If we understand leadership to be a process of relational influence, then the Bible is probably the oldest and longest book ever written demonstrating all the varied aspects of leadership.

There is God’s influence over the Israelites, the first Christian communities and throughout the world. Beginning in Genesis 3, following the completion of God’s first crack at enterprise expansion, the story finds Adam and Eve in the Garden flourishing under God’s direction. Then an external factor enters and the human tendency towards mistrust, doubt, and ego reveal themselves. Adam and Eve get dismissed from their assignment, and left to go on and encounter their own set of leadership challenges related to recognition and conflict resolution (Callahan, 2013).

Might the circumstances have been different if their had been a greater sense of unified commitment? Northouse (2013) notes that it is a misnomer to call a work group a team but treat the members individually. Teams do not just happen, they must have a developed sense of unity and a shared identification. This is developed by involving team members in all aspect of a process. This example also illustrates clearly shortcomings of the team model – additional skills must be developed in team members to deal with the external environment (i.e.- How to Deal With the Snake in the Grass); coaching and training skill sets might be especially applicable in this particular approach.

Drew(2010) tells us that true leadership and influence are employed not by use of coercive tactics and imposing ones power to oppress others, but through using one’s power and influence to enable other’s to achieve worthwhile goals. Drew goes on to note that those who intentionally set out to seize power for their own selfish means are typically those who are the weakest, laziest and least capable of influencing. Conversely, the author notes, those who engage the willing involvement of others to a cause are the true leaders.

Northouse (2013) notes that leaders dealing with their teams and issues of power must strongly consider when and how to leverage their influence to improve team functioning. In making this decision, the author notes the leader should examine the following for questions when considering an approach: 1) Decide whether to monitor or take action. 2) Decide whether you are intervening to affect the task or relationships. 3) Decide whether to intervene internally(i.e.- team dynamics, confusion on expectations) or externally(outside team, other teams, operating environment). The author concludes that effective leader will know when to respond with the exact appropriate actions to address team issues and move the project forward.

 References:

Callahan, S. (2013). Religious Leadership : A Reference Handbook. Thousand Oaks, CA: SAGE Publications, Inc.

Drew, G. M. (2010). Enabling or “Real” Power and Influence in Leadership. Journal of Leadership Studies. 4(1). pp. 47-58.

Northouse, P.G. (2013). Leadership Theory and Practice. Thousand Oaks, CA: Sage, Inc.