Advertisement

Leading from the Heart: Lessons from Christian Leadership

  • Peter M. Lewa
  • Susan K. Lewa
  • Sarah M. Mutuku
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

This chapter examines the key principles of Christian leadership and how this type of leadership has important lessons in regard to leading from the heart. The chapter first provides an overview of leadership as a historical and prominent phenomenon. Subsequently, an outline is provided of key leadership theories, including trait theory, behavioral theory, contingency and contemporary theories, strategic and supervisory theories, and upper echelon theory; new leadership theories, such as charismatic, transformational, and visionary leadership; and emergent leadership theories, which explore behavioral and cognitive complexity as well as social intelligence. The chapter then focuses on leading from the heart, which involves the choice to be a servant leader. An important aspect discussed therein is Christian leadership as part of religious leadership and based on belief in and reverence for God or a deity. Christian leaders are engaged leaders who are future-focused individuals who lead from the heart.

Keywords

Christian leadership Leading from the heart Trait theory Behavioral theory Transformational leadership 

References

  1. Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. London: Sage.Google Scholar
  2. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968.CrossRefGoogle Scholar
  3. Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press; Collier Macmillan, New York, NY.Google Scholar
  4. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 8, 19–31.CrossRefGoogle Scholar
  5. Bass, B. M. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130.CrossRefGoogle Scholar
  6. Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
  7. Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.Google Scholar
  8. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Mahwah: Lawrence Erlbaum Associates, Inc..Google Scholar
  9. Bass, B. M. (2007). Executive and strategic leadership. International Journal of Business, 12(1), 33–52.Google Scholar
  10. Beukman, T. L. (2005). The effect of selected variables on leadership behaviour within the framework of a transformational organisation paradigm (Doctoral dissertation, University of Pretoria).Google Scholar
  11. Boal, K. B., & Hooijberg, R. (2000). Strategic leadership research. Moving On. Leadership Quarterly, 11(4), 515–549.CrossRefGoogle Scholar
  12. Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003). A review of leadership theory and competency frameworks. University of Exeter: Centre for Leadership Studies.Google Scholar
  13. Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. The Leadership Quarterly, 10(2), 145–179.CrossRefGoogle Scholar
  14. Cossin, D., & Caballero, J. (2013). Transformational Leadership, background literature review. Working Paper, IMD Business School.Google Scholar
  15. Drucker, P. F. (2007). Management: Tasks, responsibilities, practices. HarperBusiness, New York, NY.Google Scholar
  16. Downton, J. V. (1973). Rebel Leadership: Commitment and Charisma in the Revolutionary Process. Free Press, New York, NY.Google Scholar
  17. Gomes, A. R. (2014). Transformational leadership: Theory, research, and application to sports. In: C. Mohiyeddini (Ed.), Contemporary topics and trends in the psychology of sports (pp. 53–114). New York: Nova Science Publishers.Google Scholar
  18. Dubrin, A. (2001). Leadership: Research findings, practice, and skills, 3rd Ed. Houghton Mifflin, Boston, MA.Google Scholar
  19. Haggai, J. E. (1986). See this image Lead on: Leadership That Endures in a Changing World. Word Books. N/A.Google Scholar
  20. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. The Academy of Management Review, 9(4), 193–206.CrossRefGoogle Scholar
  21. Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929–964.CrossRefGoogle Scholar
  22. Hitt, M. A., Bierman, L., Uhlenbruck, K., & Shimizu, K. (2006). The importacne of resources in the internationalization of professional service firms: The good, the bad and the ugly. Academy of Management Journal, 49, 1137–1157.CrossRefGoogle Scholar
  23. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2013). Strategic management: Competitiveness & Globalisation (11th ed.). Stamford: Cengage Learning.Google Scholar
  24. Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic entrepreneurship: Creating value for individuals, organizations and society. Academy of Management Perspectives, 25(2), 57–75.CrossRefGoogle Scholar
  25. Hitt, M. A., Keats, B. W., & DeMarie, S. M. (1998a). Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. The Academy of Management Executive, 12(4), 22–42.Google Scholar
  26. Hitt, M., Ricart, J. E., & Nixon, R. D. (1998b). New managerial mindsets: Organizational transformation and strategy implementation. New York: John Wiley & Sons.Google Scholar
  27. House, R., & Aditya, R. (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23, 409–473.CrossRefGoogle Scholar
  28. Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4), 779–796.CrossRefGoogle Scholar
  29. Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership. Locus of control and support for innovation: Key predictors of consolidated business-unit performance. Journal of Applied Psychology, 78, 891–902.CrossRefGoogle Scholar
  30. Howell, J. P. & Costley, D. L. (2001). Understanding Behaviors for Effective Leadership, 1st Edition. Pearson, New York, NY.Google Scholar
  31. Jacques, E. (1989). Requisite organization. Arlington, VA: Cason Hall.Google Scholar
  32. Jyoti, J., & Bhau, S. (2015). Impact of transformational leadership on job performance. SAGE Open, 5(4), 1–13.CrossRefGoogle Scholar
  33. Kahl, J., & Donelan. (2004). Leading from the heart. Choosing to be a servant leader. Westlake: Jack Kahland Associates.Google Scholar
  34. Kotter, J. P. (2001,). What leaders really do. Havard Business Review, 1–12.Google Scholar
  35. Kreitner, R., Kinicki, A., & Buelens, M. (2002). Organizational behaviour. McGraw Hill, New York, NY.Google Scholar
  36. Lewa, P. M. (2007). Concept Note by the Government on Development of Transformative Leadership Development Strategy for the Public Service. Nairobi.Google Scholar
  37. Lock, P. K. (2001). An investigation of the relationship between transformational leadership and constructive organizational culture. Unpublished doctoral dissertation, Marywood University, Ann Arbor.Google Scholar
  38. McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.Google Scholar
  39. Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage.Google Scholar
  40. Pawar, B. S., & Eastman, K. K. (1997). The nature and implications of contextual influences on transformational leadership: A conceptual examination. The Academy of Management Review, 22(1), 80–109.Google Scholar
  41. Rowe, W. G. (2001). Creating wealth in organizations: The role of strategic leadership. Academy of Management Executive, 15(1), 81–94.CrossRefGoogle Scholar
  42. Rust, J. (2015). My Best. With Your Best. For Your Best. Available at: http://www.purposefulpartnerships.com/philosophy.aspx
  43. Sanders, T. T., & Davey, K. S. (2011). Out of the Leadership Theory Jungle: A proposed Meta-Model of Strategic Leadership. Allied Academic International Conference (pp. 41–46). Orlando, Florida: DreamCathers Group LLC.Google Scholar
  44. Stanko, J. (2012). New Competencies for Global Leaders. PurposeQuest. Available at: http://www.purposequest.com/assets/pdfs/misc/leadership/fivecompetencies.pdf
  45. Spaulding, T. (2015). The Heart led Leader: How living and leading from the Heart will change your organization and your life, Crown Business, New YorkGoogle Scholar
  46. Tommy, S. (2015). The heart led leader: How living and leading from the heart will change your organization and your life. New York: Crown Business.Google Scholar
  47. The Christian Leadership Center at Andrews University, February 25, 2003.Google Scholar
  48. Wang, X.-H., & Howell, J. M. (2010). Exploring the dual-level effects of transformational leadership on followers. Journal of Applied Psychology, 95(6), 1134–1144.CrossRefGoogle Scholar
  49. Waldman, D. A., & Yammarino, F. J. (1999). CEO charismatic leadership; levels of management and levels of analysis effects. Academy of Management Review, 24(2), 266–285. www.amazon.com/Leading-Heart-Servant-Leader/dp/0975864106.Google Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  • Peter M. Lewa
    • 1
  • Susan K. Lewa
    • 2
  • Sarah M. Mutuku
    • 3
  1. 1.Chandaria School of BusinessUnited States International University AfricaNairobiKenya
  2. 2.Kairu & McCourt AdvocatesNairobiKenya
  3. 3.Oxnard Union HighschoolOxnardUSA

Personalised recommendations