1. Business God’s
Way
Paul Nyamuda
Student Manual
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2. Lesson 1
Knowing Yourself
I. What does knowing yourself consist of?
Knowing yourself consists of:
A. Knowing what you value.
B. Knowing what you stand for.
C. Knowing your key attributes.
D. Knowing your key roles.
E. Knowing your goals.
F. Knowing your strengths.
G. Knowing your limitations
H. Knowing your stress triggers and button-pushers.
I. Knowing your convictions and preferences.
J. Knowing your individual style.
Activiyy 1.1.
Make a list of 5-8 key attributes you would like to identify yourself with:
I am…………………………
I am…………………………
I am…………………………
I am…………………………
I am…………………………
I am…………………………
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3. I am…………………………
I am…………………………
Activity 1.2. What is your behavioural profile?
1. Cool Blue; High Compliance; Analytic
Possible Characteristics – cautious, rigid, sober, pessimistic, reserved, unsociable, quiet, task and
thinking oriented.
2. Fiery Red; High Dominance; Driver
Possible Characteristics – touchy, restless, aggressive, excitable, changeable, impulsive, goal-
oriented, optimistic, active, task and thinking oriented.
3. Sunshine Yellow; High Influence; Expressive
Possible Characteristics - Sociable, outgoing, talkative, responsive, easygoing, carefree, lively,
people and feeling orientation.
4. Earth Green; High Steadiness; Amiable
Possible Characteristics – Passive, careful, thoughtful, peaceful, controlled, calm, even-
tempered, people and feeling orientation.
Most of us are a mixture of these but will tend to have one which is more dominant than the
others. The goal is to be able to recognize and then adapt and connect with various styles. Each
style has gifts it brings to team settings but also has over-extensions and liabilities. It is good for
us to be aware of these in ourselves and in others.
II. Why is it important to know yourself?
A. Knowing yourself helps you to focus.
B. Knowing yourself helps you to set boundaries.
C. Knowing yourself helps you to navigate in decision-making.
D. Knowing yourself helps you shape other’s expectations of you.
E. Knowing yourself helps you to hire complementary people.
F. Knowing yourself helps you in clarifying your goals.
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4. G. Knowing yourself helps you in managing stress.
H. Knowing yourself helps you in pacing yourself.
III. What are some things that shape our self-concept?
A. Our self-concept is shaped by our upbringing.
B. Our self-concept is shaped by our education.
C. Our self-concept is shaped by our culture and worldview.
D. Our self-concept is shaped by our (positive and negative) experiences.
E. Our self-concept is shaped by our interpretation of events.
F. Our self-concept is shaped by our revelation of God’s nature and character.
Finally, brothers, whatever is true, whatever is noble, whatever is right, whatever is pure,
whatever is lovely, whatever is admirable--if anything is excellent or praiseworthy--think
about such things. Php 4:8
Meditating on the scriptures outlined in the section below will assist you in the process of having
a healthy biblical self-concept.
IV. What has changed because I am in God?
A. I have been transformed in Christ.
• I have been crucified with Christ (Gal 2:20)
• I am reconciled to God (Rom 5:11)
• I am justified (Rom 5:1)
• I am completely forgiven (Col 1:14)
• I have been transferred from Satan’s domain to the Kingdom of Christ (Col 1:13)
• I have received the Spirit of God (1 Cor 2:12)
• I am free from condemnation (Rom 8:1)
• I have been given the mind of Christ (1 Cor 2:16)
• I am a stranger to this world (1 Pet 2:11)
• I am an enemy of the devil (1 Pet 5:8)
B. I have an inheritance in Christ.
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5. • I have Christ’s righteousness (Rom 5:19; 2 Cor. 5:21)
• I am a joint heir with Christ, sharing His inheritance with Him. (Rom 8:17; Gal 4:7)
• I have been given great and precious promises by God (2 Pet 1:4)
• I am blessed with every spiritual blessing (Eph 1:3)
• I have been given spiritual authority (Luke 10:19)
C. I have a unique relationship with God.
• I am a child of God - He is my father (John 1:12; 1 John 3:1,2)
• I may approach God with boldness and freedom (Eph 3:12)
• I have peace with God (Rom 5:1)
• The Holy Spirit lives in me (1 Cor 3:16)
• I am a temple in which God dwells (1 Cor 3:16)
• I am a branch on Christ’s vine (John 15:1, 5)
• I am Christ’s friend (John 15:5)
• I am united to the Lord, one spirit with Him (1 Cor 12:27)
• I am God’s workmanship (Eph 2:10)
D. I have a significant position in God.
• I am hidden with Christ in God (Col 3:3)
• I am Christ’s ambassador (2 Cor. 5:20)
• I am one of God’s living stones, being built up in Christ as a spiritual house (1 Pet 2:5)
• I am a prince in God’s kingdom (John 1:12; 1 Tim 6:15)
• I have direct access to God through the Holy Spirit (Eph 2:18)
• I am the salt of the earth (Matt 5:13)
• I am the light of the world (Matt 5:14)
• I am chosen by Christ to bear fruit which remains (John 15:6)
• I am God’s co-worker (2 Cor 6:1; 1 Cor 3:9)
• I am a minister of the new covenant (2 Cor 3:6)
• I am a minister of reconciliation (2 Cor 5:18,19)
• I am an expression of life in Christ (Col 3:4)
• I am a member of Christ’s body (1 Cor 12:27)
E. I can feel secure in God.
• I have access to the wisdom of God (James 1:5)
• I am helped by God (Heb 4:16)
• I am tenderly loved by God (Jer 31:3)
• I am the sweet fragrance of Christ to God (2 Cor 2:15)
• I am chosen by God, holy and dearly loved.
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6. • I am born of God, and the evil one cannot touch me (1 John 5:18)
• I have been made complete in Christ (Col 2:10)
• I cannot be separated from the love of God (Rom 8:35)
V. How do I change the way I see my business?
A. I change the way I see my business by identifying the current paradigms.
A paradigm is
1. A mental model
2. A way of seeing
3. A frame of reference
4. A filter through which one sees the world
B. I change the way I see my business by shifting from incorrect paradigms?
A paradigm shift occurs when the established way of thinking fails to provide effective solutions
enabling us to achieve our goals.
1. A paradigm shift requires true repentance from mindsets that are not God-honouring.
2. A paradigm shift involves embracing a learning culture.
3. A paradigm shift involves thinking outside the box from time to time.
4. A paradigm shift requires a culture that entertains the questioning of its current reality.
5. A paradigm shift requires a culture that allows for creativity and innovation.
6. A paradigm shift requires a culture that is flexible in its outlook.
7. A paradigm shift requires a maturity that is not emotionally tied to the current practices.
8. A paradigm shift involves asking the right questions in order to generate the right
solutions.
Albert Einstein once said that we cannot solve today’s problems by thinking in the same way we
thought when we created them. In other words, for lasting change to occur, we need to shift
paradigms.
Activity 1.3
Wayne Cordeiro has developed an interesting DESIGN to assist people in discovering their life
purpose. Reflect on the questions below to examine your preference.
DESIGN for life purpose
D – What do you DESIRE?
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7. E- What have been your positive and negative EXPERIENCES?
S- What are your SPIRITUAL GIFTS?
I-What is your INDIVIDUAL STYLE?
G- What is your GROWTH PHASE? – Do you need mentorship/training or ready to
launch out?
N- What are your NATURAL ABILITIES?
Activity 1.4
The Passion Test
Answer the following questions to crystalise your work preferences.
1. What do you do that is almost effortless from your perspective but seems like a daunting task to others?
2. In what arena do people consider you to be the “go-to” person?
3. What do you enjoy about your current job?
4. What do you wish you could delegate?
5. What do you do that elicits the most praise and recognition from others?
6. What environments do you look forward to working in?
7. What kind of advice do people seek from you?
8. What environments do you avoid?
9. If you could focus more of your time and attention on one or two aspects of your job, what would they be?
What one subject can you enjoy talking about for many hours?
10. What specific concerns preoccupy your mind, breaking into whatever else you're thinking about?
11. What do you most enjoy doing for others?
12. Let's pretend you've reached the end of your life, and you're in heaven looking back on it. What's the one
thing you want to be most happy about having done or having been?
13. Who 'out there' in the world have you come to care about the most? Who do you most want to help, enable,
or reach?
14. In light of your strengths, weaknesses, gifts and passions, describe your optimal working environment.
• What kind of people would you enjoy working with?
• Would you want to work as part of a team or on your own?
• Would you want to travel? If so, how much?
• Would you enjoy a highly structured environment?
• Would you work better in a loosely structured environment?
15. In light of your strengths, weaknesses, gifts and passions, what kind of things would you want to be
responsible for?
• Do you see yourself in management, sales, marketing?
• Would you enjoy working with numbers, people or both?
• What kind of assignments would you enjoy tackling?
• Would you enjoy a job that requires a great deal of writing?
• Would you enjoy a job that requires verbal skills?
Acknowledgements:
1. DESIGN is adapted from Doing Church as a Team, Wayne Cordeiro(1998, Honolulu, New Hope).
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8. Lesson 2
The Nature of Leadership
Activity 2.1
I would like you to reflect for a while on your childhood and early working years:
Make a list of the leaders you followed?
What was it about each of these people that inspired you to follow them?
What, in your opinion was the prevailing leadership philosophy that impacted you in your
upbringing?
List the strengths and weaknesses of such a way of thinking?
Activity 2.2.
How do you view those in authority?
How have your past experiences played a part in developing this view of authority
figures?
How has your view of authority influenced your approach to leading?
Warren Bennis: “ We need to move to an era in which leadership is an organizational capability
and not an individual characteristic that a few individuals at the top of the organisation have.”
I. What are some common tensions that business leaders face?
A. Principle-based leadership VS Localised contextual leadership approaches.
B. Vision VS current reality.
C. Facilitation of leadership development VS Accountability for results.
D. Detailed Knowledge of corporation VS hands off empowerment.
E. Maintenance of stability VS leadership and leverage of change.
F. Clarity VS Management of ambiguity.
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9. G. Maintenance of competitive edge VS employee satisfaction and well-being.
H. Experience VS Education VS Competence.
I. Counsel VS Personal Gut-feel judgment
II. What are some common problems with business leaders today?
A. Many leaders have limited leadership to a particular personality type, usually the
charismatic personality.
B. Many leaders have limited leadership to a position.
C. Many leaders are greatly skilled in a discipline but ineffective at leading people.
D. Many leaders are effective in gaining followers but ineffective in developing leaders.
(Exo 18:13-17)
E. Many leaders are ineffective at replacing themselves.
F. Many leaders are blinded by their desire to climb the corporate ladder at all cost.
G. Many leaders do not have a balanced lifestyle.
H. Many leaders think in terms of making money in the short-term at the expense of
building organizations that last.
III. What are some signs of an unhealthy leadership environment?
A. An environment where people are reprimanded for authenticity (Telling it as it is)
B. An environment where leaders stay silent or lie about things that matter.
C. An environment where leaders can not give reasons for corporate cultural practices.
D. An environment where leaders fear challenging the status quo.
E. An environment where leaders are out of touch with customer needs and don’t move
beyond preserving the inherited institution.
F. An environment where feedback focuses on failure rather than a learning culture being
created.
G. An environment where the performance culture is judgmental and not participative and
supportive.
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10. H. An environment where leadership goals are continuously unclear resulting in succumbing
to the long entrenched expectations of followers.
I. An environment where leaders are not being fueled by purpose but only by needs.
J. An environment where leaders are unaware of the quality of their employees, followers
and future leaders.
K. An environment where people are discouraged from thinking for themselves.
L. An environment where people do not grow as persons (in skill, in intellect and
relationship etc).
M. An environment where people do not see God as their source of promotion.
IV. What is the difference between good leaders and great leaders in business?
Activity 2.3
Do you have in you any of this false humility?
Describe some situations where you have you shied away from having people follow
you?
What belief structures in your mind led you to this resistance to influencing people?
What do you think was Satan’s strategy in this?
Have you repented (changed your mind) with regards to these beliefs? If not, spend time
with God at this point and write down what you hear him say to you.
John 14:12 I tell you the truth, anyone who has faith in me will do what I have been doing. He
will do even greater things than these, because I am going to the Father.
Anyone with followers is a leader. But legends are different. I define a legend as leaders who
leave a legacy. Their influence lives on. Legends are great leaders. They stand out because they
have that edge that differentiates them. In a number of key areas legends differ from leaders. I
have identified seven key dimensions in which legends differ from leaders.
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11. From Leaders to Legends
Dimension Leaders Legends
1 Managing Relations Leaders are always moving ahead, Legends are clear about who they
which is necessary for followers. give their best to. They have very
However, it is possible to be a leader clear relational standards and
and still a man pleaser. One can be a priorities. They are willing to change
leader and still manipulated. These the nature of their relationships.
people end up winning battles but not They understand that if your eye
the war. They end up popular for a causes you to sin, pluck it out. They
period but not achieve greatness. are so consumed with their cause
that they will not allow themselves
to get distracted by high
maintenance relationships which
don’t take them to their destination.
They are able to say no. They are not
man pleasers. You can’t manipulate
them. They don’t have a strong need
for approval from men.
2 Managing Ambiguity Leaders will often struggle with The mind of a legend works
ambiguity. We sometimes only see a differently. Legends can entertain
single dimension in a leader. They are ambiguity. We can see this in God’s
bold, or they are intelligent etc. nature. There is the kindness and
severity of God. Jesus came with
grace and truth. Legends somehow
have multiple dimensions we see in
them. For example, Jim Collin’s
Level 5 leaders have a self effacing
humility whilst at the same time
embracing a bull-dog tenacity.
Legends will often have interesting
combinations e.g. great intellect
coupled with the ability to learn
from a child. Great talent coupled
with extraordinary humility. Great
humour and ability to laugh at
themselves combined with
extraordinary contemplative ability.
3 Managing Choices Leaders make choices. These however The summation of their legendary
are not always consistent with their status is seen in choices they make.
cause. In order to get followers they They consistently make choices
sometimes compromise their values. aligned to their values and vision.
This is not compromised. The nature
of their wisdom is that they know
what to do next. It may involve
tough, unpopular choices, but they
make them. This ability to make the
right decisions when it matters, ends
up distinguishing them.
4 Managing Time Leaders can manage time well, but that Legends manage their purpose. In so
does not necessarily mean they are doing they manage their time well.
doing the right thing. This is because their activities and
daily habits are aligned to their
cause, their vision and values.
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12. 5 Managing Weakness Leaders often try to be great all- Legends have learned to be honest
rounders. They are often in denial about their weaknesses with no
concerning their weaknesses. The result shame. They put their strengths to
is that they put a lot of effort into being work and manage around their
average. weakness. They hire according to
their weakness. They understand that
we are not called to socialize or team
build along the lines of least
resistance. They do not see
themselves more highly than they
ought. They can end up attracting
the best in the world and they
become the greatest cheerleaders.
6 Managing Failure Leaders are often experts at covering up Legends acknowledge failure but
their failures. They might react by have a way of learning from it and
overcompensating for their failures putting it behind them and
without acknowledging them. Others embracing the future. Paul describes
dwell so much on past failure that they this as a mark of maturity. A
do not embrace their future. righteous man can fall 7 times but
Discouragement gets the better of them. still get up. This type of
perseverance is necessary for shift
from leader to legend.
7 Managing Learning Leaders acquire lots of knowledge but Legends are passionate learners.
don’t always learn. Learning is the They do not limit their learning to
acquisition of knowledge resulting in a formal environments but have
change of mind and change of behavior. multiple sources of learning. They
Passion for knowledge is not the same are extremely inquisitive, and adjust
as a passion for learning. their behavior based on their
findings. They understand that the
organizations which are the most
competitive are the ones which learn
fastest.
V. How do you gain credibility as a leader?
Kouzes and Posner suggest that credibility has three aspects to it: Integrity, Competence and
Inspiration. You will find that your reasons for people following you will probably be able to
fit into these three categories.
A. Integrity
B. Competence
C. Inspiration.
It’s important to remember that BOTH Integrity and Competence are important in leadership.
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13. And David shepherded them with integrity of heart;
with skillful hands he led them. (Psalms 78:72)
Activity 2.4
Reflect for a while on your level of integrity. Are you an example of authenticity? – This can
be summed up in the word candour; “what you see is what you get?”
When we discuss candour we see that there are levels of truth; with God, yourself and others:
Integrity:
How truthful are you with God?
How truthful are you with yourself?
How truthful are you with others? (In word and presentation)
Competency:
What competencies/skills do you have which you can sharpen?
What is your action plan for increasing your competencies?
How can such an endeavour increase your credibility? State with whom.
Inspiration:
Why do you think Jesus was so inspiring?
What does the bible say about why people were amazed by Him?
What can you do to become a little more inspiring?
Having said all these important things about leadership, in the next lesson we will look at
servant-hood. If we talk about leadership without talking about servant-hood we have missed the
biblical approach to leadership development no matter how stimulating our theories sound.
Please note a number of things here. When the mother of James and John asks for her sons to be
promoted, Jesus says to her; you do not know what you are asking. Many believers today are
asking God for spiritual promotion but He is asking them the same thing “Do you know what
you are asking? Are you able to drink the cup I have drunk.” In the next lesson we will explore
how to create a servant-leadership culture in the workplace.
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14. Appendix I – Leadership Research
I asked a group of approximately 102 participants from 40 companies (many Blue Chip) to divide into 13 groups and give 5 key
strategies/leadershifts (Changes in leadership approach) necessary in South African business leadership. This took place on 14/15
September 2008. The following were the responses I received.
Group 1
• Boundaryless (no silos)
• Positioning right people
• People seen as an asset not an expense
• Performance ownership program (POP). Parking bay issues.
• Live and die for values (uncompromising customer service, integrity, winning through teamwork, professionalism,
passion for brand, effective communication, long-term customer relations)
Group 2
• Communication (feedback)
• Empowerment (with accountability)
• Implementation (not just good ideas)
• Clear purpose and direction
• Fairness and transparency (with diversity)
Group 3
• Reduce power distance (interact beyond problems)
• Encourage ownership (knowing the bigger picture)
• Getting feedback
• Integrity
• Behaving how you want others to
• Showing commitment
Group 4
• People are important and must be seen as an asset
• Knowing your team so you can influence them (profiling)
• Knowing your powerbase (using influence and not position power/pulling rank)
• Authenticity (being an example)
• Vulnerability (not being afraid to expose your weakness, although do so with discretion)
• Knowing how to play chess (positions of people etc)
Group 5
• Strategy formulation (multidirectional not top down)
• People empowerment (not centralized, not delegating)
• Breaking from mediocrity (celebrating innovation)
• Role clarity (not jumping lines of command, role ambiguity)
Group 6
• Break away from patriarchal contract
• Break away from hierarchical approach
• Create feedback culture (including implementing feedback)
• Celebrating and including all in your success
• Leaders stepping back so team can enjoy success
• Establishing brave leadership
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15. • Moving from a blame shifting culture
Group 7.
• Clarifying vision (knowing your values)
• Grooming your leaders
• Integrity (benefiting the company and not just you)
• Growing in leadership and not just management
• Long-lasting legacy sustainable after you leave
• Mutual respect in team setting (caring)
• Maintaining and building trust
• Credibility
Group 8
• Accountable (not blaming saying it’s not my role)
• Having strength analysis (being passionate)
• Being able to adapt and fit your environment/surroundings.
• Knowing where to cut your losses the last one standing.
• Give credit where it’s due.
• Increase in risk taking. Have more risk takers.
• Do the insights colour profiles. (Personality/behavioural profiles)
Group 9
• Choosing the right people
o People whose values align with the organization
o Then motivation follows
Group 10.
• Empowering culture
• Embracing real growth and not just change
• Decisiveness
• People lower down the organization need to know the Y factor (Big picture, Making vision stick)
Group 11.
• Responsibility
• Risk-taking
• Communicating the vision
• Right people in right places
• Working to people’s strengths
• Integrity of input
• Feedback and communication
Group 12.
• Education (continuous learning)
• Ready to change
• The big picture, overall goals (knowing what to share or not to share)
Group 13.
• Non-punitive environment (exploring why people mess up)
• Encouraging ownership
• Creating a positive culture or else the culture creates itself by default
• Leaving a legacy
• Diversity
• A people oriented culture
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16. Lesson 3
Embracing Servant Leadership
Introduction
When discussing the issue of servant-hood we can categorise our discussion into two:
The inner attitudes of serving and the outer service of a servant. For the sake of our study in this manual
we will focus on the attitude of a servant. The issue of being a servant leader is really an issue of inner
attitude. Our focus is not so much on what someone does but on who they are. It is one thing to do acts
of kindness, it is quite another to be a kind person. When you are a kind person, everything you do is
stamped with kindliness. It’s the same with being a servant leader; it’s your nature as opposed to acts
you do from time to time depending on how you are feeling.
When you hear the word “servant” what do you think of?
From what you know about servant-hood, would you say you have taken on the nature of a servant or is
it something you simply add on to your daily life?
Because of our various backgrounds and experiences, we all have a different picture of what it
means to be a servant. But what was in Jesus’ mind when he said we must be a servant of we
want to be great? Let’s explore some biblical definitions of servant-hood.
I. What is a servant?
A. A servant is someone at the complete disposal of another.
The Hebrew word Ebed means a person who is at the complete disposal of another (Gen.24:1 – 67). This
applies to a slave who has given up personal rights in order to serve his master.
B. A servant is someone who works
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17. Abad is another Hebrew word which generally means to work. In Gen 2:5; 3:23, it uses the word
meaning a person who tills the ground.
C. A servant is willing to do menial tasks (Ex 28:35-43)
Sharath means a doer of menial and insignificant tasks. In Ex 28: 35 – 43 we see priests referred to as a
sharath.
How wiling are you to do menial and seemingly insignificant tasks?
Are there any tasks that you see as being beneath you? Perhaps you force yourself to do them, but still
feel embarrassed in your heart. Reflect on this for a while.
D. A servant is bonded to something (Rom 1:1; Phil 1:1; Titus 1:1)
The word doulos is used in the Greek. It signifies bondage. It speaks of a servant who has willingly
bonded himself to a master by some legal obligation. Paul refers to himself as this in his letters: Rom
1:1; Phil 1:1; and Titus 1:1. It’s important to be a servant of Christ. If you are not bonded to Christ you
will be bonded to something else.
What are you in bondage to?
Jesus is our model for servant-hood. He was not a pushover. It is interesting that this is the specific thing
he says we must emulate; “Come to me, for I am gentle and humble in heart”. He also commands us to
serve like he did. In Philippians we are told we need to have the same attitude as Jesus specifically
speaking of how he humbled himself.
Some may think this is an impossible task but the reality is that Christians are empowered to serve. Read
1 Pet 4:10,11b. Sometimes people do not serve because they feel they will get no recognition for it but
in Rev 2:19 we see that Jesus notices it.
E. A servant has a target or direction
What do you think is important to the Lord out of all your activities? Which ones does the Lord really
notice?
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18. We can make a choice concerning who we will serve; God or Satan. We will always be serving in either
camp. The following scriptures illustrate this:
2 Cor 11: 14-15: serving Satan
2 Cor 6: 3: serving God
1 Tim 4: 6: serving Christ
2 Cor 11:23: servant of the gospel
2 Cor 3: 6: servant of the new covenant
Col 1:25 a servant of the church
The questions to answer are:
What or who are you serving?
Who or what have you had to stop serving?
F. A servant can be trusted.
Warren Bennis describes four ingredients that leaders have that generate and sustain trust:
1. Constancy: Whatever surprises leaders may face, they themselves do not create any for the group.
Leaders are all of a piece; they stay on course.
2. Congruity: Leaders walk their talk. In true leaders there is no gap between theories they espouse and
the life they practice.
3. Reliability: Leaders are there when it counts; they are ready to support their co-workers in the
moments that matter.
4. Integrity: Leaders honour their commitments and promises.
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19. II. What are the marks of true servant-hood?
A. True servant-hood is a key aspect of Christ-likeness.
Key scriptures in the example of Jesus:
Luke 12:37; Luke 22:27; Jn 13; Mark 10 43; Jn 12:24-26; Phil 2:8
Are you a servant in terms of your thinking, your emotions and your will? Sadly, many are servants
only in part.
B. True servant-hood requires death to self.
The “kenosis” is the divine self-emptying of the Son of God, and because of this, we also who are in Him
can do the same; empty of ourselves. Tom Marshall states that “ in the Incarnation Jesus created a
servant nature, and became a servant, and that through our incorporation in him in His death and
resurrection we can come in touch with and into union with that nature.”
In verse 6 of Phil 2 we see that we need to give up any grasping. What have you been grasping?
Look at the following examples and discuss Jesus’ view of status. Luke 14:8-11; John 13:12-15. What did
Jesus do with status?
In becoming a servant we need to first overcome man’s ways. This really means, dying to self. Jn
12:24,25.
What aspects of self do you have to die to?
God’s ways are fundamentally different from man’s ways (Is 55:10,11). We are told in Romans 12:1-2;
do not conform to the pattern of this world.
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20. Study the following scriptures with regards to this and ask God to work His word in you. Let the word
dwell richly within you:
Mt 16:24; Col 3:3; 1 Cor. 6:19-20
Before you can truly serve others you have to be a bondservant of Christ. This is an essential part of
servant leadership and is necessary if the nature of our service is going to be pure. If not, our service will
always have a hook on it. In other words we will serve people in order to get something out of it.
What are the different motives people can have for serving?
C. True servant-hood involves purity of motive.
Another word which is translated as servant is the Hebrew word Sakiyr. This is a person who works for
wages by day or by year. This was a hireling who could not eat the Passover of the master’s family (Ex
12:3 – 45). The aim of the believer should be to forsake being a Sakiyr and move to a place where one is
a love-slave. Leviticus 25:39 –42. A Sakiyr was not worth nearly as much as a love-slave was to his
master. Sadly, in the church today we have many Sakiyrs. They serve God only for what they can get out
of it. Their mindset is “God and the whole world owe me everything”. The Love-slave has a different
mindset, “I owe God everything, and He owes me nothing”. When we come to this place, we place
ourselves at God’s disposal and He can use us mightily. The motivation of a servant is so important, as
Jeremiah 17 states “God searches the heart and examines the mind to reward each one according to his
conduct.”
Do you see yourself acting as a sakiyr at times? If so, what do you think causes this attitude?
2 Cor 9:7 shows that all we do, must be done cheerfully and not under compulsion. Those who follow
servant leaders do not do things out of manipulation, flattery or guilt.
Is there any following you are doing out of manipulation, flattery or guilt? If so, reflect on why and
allow the Lord to deal your heart.
20

21. We see that Jesus was so focused on His Father’s will even from childhood. This shows us that we can
teach our children the same. Already in Mt 18:3 we see Jesus state that He was about his father’s
business.
D. True servant-hood is voluntary.
The first thing to understand about the biblical concept of bondservants is that it was voluntary. Our
view of servant-hood has been marred by events which have taken place in history and as a result this
has eroded in our minds this powerful biblical metaphor.
In 2 Cor 6:11 we see how Paul exchanged all which is valued highly by man, for this servant-hood. Why
would someone do this? He was a love-slave. Remember how a love-slave would say, “Where I am going
to go no one has ever treated me like you do.”
Have you come to a point in your life where you have aligned your will to God’s will? Reflect on this for
a while.
Do you have a puncture in your ear, marking that you are a love-slave? Reflect on this.
In Romans 1:14 Paul speaks of being obligated. Once he’d chosen to indenture himself to Christ he was
obligated to carry this out. He did not feel the Lord owed him anything.
E. True servant-hood requires inner strength.
What images come up in your mind when you think of Jesus?
One of the things that amazes me is that many Christians think that Jesus was a wimp. They think that
being a servant means one is a wimp. Yet when we look in scripture we are told that the people were
amazed because he taught as one with authority, unlike the scribes and the Pharisees. Therefore, if we
want to be Christ-like, one of the main qualities we need is to walk in authority. Authority and Christ-
likeness cannot be separated. Look at how Jesus could be direct:
21

22. “Satan, get behind me” Mt 16:23
“Obey what I command you” Jn 14:15
“Jesus’ hand of authority is always directed by His heart of compassion and grace” Marc Dupont
Were you taught servant-hood as a child? Was it effective?
How can we train children to be servants?
F. True servant-hood involves inner security.
Jesus’ security and significance:
As a servant, Jesus was whole. When we do not deal with our insecurities the tendency is to compensate
in all sorts of ways which are contrary to true servant-hood.
The following verses show that a servant knows who he is:
Luke 3:22; Ps 2: 8;1 Jn 4:18;1 Cor 3:21-23
In John 13 we see that Jesus knew He had come from God. In Jn 14:30 he stated that Satan has nothing
in him.
G. True Servant-hood involves passing the Servant Test.
The servant test is illustrated in the following scriptures:
1 Kings 19; 1 Kings 19:21; 2 Kings 3:11d
22

23. We see here that Elisha’s larger ministry began with menial service. It is also important to understand
that a leader continues to serve throughout his or her life.
Describe situations where you have had to go through the servant test. Did you pass?
It’s important to note that as a leader grows in spiritual authority he must now serve even more people
in an even greater capacity.
A prospective servant-leader indicates that they do not have a servant heart when he or she asks
questions like:
• Why am I overlooked every time?
• Why should I have to suffer?
• Why do people not give me proper appreciation or my rights?
• What are other signs that someone is not yet a servant?
“In short, the enemy is strong natural servants who have the potential to lead but do not lead, or who
choose to follow a non-servant.”
-Robert Greenleaf
Appendix I
The Diako Project
1. Planning your serving
23

24. As we attempt to grow as servants we need to ask ourselves the following questions:
• Who am I to serve?
• How am I to serve?
• Where is their pain?
• What do they value?
• What do they fear?
2. The Project
For 3 consecutive weeks you need to carry out a specific servant endeavor and then document your
reflections at the end of each week, based on the questions outlined below. In the fourth week your
task is to influence someone else to do a servant endeavor and then interview them using the same
questions that are outlined below.
These questions are to help you in reflecting and not to limit your response:
• Describe what your act of service was?
• Who did you serve and why?
• How did you influence and impact the person you served?
• How did you impact and influence anyone else to do the same?
• How has this endeavor affected your relationship with the person you served?
• Describe your attitude and feelings while serving?
• How is this different from the last time you served? (Last week’s endeavor)
24

25. Lesson 4
Visioneering
Introduction
One of the major heart cries of this generation is the need for visionary leaders:
“Give to us clear vision that we may know where to
stand and what to stand for – because unless we
stand for something, we shall fall for anything”.
Peter Marshall (US Presbyterian pastor 1902-1949)
Isaiah 46:9-11
Remember the former things, those of long ago;
I am God, and there is no other;
I am God, and there is none like me.
I make known the end from the beginning,
from ancient times, what is still to come.
I say: My purpose will stand,
and I will do all that I please.
From the east I summon a bird of prey;
from a far-off land, a man to fulfill my purpose.
What I have said, that will I bring about;
what I have planned, that will I do.
25

26. I define visioneering as:
“the process of receiving and incubating a God-given dream and subsequently making it compelling
enough to mobilize others who become passionately engaged in its progressive realization,
implementation, and evaluation.”
Activity 4.1.
What do you think is the impact of this well known vision statement to both employees and
customers?
Levi
People love our clothes and trust our
company. We will market and distribute
the most appealing and widely worn
apparel brands.
Our products define quality, style and
function.
We will clothe the world.
I. What mindset is necessary to produce a great vision?
A. A mindset that has overcome the limitations of its personality.
1.The Analytic or Cool Blue gets mired in details, is rigid and quick to dismiss vision as “pipe dreams”.
2. The Driver or Fiery Red can become over-stretching and put strain on self and/or others. They can
be too insistent and dismissive of conflicting input.
3. The Expressive or Sunshine Yellow may have their vision poorly defined. They might find it difficult
to settle on one idea. They may ignore practical considerations.
26

27. 4. The Amiable or Earth Green may go for what’s safe. They may be reluctant to rock the boat or
disrupt others. They often will prefer familiar routine.
B. A mindset that embraces God’s magnitude (Eph. 3:20).
C. A mindset that knows that God has already prepared good works for us to do (Eph 2:10).
D. A mindset that has confident expectation (Ps. 2:8).
E. A mindset that recognizes God’s incomparably great power at work in us (Eph. 1:19).
II. What are the attributes of a strong vision?
A. A strong vision is God ordained (Is.46:9-11)
B. A strong vision is widely shared.
C. A strong vision is memorable.
D. A strong vision often becomes a conviction.
E. A strong vision is attractive, inspiring and motivating.
F. A strong vision is worthwhile.
G. A strong vision can be broken down into effective goals.
Effective goals are characterized by:
1. they are clear and specific
2. they are written down
3. they are measurable
4. they are time-bound
5. they are challenging but attainable
6. they are supported by appropriate rewards
H. A strong vision is achievable albeit challenging.
III. What does the vision-making process involve?
The vision-making process may consist of aspects of this 5 Step Process:
27

28. Step 1: Building the Foundations
• Receiving from God
• Acknowledging your history
• Building your visioning team
• Defining the Values and Purpose Underlying the Vision.
Step 2: Visioneering
• Creative brainstorming and collating the output.
• Identifying those who will “champion” the vision (Initiators).
Step 3: Sharing the Vision
• Communicating and engaging others
• Creating mechanisms to make the vision stick
Step 4: Making Strategic Choices
• What do we need to start doing?
• What do we need to stop doing?
• What needs to be unlearned?
• Assessing the vision to reality gap – where are we now in relation to where we want to be?
• What resources do we have and what challenges/obstacles do we face?
• What strategic choices do we now need to make?
Step 5: Action Planning
• What are the priorities? Who is going to do what and by when?
III. What are the major hindrances to visioneering?
A. An inability to engage with the abstract future.
“Visions are too general and non-specific.”
B. Not making time for it.
“I have no time for all this visioning.”
C. Fear of change.
“Why rock the boat.”
28

29. D. Fear of accountability.
“I don’t want to restrict myself by writing it down.”
E. Confusing results with process.
This is where the difference between process and outcomes is unclear in our minds.
F. Inability to monitor progress.
This happens when you don’t know where you are at with regards to goal achievement.
G. Lack of alignment between goals and rewards.
Often companies will change their goals but not realign the rewards.
H. Not seeing visioneering as a systemic process.
It’s a holistic approach where what’s written on the wall is happening down the hall. The vision
statement is reinforced by the values, culture, and reward systems. It is seen in what is measured
and celebrated throughout the organization.
IV. What are the key questions in the monitoring and evaluation of vision alignment?
Go through this process, adapted from Ian Mc Cormick, to assist you in monitoring where you are with
regards to vision alignment.
A. Our Vision
1.What values does your organisation use to guide its behaviour?
2.How widespread is this view in your organisation?
3.What will people be saying about your organization 5 years from now? Suppliers; Customers and
Newspapers?
4.What is the vision of your organisation? (What do you intend to become in the next 5 years?)
B. Our Mission
1. What is the mission of your organisation? (How do you intend to realize your vision?)
2. What is your reason for existence?
3. Who are your customers?
4. How will you measure your success?
29

30. 5. What are your controlling/regulatory bodies?
6. How are you positioned?
C. Our Team
1. What major changes would have to take place before your vision can be fully realized?
2. Highlight what things need to be changed in your organisation? (Both leaders and members)
3. In what ways do your leadership team members complement each other?
4. What are the competence gaps in your current leadership team?
5. If your leadership team were to increase in size, who would the possible team players be, and
what value would they add to the team?
D. Our organisation
1. List 3 things that give you the greatest satisfaction in the organisation?
2. List 3 things that bring you the greatest dissatisfaction in this organisation?
3. What in your opinion is special and unique about this organisation?
4. How do you think the organisation is seen by those who are not a part of it?
5. What would you like this organisation to be known for in 5 years time?
E. Our culture
1. The clarity of our common vision
2. Our sense of mission
3. The leadership style
4. The quality of our training and development process
5. The quality of our orientation process
6. The morale of the people
7. Practising what we preach
F. Our Relationships
1. Our internal relationships as a leadership team
2. Our relationship with those we serve
3. The sense of “Us” and “Them”
4. Your sense of belonging
5. The quality of our communications
6. Your own personal growth
G. Our Systems
1. Our financial position
2. Our financial systems
3. Our financial integrity
30

31. H. Our Structures
1. The balance between chiefs and Indians
2. The effectiveness of our current organizational structure
3. The sense of liberty
4. The sharing of work
I. Our Resources
1. The use of your gifts and skills
2. The use of our buildings
3. The use of our money
J. Our Activities
1. The quality of our programmes
2. The quantity of our activities
3. The effectiveness of our activities
4. The alignment of our activities to our vision and values
K. People
1. People’s enthusiasm
2. People’s involvement
3. People’s commitment
L. Public Awareness
1. Our visibility with the public
2. Our reputation with the public
3. The goodwill we have from the community
4. Our contribution to the community
31

32. Further Study
For a more comprehensive study on Visioneering see the School of Ministry Vision & Values Course by
Bill Scheidler.
32

33. Lesson 5
Creating Corporate Culture
Introduction
A lot of people do not understand that culture is man-made in the sense that it is formed through events
which take place in history in order to help individuals cope with their environment. When we begin to
explore how it has been formed it becomes easier to unlearn it. The redundant organizational rituals begin
to be demystified and new rituals formed. This is important because a key role of a leader is to create
culture. It is also important for us to also keep in mind that ‘organizational culture’ exists in the broader
context of our national culture.
Organizational culture has a great influence on decision-making and problem-solving at all levels.
Therefore, if we want to influence organizational decision-making, we need to first explore the
assumptions behind the cultural framework.
We are beginning to discover the role of leaders as architects. In the past, there has been the tendency to
focus on building things that are tangible, but more and more it is becoming clear, that leaders have a role
in creating culture.
In doing business God’s way its important to know that God values pattern and principle. His kingdom
has a culture and throughout scripture we see God establishing and reinforcing His pattern even when it
would go against the grain. The Kingdom of God is a counter culture. Examine this in the following
verses:
2 Tim. 2:2 “….entrust to reliable men who will also be able to teach others also.”
Rom. 12:2 “Do not be conformed to the pattern of this world.”
Titus 2:1-6 “….In everything set them an example by doing what is good…”
Jesus came and created a new culture by challenging the status quo.
For lasting change to occur in our organizations, a change in organizational culture becomes necessary. It
is crucial for leaders to know how to bring about cultural transformation to their organizations. In order
33

34. for this to happen, they need to understand what organizational culture is. Therefore, this lesson starts by
explaining what organizational culture is.
I. What is Organizational Culture?
A. Organisational culture is shared and implicit.
Organizational culture is “the set of a shared, taken for granted implicit assumption that a group holds
and that determines how it perceives, thinks about and reacts to its various environments” (Schein,
1996). As these environments are continuously changing, the organizational cultures often need to
change too.
B. Organisational Culture consists of Values, Norms and Beliefs.
C. Organisational culture is often unnoticed until it interfaces with other cultures.
Enculturation is the term used to describe how we tend to be unaware of our worldview or culture. ‘The
air is unnoticed by us till we meet another atmosphere’. Eurocentricism or Afrocentricism is a form of
enculturation.
D. Organizational culture manifests itself in various forms.
1. Objects (shared things)
2. Talk (shared sayings)
3. Behaviour (shared doings)
4. Emotions (shared feelings)
E. Organisational culture operates at different levels.
Organizational culture encompasses a wide range of phenomena:
34

35. 1. Surface features: values, rituals, customs, forms of expression
2. Preconscious factors: symbols, ideology, and norms
3. Deep structures: Basic assumptions, worldviews, cognitive and logical systems
How would you describe your organization’s culture at all three levels?
F. Organisational culture often stems from three main sources.
Schein (1996) points three sources from which culture springs.
1. Beliefs, values, and assumptions of founders
2. Learning experiences of group members
3. New beliefs, values and assumptions brought by new members
II. What is the function or purpose of organsisational culture?
A. Organisational culture gives members an organizational identity.
B. Organisational culture facilitates guiding principles for work processes.
C. Organisational culture creates a framework for decision-making.
D.Organisational culture shapes behaviour by helping members make sense of their surroundings.
E. Organizational culture is a good metaphor for communicating lasting change.
35

36. III. In what ways can we categorize corporate culture?
There are a variety of metaphors commonly used to describe various types of corporate culture.
Outlined below is a construct used by some.
A. The Sage: Hierarchy Culture
1. Needs a full cognitive understanding of any change before it will be embraced
2. Influence and power stems primarily from knowledge and understanding
3. Has a strong internal focus maintained through effective procedures and efficient organisation
4. Emphasis on quality is driven by an inner need for quality as much as the external need to satisfy
customers.
B. The Caregiver: Clan Culture
• More emphasis is paid to relationships than to task
• Internal communications are informal, sensitive and low key
• Staff work individually to task, while working collectively towards a common cause
• Management style will be ‘ask’ rather than ‘tell’ – minimal use of ‘command and control’.
C. The Creator: Adhocracy Culture
• Seeks to inspire and empower staff – any control is indirect
• Is a dynamic, sociable and outward looking work environment
• Abounds with innovative entrepreneurs
• A desire to ‘make it happen’ ensures that change is embraced with open arms.
D. The Warrior: Market Culture
• Is goal driven and action oriented
• Responds quickly and decisively to changes in the market
• Values ‘determination and vigour’ ahead of ‘sensitivity and diplomacy’
• Runs a ‘tight ship’ and runs it well.
We can also categorize corporate culture by other constructs such as leadership style (Autocratic,
paternalistic, consultative, participative, delegative, abdicative.); degrees of control (internal or
external); the nature of reality; truth; time; space; activity and relationships.
36

37. IV. What is the impact of culture on corporate performance?
The culture of an organization will determine its decision-making process and in turn, its overall
performance.
A. Culture affects the description of problems and how we come about to solutions.
B. Culture affects our view of possibilities.
C. Culture affects how we measure, formulate and define success (cognitive maps).
D. Culture affects the implementation strategies and how they are carried through.
E. Culture affects our reward systems; who we reward and why.
F. Culture affects what is tolerated and what is celebrated.
G. Culture affects decision-making on promotions and dismissals.
H. Culture affects how we allocate resources.
How has your organization’s culture shaped your decision-making process?
V. How can one diagnose the culture of one’s organization?
Earlier on, it was pointed out that culture operates at three levels. We stated that the third level is the
level of assumptions and worldviews. People share the same world-view when there are shared
assumptions about the more abstract, general, deeper issues mentioned above. As you go through
these, reflect on your own worldview and culture. Ask yourself what aspects of your organizational
culture have been detrimental to your corporate performance and quality of work life.
You can diagnose aspects of your organisation’s culture by answering the following:
1. What beliefs are strongly held?
2. How do parents/leaders teach children/employees to behave?
3. What do people regard as major sins?
4. What do people do in crises?
5. What rituals do people perform?
6. What are the greatest fears people have?
7. Who are the trendsetters?
8. Who are the cultural heroes?
37

38. 9. What is expressed in the art forms of the people?
10. What aspects of the culture are most resistant to change?
11. What are considered to be words of wisdom?
What is the prevailing culture in your organization?
Describe how these patterns of thought have influenced your organization (negatively or positively).
Which of these words below are reflections of organizational Leadership culture of firms you have
worked for or are familiar with? Autocratic, paternalistic, consultative, participative, delegative,
abdicative.
VI. In what way can a new culture be established in an organization?
Albert Einstein:
“we cannot solve today’s problems by thinking in the same way we thought when we created them.”
Peter Senge:
“The problems we face today are the result of yesterday’s solutions.”
Its amazing how so many leaders today are attempting to bring about radical change without changing
their systems radically. There is the tendency to expect a change in output whilst remaining with the
same inputs. A lot of change strategies have only focused on business processes, but often this only
results in short-term change. This is simply because those executing these processes are still operating
from the same worldviews and paradigms.
Schein (1996) outlines a number of culture-embedding mechanisms that leaders can intentionally use to
create culture.
Culture-Embedding Mechanisms
38

39. Embedding Mechanisms Articulation and Reinforcement Mechanisms
What leaders pay attention to, measure, control, Design and structure.
and reward on a regular basis.
How leaders react to critical incidents and Rites and rituals.
organizational crises.
Deliberate modeling, teaching, and coaching. Space design, facades, and buildings.
Criteria by which leaders allocate rewards and Legends and myths about people and events.
status.
Criteria by which leaders recruit, select, promote, Formal communication of organizational
retire, and ex-communicate organizational philosophy, values, and creed.
members.
Conclusion
There is an organizational culture that is developing today. It is characterized by long working
hours, cost reduction, a short-term contract culture, and so-called “stable insecurity” in
organizations. (This is characteristic of the new entrepreneurial contracts within large
organizations). It is paramount that we understand that we can create culture and do not have to
leave it to chance. Understanding organizational culture is therefore a central and foundational
aspect of organizational behaviour.
Reflect on your own family or business:
• How would you describe the culture of your household/business? What have you done to create
this culture, consciously or subconsciously?
• If there is a new culture you would like to create in your family/business, what embedding
mechanisms can you use to create such a culture?
39

40. Lesson 6
Leading Lasting Change
Introduction
Business leaders take people from A to B. Such movement requires change. We cannot experience new
realities without changing. We therefore cannot speak of leadership without speaking of change,
because leaders are managers of change. It is crucial for potential leaders to learn the art of being a
change agent. Many people are looking to leaders today in the hope that the leaders will bring change.
Effective leaders have learnt the art of transformation, and particularly how to deal with people during
times of transition. Many leaders lose their credibility because they fail to carry their followers through
times of change.
“Nothing endures but change”.
Hericlitus
“History has demonstrated that the most notable winners usually encountered heartbreaking obstacles
before they triumphed. They won because they refused to become discouraged”.
BC Forbes
“Simply doing more of what worked in the past…will be too incremental. More than that, it will be too
slow. The winner of the future will be those that can develop a culture that allows them to move faster,
communicate more clearly and involve everyone in a focused effort to serve more demanding
customers”.
Jack Welch – General Electric
I. What are some of the major forces that cause change?
Forces for change can be put into two categories; external and internal:
40

41. A. There are external forces for change
1. Demographic – age, education, skills, gender, immigration
2. Technological advancement – automation
3. Market changes – mergers and acquisitions, domestic and international competition, recession
4. Social and political pressures – war, values, leadership pressures
B. There are internal forces for change
1. HR problems
2. Management decisions
II. What are the different types of change?
Change can move from one area to another as shown in the diagram below:
41

42. Adaptive change
Innovative change
Radically innovative change
As we progress from adaptive change to radically innovative change there is also an increase in
• the degree of complexity, cost and uncertainty
• potential for resistance to change
List personal examples of these three types of change
III. What are some key assumptions to have when carrying out change strategies?
A. The changing process involves learning something new, as well as discontinuing current attitudes;
B. People are the hub of change so it is about people changing;
42

43. C. Resistance to change is found even when the goals are highly desirable;
D. For effective change to take place, the new behaviours need to be reinforced;
E. Many changes today are radically innovative and as a result, there is greater potential for resistance
to change.
IV. What are the components of Leading Change
A. Management and awareness of existing corporate norms and politics.
B. Inquiring, calculated risk-taking willing to challenge the status quo
C. Creation of guiding coalition for change
D. Multi-dimensional Systems thinking
E. Designing, Monitoring, and Evaluating the change process
F. Being Decisive and Tough-Minded
G. Determination and resilience
H. Empathy and understanding of psycho-social change processes.
It is important to know what our strengths and weakness are with regards to the various components of
change management. Each of these components requires unique ways of processing information.
V. Why do people often resist change?
A. Low-self-esteem.
• Fear of change often stems from a low self-esteem, where individuals doubt their ability to cope
with the change.
B. Identity issues.
• Individuals will resist change if their personal identity is closely tied to the status quo;
• Change is enjoyable to some who have no stake in the status quo
• Loss of status or job security
C. Fear of the unknown.
• Fear of the unknown can keep us from taking promotions or resigning.
43

44. • A key to coping with change is to try out the new before giving up the old. Pilot projects as
opposed to wholesale change, are often good because of this approach.
D. Poor change management by change agents.
• For example, change agents have often made the mistake of thinking humans are just rational
and therefore they often forget the emotional aspects of change. As a result they often place
too much emphasis on trying to improve their communication of the rational aspect.
• Lack of warning or tact
• Poor timing
• Culture of mistrust
• Personality of change agent
E. Negative previous experiences of change.
Managing change therefore involves an understanding of cultural change, which was discussed in an
earlier lesson.
F. The impact of change on relationships and current social networks.
G. Peer Pressure
H. Different predispositions to change.
People handle change differently based on their predispositions. We need to be aware of the strengths
and weaknesses of our tendencies.
1. Analytics/Cool Blues
• needs to be convinced that the change makes sense in order to go along with it
• looks for a logical basis for the change, become baffled by non-logical factors (e.g. politics)
• needs time to think about the change and the impact
• will be adaptable to the change as long as personal principles are not threatened
• uncomfortable and unwilling to take risks
44

45. • will be challenged by the overwhelming hurdles the change may present
2. Amiables/Earth Green
• will be open to change that is aligned with their own values
• will be very resistant if deeply held (and often unexpressed) values are threatened or
compromised
• will focus on the actual details of the change and not be attracted to the “what could be”
scenarios
• will be reflective, open, and willing to listen to all points of view
• will be concerned about impact on people during the change
• will want the process of change to be people-friendly and inclusive
3. Expressives/Sunshine Yellow
• will be very willing to try new approaches
• often the initiators of change
• will want the change to benefit people, and will devise change processes to pull people together
• may not have a good sense of their own energy commitments during change, and can become
overloaded
• will be aware of and responsive to others’ needs during the change
• will want to have a sense of being in control and moving forward during the change
4. Drivers/Fiery Red
• will be prone to introduce change when in a position of control, but can be less comfortable
with change when not in control of the process or outcome
• will have strongly held views of what ought to happen, which will usually be based on previous
experience of what has worked in the past
• capable of dealing with multiple factors and complex change situations
• will manage change rationally by using planning tools
• will seek to impose a structure, striving to eliminate any ambiguity
• will support change if there is a convincing rationale or tangible benefit, but may not be inclined
to support change when there is no visible problem they can see.
Often our predisposition towards change is due to factors based on life experiences. (E.g. how a child
learns to deal with change or ambiguity).
List various changes you have had to go through during the last ten years. Categorise them into
adaptive, innovative and radical change.
45

46. • How did you cope with each of these transitions? (Include how you felt)
• Do you generally deal well with change? If not, why?
• Does the way you deal with change vary according to the situation?
• What would make you deal with change better?
• Think of a time when you have had to lead a change process. This can either be at home or at
work. How did you help the people to cope with the transition? What strategies did you use?
VI. How do we learn cope with change?
A. We cope with change by co-operating with God’s process. (Rom 12:2; 2 Cor. 3:18)
B. We cope with change by trusting that God takes us from glory to glory.
C. We cope with change by building our capacity in adaptability and resilience.
Adaptability and Resilience Radar Graph
Activity: Identify your highest and lowest points and discuss.
46

47. Andy Lothian
D. We cope with change when the reason for our change becomes larger than our resistance of
change.
Vision x Next Step x Motivation > Resistance to change
– Gleicher’s model (cited in ‘Organizational Transitions’ by Beckhard, R. & Harris, R., 1987)
47

48. E. We cope with change through education and communication.
F. We cope with change through participation and involvement in the change process.
When change strategies are being considered, the correct timing is necessary for its
implementation.
Organisational change is less successful when leaders fail
1. To tell employees about the process of change.
2. Provide generous information about the change.
3. Inform employees about the reasons for the change.
4. Have meetings to address them and respond to questions concerning the changes.
VII. Why Change Does Lasting Change often not Occur?
Expert on leadership and change, John Kotter (1988), has outlined eight reasons why change
strategies often fail:
A. low sense of urgency for change.
B. lack of a guiding coalition responsible for the change.
C. lack of vision to guide the process.
D. lack of communication of the vision.
E. lack of removal of obstacles to change (political dynamics within the organisation).
F. lack of short-term wins.
G. declaring victory too soon.
H. lack of reinforcement the change.
It is important to note that change strategies work, but they need to operate on multiple levels, having
both short-term and long-term results.
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49. References
Kotter, J.P. (1988). The leadership factor. New York: Free Press.
Kotter, J.P. (1990) A force for change: how effective leadership differs from management. New York: The
free Press
Bennis, W. (2000). Managing The Dream. Reflections on Leadership and Change. Addison-Wesley
Publishers.
Andrew Lothian (Insights Learning & Development) – Radar Graph; Insights into behavioural preferences
for change.
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50. Lesson 7
Managing Power & Politics
According to Handy (1993), power and influence are central to organizations and interactions of all
people. Handy (1993) views organizations as a fine weave of influence patterns whereby individuals or
groups seek to influence others to think or act in particular ways. Effective leaders have learnt how to
use power wisely to influence others. In organizations, managers are entrusted with power in their
respective positions and are perceived to have authority. However, managers are not the only holders of
power as individual ability and leadership potential is inherent in many, resulting in many mangers being
involved in a continuous struggle to maintain their power and authority.
I. What is power?
A. Power is “Something that person A has over another person B, to an extent that he can get B to
do something B would not other wise do” Dahl (1957).
B. Power is linked to influence
Influence is “the effect of power exerted: a person exercising such power.” (Chambers 20th
Century Dictionary)
“The process whereby A seeks to modify the attitudes and behaviors of B” Handy (1993).
II. What are the various sources of power?
Charles Handy (1993) outlines a number of possible sources of power that give one the ability to
influence others:
A. Physical power
This is the power of superior force. That of a bully or the tyrant or commander of the army. In
few work organizations is physical power the source of individual influence. No organization has
a right to detain an individual by force (except for those involved in public safety, prison service
or some mental hospitals). Physical power is really used as a last resort when other sources of
power appear ineffective.
B. Resource power
Possession of valued resource is a useful basis for influence. Another term for it is reward power.
This is the power source implicit for most calculated contracts. In order for this kind of power to
be effective:
There must be control of the resources, and
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51. The potential recipient must desire those resources.
C. Position power
This is also known as ‘legal’ or ‘legitimate’ power and comes from one’s position in a group or
organization. This is power residing in the position rather than in the individual. The value of this
power really depends on the value placed by the guarantor of the position. If the occupant of a
particular role either:
Does not receive backing from the organization, or
the organization is not seen as controlling any desired or coercive resources,
Then the occupant will find that influence attempts will fail, because their power source is
invalid. Position power gives the occupant potential control over some invisible assets such as
information, right of access and right to organize.
D. Expert power
Handy (1993) describes expert power as, “The power that is vested in someone because of their
acknowledged expertise.
E. Personal power
This is more generally known as charisma and resides in the person and their personality. It can
be enhanced by position or by expert status.
F. Negative power
Handy (1993) points out that all these sources of power can be used legitimately or
illegitimately. If they are used in the appropriate domain they are regarded as legitimate. If used
outside the domain, the power is regarded as disruptive and illegitimate. This is the negative use
of power.
Negative power is the capacity to stop things from happening, to delay them, to distort them or
disrupt them. Negative power is latent; it does not operate all the time. It operates at times of low
morale, irritation, stress, or frustration at the failure of other influence attempts. The use of
negative power breeds lack of trust by the superior for the subordinate.
G. Departmental power
Cowling et al’s (1988) comment that some departments can have more power than others can be
seen in the distribution of perks and resources within an organization, and which departments
take a more dominant role in meetings and decision-making.
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52. SELF CHECK QUESTION:
Do any of the above aspects of power apply to you in any way?
III. What are some unseen methods of influence?
The above six power bases allow people to use one or more methods of influence. These can be divided
into two classes - Overt and Unseen. Overt methods of influence include force, exchange, and
persuasion. Unseen methods of influence include Ecology: This method is available, often neglected, and
sometimes abused by every manager. In this instance, ecology is the study of the relationship between
an environment and its organisms. As politicians have also discovered, we cannot afford to neglect the
ecology of the organization, or the relationship of the environment to individual behavior or attitudes.
Behavior and attitudes occur within an environment that affects them.
A. Physical environment.
It is possible to manipulate the physical environment in order to somewhat control certain behaviour:
1. Noise affects performance on complicated tasks
2. Variety relieves monotony, provides stimulation and contributes to improved performance
3. Seating patterns tend to affect interaction patterns
4. Open-plan offices are popular and improve communications when the work is routine
5. Segregation prohibits communication
6. Dangerous surroundings increase tension and lower productivity
B. Psychological and sociological environment.
In the psychological and sociological environments, Handy says that
1. Small groups are easier to participate in than large groups
2. Specific, challenging but attainable targets tend to produce commitments irrespective of their
specific content
3. Increased interaction leads to increased sentiments – either favorable or hostile
4. Participation increases commitment if the individual considers participation worthwhile and
legitimate.
Therefore, to adjust the environment in order to remove constraints or facilitate some aspect of
behavior is indirect influence. In short, ecology sets the conditions for behavior. The effective manager
in an organization will check the environment before they act.
C. Magnetism.
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53. Magnetism is the invisible but felt pull of a stronger force, and is the application of personal
power. We have all felt the desire, perhaps sometimes illogical, to work with and for someone.
This method of influence is difficult to measure and can be very relative, but it cannot be
ignored. As leaders, very often the people we attract are those who are like us. As John Maxwell
(1998) states,
“Whom you get is not determined by what you want. It is determined by who you are…in
most situations; you draw people to you who possess the same qualities you do. That is the law
of magnetism: Who you are is who you attract.”
DISCUSSION QUESTIONS
Which methods of influence are predominantly used in your organization?
Is there any illegitimate use of power in your organization?
IV. What is organizational politics?
A. Politics is “the management of influence to obtain ends not sanctioned by the organization.”
Bronston and Allen (1977) in Cowling et al (1988).
B. Politics often has a distinct result as its goal.
“…Organizational politics refers to activities within organizations designed to acquire, develop, or use
power in a conscious way to obtain one’s preferred outcomes or to manipulate a situation for one’s own
purposes.”
Cherrington (1989).
Pfeffer (1981) notes that ‘organizations, particularly large ones, are like governments in that they are
fundamentally political entities. To understand them, one needs to understand organizational politics,
just as to understand governments, one needs to understand government politics.’
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54. V. In what areas do organizations tend to be political rather than rational?
Some research carried out by Miles (1980) identified several areas where organizations tend to
be political rather than rational:
A. Resources
There is a direct relationship between the amount of politics and how critical and scarce the
resources are. Politics is also encouraged with the entry of new “unclaimed” resources.
B. Decisions
Ambiguous, uncertain and long-range strategic decisions lead to more politics than routine
decisions.
C. Goals
The more ambiguous and complex the goals become, the more politics there will be.
D. Technology and external environment
In general, the more complex the internal technology of the organization operating in a
turbulent external environment the more like there is to be politics.
E. Change
Reorganization, planned organizational development, or even unplanned change will
encourage political maneuvering.
Since these elements are prevalent in our organizations today, one can see why there is so much
politics. Miles (1980) states that “in short, conditions that threaten the status of the powerful or
encourage the efforts of those wishing to increase their power bases will stimulate the intensity of
organizational politics and increase the proportion of decision-making behaviors that can be classified as
political as opposed to rational.”
Mintzberg (1983) points out that when these games are carried too far, they turn the whole
organization into a political cauldron and divert it from its main task. Mintzberg notes the
choices that Hirschman presents to participants in a social system as:
Stay and contribute – this is seen as loyalty
Leave – meaning to ‘take my marbles and go’
Stay and try to change the system
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55. As we explore organizational politics it is important to remember that one’s participation in it is
often a reflection of one’s source. Do you see God as your source of promotion or man? Do you
trust him to change situations or are you relying on your own flesh? Manipulative tactics often
take place when we try to change people or situations apart from the Holy Spirit. Many of us
have been manipulative since childhood and are unaware of it. Having said this, Jesus instructs
us to be as wise as serpents and as innocent as doves. There is positive politics, which is where
one uses one’s understanding of the political environment for noble purposes.
VI. What are some commonly used political strategies.
Once it has been understood that organizations are in reality large political systems, one can see
why there are many strategies for gaining power within these systems. Some of these strategies
are healthy whilst others are based on manipulation and lack integrity. Nevertheless, it is
important to be aware of them, partly so that you are not always a victim of them.
Luthan, Yulk and Falbe, and Mintzberg have all increased our understanding of commonly used political
games and tactics. I have listed a number of these below. As you go through them reflect on which ones
you have seen being used, which ones you have been a victim of and which ones you have sometimes
used.
A. Some of Luthan’s political strategies for gaining power in organizations.
1. Maintaining maneuverability
2. Promoting limited communication
3. Exhibiting confidence
4. Controlling access to information and persons
5. Making activities central and non-substitutable
6. Creating a sponsor –protégé relationship
7. Stimulating competition among ambitious subordinates
8. Neutralizing potential opposition
9. Making strategic replacements
10. Building personal stature
11. Employing trade-offs
12. Using research data to support one’s own point of view
13. Restricting communication about real intentions
14. Withdrawing from petty disputes
B. Yulk and Falbe’s 8 Political Tactics.
Yulk and Falbe (1990) recently carried out research on political tactics and derived eight that are
common in organizations today. These can also be termed influence tactics.
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56. 1. Pressure tactics – the use of demands, threats, or intimidation to convince you to comply
with a request or to support a proposal.
2. Upward appeals – persuading you that higher management, or appeals to higher
management for assistance in gaining your compliance with the request approve the
request.
3. Exchange tactics – making explicit or implicit promises that you will receive rewards or
tangible benefits if you comply with a request of support a proposal, or remind you of a
prior favor to be reciprocated.
4. Coalition tactics – seeking the aid of others to persuade you to do something or using the
support of others as an argument for you to also agree
5. Ingratiating tactics – seeking to get you in a good mood or to think favorably of the
influence agent before asking you to do something
6. Rational persuasion – using logical arguments and factual evidence to persuade you that a
proposal or request is viable and likely to result in the attainment of task objectives
7. Inspirational appeals – making an emotional request or proposal that arouses enthusiasm
by appealing to your values and ideas, or by increasing your confidence that you can do
it.
8. Consultation tactics – seeking your participation in making a decision or planning how to
implement a proposed policy, strategy, or change.
C. Mintzberg’s Political Games.
Mintzberg (1983), in his comprehensive review of power and politics in organizations, has identified
thirteen political games that by his definition involve illegitimate use of power, but many of which use
legitimate authority as part of the play. I have outlined just a few of them below:
• Games to resist authority
The insurgency games – to sabotage the intentions of superiors
• Games to counter resistance
The counter-insurgency games – more rules, regulations and punishments
• Games to build power-bases
The sponsorship game – hitching oneself to a useful superior, a star
The alliance game – finding useful colleagues
The empire game – building coalitions of subordinates
The budgeting game – getting control of resources
The expertise game – flaunting feigning expertise
The lording game – flaunting one’s authority
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57. Discussion question
In a group, explore and give examples of how the political strategies mentioned above may
each manifest in the home, in organizations and in society at large.
Highlight why people use them and the consequences thereof.
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58. Lesson 8
Building an Entrepreneurial Culture
Introduction
Entrepreneurship is the practice of starting new organizations or revitalizing mature
organizations, particularly new businesses generally in response to identified opportunities.
(Wikipedia)
The word comes from the French entreprendre which means to undertake. The French word
entrepreneur is “one who undertakes or manages”. (Etymology dictionary)
As believers we need to know that God is the one who anoints us for business. We need to
known that the anointing is not limited to so-called “spiritual” things but that God is our
source of true creativity. The following verses highlight this principle.
Exodus 35:30-35
And Moses said to the sons of Israel, See, Jehovah has called the son of Uri the son of Hur, by
the name Bezaleel, of the tribe of Judah. And He has filled him with the spirit of God in wisdom,
in understanding, and in knowledge, and in all kinds of work, and to devise designs, to work in
gold, and in silver, and in bronze, and in the cutting of stones to set, and in carving of wood, to
make any kind of skillful work. And He has put in his heart that he may teach, he and Aholiab
the son of Ahisamach, of the tribe of Dan. He has filled them with wisdom of heart to work all
kinds of work; of the smith, and of the skillful worker, and of the embroiderer, in blue, and in
purple, in scarlet, and in bleached linen, and of the weaver, of those who do any work, and of
those who work out artful work.
Dan. 1:4, 17, 20
Sons in whom was no blemish, but who were handsome and skillful in all wisdom; and who had
knowledge and understanding, even those who were able to stand in the king's palace, and to
whom they might teach the writing and the language of the Chaldeans…..As for these four boys,
God gave them knowledge and skill in all writing and wisdom. And Daniel had understanding in
all visions and dreams……And in any matters of wisdom and understanding that the king asked
them, he found them ten times better than all the horoscopists and conjurers who were in all his
kingdom.
I. What is the aptitude of an effective entrepreneur?
To be an effective entrepreneur one needs to have the following aptitude:
A. Calculated risk-taking
B. Innovation and Creativity
C. Achievement orientation
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59. D. Determination
II. Why is there a shortage of entrepreneurs?
A. We live in a risk-averse culture.
B. We have an education system (including parents), has undermined creativity.
C. We give up too easily.
D. We do not have enough role models in specific trades.
E. We have made climbing the corporate ladder our main focus.
F. We are more accustomed to mediocrity than achieving greatness.
G. We have succumbed to peer pressure.
H. We are unclear about the correct time to embark on a project.
III. What are the marks of a God-honouring entrepreneur?
The signs of a God-honouring entrepreneur are clearly seen in Proverbs 31. Although this
passage of scripture is often used to describe the marks of a virtuous woman, it is important to
note that this woman was also an entrepreneur.
Prov. 31:10-31
Who can find a woman of virtue? For her value is far above rubies.
The heart of her husband trusts safely in her, so that he shall have no need of plunder.
She will do him good and not evil all the days of her life.
She seeks wool and flax, and works willingly with her hands.
She is like the merchants' ships; she brings her food from afar.
She also rises while it is still night, and gives food to her household, and a share to her young
women.
She considers a field, and buys it; with the fruit of her hands she plants a vineyard.
She binds her loins with strength, and makes her arms strong.
She sees that her merchandise is good; her lamp does not go out by night.
She lays her hands to the spindle, and her hands hold the distaff.
She stretches out her hand to the poor; yea, she reaches forth her hands to the needy.
She is not afraid of the snow for her household; for all her household are clothed with scarlet.
She makes herself coverings; her clothing is silk and purple.
Her husband is known in the gates, when he sits among the elders of the land.
She makes fine linen and sells it, and delivers girdles to the merchants.
Strength and honor are her clothing; and she shall rejoice in time to come.
She opens her mouth with wisdom; and in her tongue is the law of kindness.
She looks well to the ways of her household, and does not eat the bread of idleness.
Her sons rise up and call her blessed; her husband also, and he praises her.
Many daughters have done well, but you excel them all.
Favor is deceitful, and beauty is vain, but a woman who fears Jehovah, she shall be praised.
Give her of the fruit of her hands; and let her own works praise her in the gates.
We can identify 15 key attributes of a God-honouring entrepreneur from this passage:
A. They are of noble character and fear the Lord (Prov. 31:10,30).
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