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1.1 LEADERSHIP DESCRIBED

It is a process of directing and influencing another individual or group of individual to

accomplish a goal. It is the art and ability of inspiring, guiding, and directing people so
that they ardently desire to do what the leader wishes.
Therefore, Leadership involves three things the leader, the follower and the situation.
The leader should be capable of influencing the behavior of followers for attainment of
desired objectives.

1.2 CHARACTERISTIC OF A GOOD LEADER

1. Search for opportunities for change and improvement

A leader is rarely satisfied with the way things are. Instead, the leader regularly takes
his/her nose off the grindstone and looks ahead into the future to envision how things
could be. Leaders are change agents. They are never satisfied with the status quo, but
believe that with a bit of effort things could be much better. Given this belief, leaders are
the ones who have ideas or dreams about ways to improve a situation.

2. Experiment and take risks

A leader is not afraid of failure, believing that failure is never the end of the road, but
merely a stepping-stone to eventual success.

3. Envision the future

A leader always has a future orientation, an eye for what might be.
This is not an empty, wishful thinking for things to be better. The leader agrees with the
saying: “If wishes were horses, beggars would ride.” A leader does not just wish for a
better future. Instead, he/she forms a vision of what that better future could be and has
a general idea of how to get there.

4. Enlist others to follow

An individual can be a leader only if he/she has people who are ready to follow his/her
lead. Therefore, to be a leader, one has not only to form a vision of a better future, but
has to persuade others to come along on the march to that future.
This means that a leader has to be a salesperson. The potential followers are the
customers. The envisioned future is what the leader is selling.

5. Foster collaboration
A leader cannot make the envisioned future real by himself/herself. The leader
negotiates with the followers over what steps they should all take to make it happen. No
leader brings about a better future on his/her own.

6. Fostering team work

A leader realizes that a group of individuals, each doing their own thing, doesn’t
succeed like a team of individuals working together. Instead, the leader tries to create a

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cooperative atmosphere in which followers collaborate (work together) to build the
future.

7. Empower followers
A leader knows that people who never lift a finger to help themselves do not appreciate
what others do for them. However, worse, those who do not help themselves eventually
make themselves incapable of helping themselves. We all seem to agree with the
wisdom: “Give a person a fish and you have fed him/her for a day. 'Teach an individual
to fish, and you have empowered that person to feed him/herself for a life time.”

8. Lead by doing
A leader must practice what he/she preaches; he/she walks his/her talk. A leader
realizes that followers will do as he/she does, not just, what he/she says.

9. Build commitment to action

A leader knows that there are three aspects in human behavior: the cognitive, the
emotional, and the co native. The cognitive aspect refers to thoughts, opinions, beliefs,
and information. Human beings make decisions and act based on how they interpret a
situation or person. The emotional aspect refers to one’s feelings, attitudes, and values.
These too shape human behavior. We will do those things we like, avoid those we
dislike, and expend energy for something that we value. The co native aspect refers to
the will to act, to resolve, to commitment. Without the presence of this aspect, our
behavior is quickly broken or never activated. The leader knows that if he/she wants to
change things, he/she must make sure that followers have a commitment to the
proposed change.

10. Recognize contributions

A leader knows that to motivate his/her followers, he/she must reward the efforts of
his/her followers. This reward need not be monetary. Several psychological studies
have shown that people respond more often and strongly to public recognition than to
monetary awards. The leader knows that it is important to recognize any and all efforts
that are in the direction of the desired behavior. If a leader only rewards success,
he/she runs the risk of making people wary of ever taking on a task unless it is a “sure
bet.”
On the other hand, a leader does not punish failure, because he/she knows that that
can stop followers from ever volunteering for something at which they might not
succeed. The leader focuses more on efforts than results.

11. Celebrate accomplishments

Those organizations that he found to be “excellent” always take time out to recognize
staff contributions and to celebrate accomplishments. Obviously, a leader knows that
he/she must be sincere in doing this; people know when your actions are just “window
dressing.” People seem to respond positively to certificates, plaques, and photo
displays of themselves as “Employee of the Month.”

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 12. Foster Conflict Resolutions (win-win)
Effectively handles disagreements and conflicts. Settles disputes by focusing on solving
the problems, without offending egos. Leader Provides support and expertise to other
leaders with respect to managing people.

1.3 THOUGHTS FROM SCRIPTURE ON LEADERSHIP

Humility - Daniel 2:30
Serving even at the expense of dignity John - 13:5
A willingness or desire to lighten the load of those being served/led Matthew - 11:27-
29
Hard workers - I Timothy 5:17
Absence of arrogance - I Peter 5:3
Humility - Matthew 18:1-4 and 20:20-28

1.4 FOUR Cs IN CHRISTIAN (YOUTH) LEADERSHIP

a. Calling
It seems appropriate to begin with Jesus’ words. John 5:30 records Jesus’ statement “I
can do nothing on My own initiative. As I hear, I judge; and My judgment is just,
because I do not seek My own will, but the will of Him who sent Me.” What is translated
as “will” in the last sentence is qelema (Thelema) that implies what God wishes or
commands. The same word occurs eight times in the Gospel of John:
John 1:13, John 4:34, John 5:30, John 6:38, John 6:39, John 6:40, John 7:17, John
9:31.

It seems logical that if Jesus stated in different contexts that his purpose is to do the will
of God, His Father (calling), then it should be the first order for a Christian leader to
comply with the will of God for him/her. However, it is not clear from the verses above
how one knows the calling of God. We gain some insight into how one might know the
will of God from 1Samuel 3:1-10 in which we find God calling Samuel and Samuel, first
believing that Eli had called him and then later learning that God was calling him
responded to God, as he was directed by Eli: “Here I am.”

b. Competence
From the Old Testament beginning in Genesis and moving through the books, the
following verses seem to support a need for competence. In Genesis 47:6 we find a call
for capable men. The land of Egypt is at your disposal; settle your father and your
brothers in the best of the land, let them live in the land of Goshen; and if you know any
capable men among them, then put them in charge of my livestock.

Continuing on in Exodus 31: 1-5 we find God advising Moses that He selected capable
(competent) men, Then the Lord said to Moses, "See, I have chosen Bezalel son of Uri,

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the son of Hur, of the tribe of Judah, and I have filled him with the Spirit of God, with
skill, ability and knowledge in all kinds of crafts - to make artistic designs for work in
gold, silver and bronze, to cut and set stones, to work in wood, and to engage in all
kinds of craftsmanship”
In addition, in Exodus 35:25 we see that “skilled” workers were selected to make
elements for the tent of meeting. It is interesting to note that preceding this mention of
“skilled” the text in Exodus 35:21 says that these people’s hearts were stirred by God
(called).
Exodus 35:21: Everyone whose heart stirred him and everyone whose spirit moved him
came and brought the LORD'S contribution for the work of the tent of meeting and for all
its service and for the holy garments. Exodus 35:25: All the skilled women spun with
their hands, and brought what they had spun, {in} blue and purple {and} scarlet
{material} and {in} fine linen. (NAS) We see in 1Kings 7:14 that it was first wisdom and
understanding (competence in thought) and then skill (competence in craft) that
preceded Hiram’s employment by King Solomon. He was a widow's son from the tribe
of Naphtali, and his father was a man of Tyre, a worker in bronze; and he was filled with
wisdom and understanding and skill for doing any work in bronze. So he came to King
Solomon and performed all his work. From 1 Chronicles 26:30 and 32 we see reference
to the need to have capable people.

c. Confidence
Even with calling and competence, success may not occur to the level that it could if the
leader lacks confidence.
The focus here is on self-perception, rather than reality. While it is possible and
probable that perception matches reality, it is perception that drives this concept.
Successes and failures contribute to a perception of self-efficacy, although when faced
with unfamiliar situations, experience is replaced with self-beliefs of the individual. We
can see an account of this in the account of Elijah’s confrontation with Baal’s priests and
then Elijah’s subsequent confrontation with Jezebel. In 1 Kings 18 we find Elijah
engaging the Priests and challenging them to a contest in which the priests of Baal
would call upon their god to bring fire down and light the sacrificial fire. After the priests
of Baal failed, Elijah took his turn and increased the difficulty by soaking the wood and
the offering with water. Filled with confidence, Elijah prayed and fire came from Heaven
and consumed not only the wood and the offering but the entire altar.

1Kings 18:38: Then the fire of the LORD fell and consumed the burnt offering and the
wood and the stones and the dust, and licked up the water that was in the trench.

Following this success, the account in 1 Kings 18 says that Elijah then killed the 450
prophets of Baal. This is a demonstration of calling, competence, and confidence.
However, following Elijah’s success, which should have increased his perception of his
self-efficacy, Elijah learns that Jezebel is angry with him and seeks his demise as
accounted in 1Kings 19:1-4. In this account, we see a lack of confidence from Elijah in
that while he faced and killed 450 prophets, he now is ready to give up when faced with
one woman.

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Now Ahab told Jezebel all that Elijah had done, and how he had killed all the prophets
with the sword. Then Jezebel sent a messenger to Elijah, saying, "So may the gods do
to me and even more, if I do not make your life as the life of one of them by tomorrow
about this time." And he was afraid and arose and ran for his life and came to
Beersheba, which belongs to Judah, and left his servant there. But he himself went a
day's journey into the wilderness, and came and sat down under a juniper tree; and he
requested for himself that he might die, and said, "It is enough; now, O LORD, take my
life, for I am not better than my fathers.

d. Character
In addition to the prior elements of calling, competence, and confidence, character is a
key element of Christian (biblical) leadership as evidenced in the passages of Psalms 1
and 15; The Beatitudes, Philemon, 1 Peter, and 2 Peter 1:5-1. Character, although in
the fourth position of the four Cs, has a significant amount of material since it seems
that there is a general sense that character is the most important. This is not borne out
though when one looks at the character of Moses when he killed the Egyptian.

Exodus 2:14: But he said, "Who made you a prince or a judge over us? Are you
intending to kill me as you killed the Egyptian?" Then Moses was afraid and said,
"Surely the matter has become known." or in Abraham when he presented his wife as
his sister to the King

Genesis 20:2: Abraham said of Sarah his wife, "She is my sister." So Abimelech king of
Gerar sent and took Sarah. Or when David committed adultery. Although there was a
severe penalty later in this life, he continued to be successful for quite some time.

2 Samuel 11: 3-4: So David sent and inquired about the woman. And one said, "Is this
not Bathsheba, the daughter of Eliam, the wife of Uriah the Hittite?” David sent
messengers and took her, and when she came to him, he lay with her; and when she
had purified herself from her uncleanness, she returned to her house.

The historical accounts of Ahab indicate that he was successful in that his 11 to 19 year
reign, depending on which historical account you read
(http://en.wikipedia.org/wiki/Ahab), produced several cities and intense riches, albeit 1
Kings 16:30 shows that he was not known for good character. Ahab the son of Omri did
evil in the sight of the LORD more than all who were before him.

Thus, from the verses above, we can see that character is not the determinant for
success. While Ahab did not show calling or character, he did show competence and
confidence, the other referents above showed both calling, competence, and confidence
in what they did. The sections that follow show both character and behavior in which the
behavior is the outgrowth of the character.

Psalms 1 provides us with a view of the righteous leader who, through his/her beliefs,
demonstrates characteristics in line with biblical principles. The passage below shows
that a “blessed” leader does not interact with the wicked nor participate with evil people.

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Psalms 1:1-6: How blessed is the man who does not walk in the counsel of the wicked,
nor stand in the path of sinners, nor sit in the seat of scoffers! But his delight is in the
law of the LORD, and on His law he meditates day and night. He will be like a tree firmly
planted by streams of water, which yields its fruit in its season and its leaf does not
wither; and in whatever he does, he prospers. The wicked are not so, but they are like
chaff which the wind drives away. Therefore the wicked will not stand in the judgment,
or sinners in the assembly of the righteous. For the LORD knows the way of the
righteous, but the way of the wicked will perish.

While Psalm 1 begins with what not to do and then moves into what to do, Psalm 15
begins with what to do and then moves into what not to do. Psalm 15: 1-2: O LORD,
who may abide in your tent? Who may dwell on Your holy hill? He who walks with
integrity and works righteousness, and speaks truth in his heart.

Character Summary
From the above, a leader needs the following character traits (there are duplications in
the list since the list reflects the character traits presented above): (a) integrity, (b)
righteous, (c) truthful, (d) helpful, (e) discrete, (f) desire to do good, (g) discriminating,
(h) integrity, (i) sober, ( j) prudent, (k) respectable, (l) hospitable, (m) not quarrelsome,
(n) above reproach, (o) not wasteful/dissipative, (p) submits to control, (q) listens well,
(r) controls one’s speech, (s) avoids intention to harm, (t) avoids dishonesty, (u) avoids
inappropriate speech, (v) is not covetous, (w) avoids hypocrisy, (x) morally excellent,
and (y) self-controlled.

1.5 ETHICS IN LEADERSHIP

We know that leadership in general is about many things – such as, vision, principle and
integrity. Leadership is especially about the power to motivate others through words and
deeds. In addition, ethical leadership is about ethically motivating others in ethical
directions. Obviously, ethical leadership is a complex matter and difficult to give straight
answer which can satisfy to all stakeholders.
Ethical leadership Is knowing your core values and having the courage to live them in
all parts of your life in service of the common good. Ethical leader is a person who acts
with integrity.
Below are some reflections questions to ask on your personal journey toward ethical
leadership:
Will you be the same person at work? At home? In the community?
Will you have the courage to live out your values when there is pressure to
compromise or rationalize?
How do your values contribute to the common good?

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1.6 Components of Ethical Leadership

To be effective, efficient, and excellent, four components of ethical leadership must be

understood and developed: purpose, knowledge, authority, and trust.
The relationship between these four components can be visualized as interrelated
components, as described in the figure opposite. Attention to any one component alone
is incomplete and misleading.

Purpose -The ethical leader reasons and acts with organizational purposes
firmly in mind. This provides focus and consistency.
Knowledge-The ethical leader has the knowledge to judge and act prudently.
This knowledge is found throughout the organization and its environment, but
must be shared by those who hold it.
Authority-The ethical leader has the power to make decisions and act, but also
recognizes that all those involved and affected must have the authority to
contribute what they have toward shared purposes.
Trust-The ethical leader inspires-and is the beneficiary of-trust throughout the
organization and its environment. Without trust and knowledge, people are afraid
to exercise their authority.

1.7 Team Work and leadership

Before defining the term teamwork, let us see what is the term team means?
Team means a collection of two or more people who:
- Interact with each other,
- Perceive themselves to share some common interests, and
- Come together or are brought together to accomplish certain activity.
If the peoples are not included in these factors, building a team is meaningless or
worthless. There different types of teams and for the purpose of this course we focus on
work teams.
Therefore teamwork can be defined as individuals working together to accomplish more
than what they could do alone. A team is a group of people coming together to
collaborate.

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A group of people is not a team. A team is a group of people with a high degree of
Interdependence geared towards the achievement of a goal or completion of a task; it is
not just a group for administrative convenience. They are individuals
(People) who:-
- Share similar experience
- Have mutual influence
- Are psychologically aware of each other
- Consider themselves as a group/team
- Shared leadership and decision
- Shared job and responsibility by performing many interdependent tasks.
- Evaluate each other’s individual and the group’s performance
- Rewards based on individual and group performance.
- Have mutual influence

1.8 Stages of Team Development

Teams have different development stages. Team cannot reach maturity over nightly and
hence should undergo several stages. The stages are:

Forming
This is the first stage in group development which is characterized by much uncertainty.
Team members attempt to lay the ground rules for what types of behavior are
acceptable.

Storming
The second stage in group development is storming, which is characterized by
intergroup conflict. Hostilities and conflicts arise, and people jockey for position of power
and status.

Norming
The third stage in group development is norming which is characterized by close
relationship and cohesiveness. Team members agree on their shared goals, and norms.
Performing
It is the fourth stage in group development which is characterized by when the group is
fully functional. The group channels its energies into performing its tasks.

Adjourning stage
The final stage in group development for temporary groups is characterized by concern
with wrapping up activities rather than task performance.
Groups terminate when they complete their task or when they disband due to failure
and lack of interest.

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Characteristics of Effective
eT Team Work
Clear objectives and agagreed goals
Openness and confront ntation
Support and Trust
Co-operation and Conflnflict
Appropriate Leadershiphip
Regular Review
Individual Development nt
Sound Inter-group Relaelations
Participative Decision mmaking
Positive perception off d
disagreement

1.9 CONCLUSION
Leadership involves three thin
ings the leader, the follower and the situation
on. The leader
should be capable of influencin
cing the behavior of followers for attainmentt of
o desired
objectives. The leaders should
uld also take into account the situation of diffe
fferent events to
come up with right leadership
ip style and shift his/her strategy in accordanc
nce with the
environment for gaining maxim
ximum impact.

2.0 Discussions
In groups:
1. Youth should discuss th the challenges they are facing as a group in church and
present their conclusion
ion to the rest.
2. What shape/nature sho hould the leadership of youth take or, is there
re other
recognitions needed to improve and engage more youth in leaders rship of the
church?
3. What activities or functi
ctions are youth required to participate in?

Leadership for the youth

Prepared by:

Kennedy Leshan Sankale.

Moi University Student

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