16,000 times by other scholars.
xlix
Max DePree addresses the integrity-based obligations of leaders in DePree, M., (2004). Leadership is an Art. New York:
Crown Publishing.
l
See, for example, Atwijuka, S., and Caldwell, C., (2017). “Authentic Leadership and the Ethic of Care.” Journal of
Management Development, Vol. 36, Iss. 8, pp. 1040=1051
li
See also Caldwell, C., and Ndalamba, K. K., (2017). “Trust and Being ‘Worthy’ – The Keys to Creating Wealth.” Journal of
Management Development, Vol. 36, Iss. 8, pp. 1076-1086.
lii
See Matthew 5: 44 and similar verses in the Sermon on the Mount that clarify this higher standard for those who seek to
become the children of God.
liii
See John 1: 14-17.
liv
See John 14:6.
lv
The concept of shub or shube, the Hebrew word for repentance, means to turn to God in rejoicing.
lvi
See John 14: 7-9.
lvii
See Matthew 5:48.
lviii
See Matthew 26:34 for an account of Christ telling Peter that he would deny him three times that very night.
lix
Several early Chinese philosophers emphasized the importance of leadership humility. See, for example, Ni, H. C., (1995).
The Complete Works of Lao-Tzu, Tao-Teh Ching, and Hau Hu Ching. New York: Seven Star Communications.
lx
Level 5 Leaders were identified by Collins and his researchers as leaders who combined both humility and fierce resolve.
See Collins, J. (2001) op. cit.
lxi
This definition of humility is found in Collins, J., (2005). “Level 5 Leadership: The Triumph of Humility and Fierce
Resolve.” Harvard Business Review, Vol. 83, No. 7/8, pp. 136-146.
lxii
Caldwell, C., Ichiko, R., and Anderson, V., (2017). “Understanding Level 5 Leaders -- The Ethical Perspective of Leadership
Humility.”Journal of Management Development, Vol. 36, Iss. 5, pp. 724-732.
lxiii
Ibid.
lxiv
See, for example, DePree, M. (2004) op. cit. and Block, P., (2013). Stewardship: Choosing Service Over Self-Interest. San
Francisco, CA: Jossey-Bass.
lxv
Caldwell, C., Ichiko, R, and Anderson, V., op. cit.
lxvi
See Hebrews 5: 8 and verses following for the writer’s description of Christ’s humility and majesty.
lxvii
See, for example, John 5:30, John 6: 38, John 7:28, and John 8: 28 as Christ’s declaration of his understanding of his
mission.
lxviii
See Zechariah 9:9.
lxix
This valuable reality is much of what repentance and growth are all about. See also Melock, L. S., (2015). “Don’t Fear
Failure: 9 Powerful Lessons We Can Learn from Mistakes.” Huff Post Jan 4 found online on October 5, 2017 at
https://www.huffingtonpost.com/lisabeth-saunders-medlock-phd/dont-fear-failure-9-powerful-lessons-we-can-learn-
from-our-mistakes_b_6058380.html.
lxx
This great truth is explained in some detail in Caldwell, C., and Dixon, R. D. (2010). “Love, Forgiveness, and Trust: Critical
Values of the Modern Leader.” Journal of Business Ethics, Vol. 93, Iss. 1, pp. 91-101.
lxxi
This powerful point is made by Greenleaf, R. K., (1998). The Power of Servant Leadership. San Francisco, CA: Berrett-
Koehler Publishers.
lxxii
See Ren, H. and Gray, B., (2009). “Repairing Relationship Conflict: How Violation Types and Culture Influence the
Effectiveness of Restoration Rituals.” Academy of Management Review, Vol. 34, Iss. 1, pp. 105-126,
lxxiii
This powerful story is told in John 8: 3-11.
lxxiv
Ibid., vs. 7.
lxxv
Ibid. vs. 11.
lxxvi
Caldwell, C. and Dixon, R. D., (2010) op. cit.
lxxvii
Collins, J. and Porras, J. I. (2004). Built to Last: Successful Habits of Visionary Companies. New York: Harper Business.
lxxviii
Ibid. Collins and Porras emphasize that these companies are “built to last.”
lxxix
This critical leadership principle is made in Covey, S. R., Merrill, A. R., and Merrill, R. R. (1996). First Things First. New
York: Fireside.
lxxx
See Covey, S. R., (2013). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change – Special
Edition. New York: Simon & Schuster.
lxxxi
Kouzes, J. M., and Posner, B. Z., (2017) op. cit.
lxxxii
See Luke 4: 1 -13
lxxxiii
See John 17:4.
lxxxiv
Found in Luke 4:18-19.
lxxxv
Luke 4: 21.
lxxxvi
Luke 19:10.
lxxxvii
John so declares Christ’s mission in 1 John 2: 1-2.
lxxxviii
John 17:4.
lxxxix
This dynamism or ability to produce outcomes was identified by followers as one of the keys to leadership credibility in
Kouzes, J. M., and Posner, B. Z., (2011) op. cit.
xc
See Pfeffer, J., (1998) op. cit.
xci
For a discussion of capacity and its importance, see Caldwell, C., and Ndalamba, K. K., (2017). “Trust and Being ‘Worthy’
– The Keys to Creating Wealth.” Journal of Management Development, Vol. 36, Iss. 8, pp. 1076-1086.
xcii
This “profound knowledge” is addressed by Deming, W. E. (2000). Out of the Crisis. Cambridge, MA: MIT Press and is
identified as an understanding of the interrelated factors so critical to success.
xciii
This combination of persistence and passion that is so important in achieving results is described in Duckworth, A.,
(2016). GRIT: The Power of Passion and Perseverance. New York: Scribner.
xciv
Caldwell, C. and Dixon, R. D., (2010) op. cit.
xcv
This point was made by Dag Hammarskjold, former Secretary General of the United Nations. See Hammarskjold, D.,
(2001). Markings. New York: Alfred A Knopf.
xcvi
See Koestenbaum, (2002). Leadership: The Inner Side of Greatness, A Philosophy for Leaders, New and Revised. San
Francisco, CA: Jossey-Bass.
xcvii
Fromm, E., (1956). The Art of Loving. New York: HarperCollins.
xcviii
Ibid.
xcix
Autry has written a superb book about love and caring leadership and its practical application in business. See Autry, J.
A., (1991) Love and Profit: The Art of Caring Leadership. New York: Avon Books.
c
This stewardship role is identified by DePree, M., (2004). Leadership is an Art. New York: Crown Publishing, Chapter 1.
ci
This dedication to the welfare of others and to helping them to be their best is at the heart of Stephen Covey’s simple
definition of leadership: “treating others so well that they come to recognize their greatness and strive to achieve it.” See
Covey, S. R., (2004) op. cit., p. 98.
cii
Batten, J. (1999).” Lead with Love.” Executive Excellence, Vol. 16, Iss. 6, p. 14.
ciii
Ibid. See also, Beer, M., (2009) op. cit.
civ
This incident is recorded in Matthew 22: 34-40.
cv
John 15:9.
cvi
John 15: 12-13.