Advertisement

Christian Leaders as Role Models: The Life of Job as an Authentic Leader

  • Darlene L. Davis
Chapter
Part of the Christian Faith Perspectives in Leadership and Business book series (CFPLB)

Abstract

There are seven principles for Christian leaders as role models derived from the life of Job: (a) It is through personal integrity that leaders develop high levels of respect and trust; (b) authentic leaders model self-sacrificial behaviors that potentially cascade across organizational levels; (c) authentic leaders model humility through honest reflection; (d) it is through the vulnerability and transparency of authentic leaders that followers identify with leadership; (e) the trust developed by authentic leaders is the crucial to effective leadership and positive organizational outcomes; (f) it is through authentic leadership that followers develop empathy and concern for others; and (g) authentic leaders are values-driven such that their leadership evokes shares values in their followers and organizations.

References

  1. Adkinson, D. J. (1991). The message of Job. Downers Grove: InterVarsity Press.Google Scholar
  2. Algera, P. M., & Lips-Wiersma, A. (2012). Radical authentic leadership: Co-creating the conditions under which all. Leadership Quarterly, 23(1), 118–131.CrossRefGoogle Scholar
  3. Argandoña, A. (2015). Humility in management. Journal of Business Ethics, 132(1), 63–71.CrossRefGoogle Scholar
  4. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315–338.CrossRefGoogle Scholar
  5. Avolio, B. J., Gardner, W., Walumbwa, F. O., Luthans, F., & Mays, D. (2004). Unlocking the mask: A look at the process by which authentic leaders impact followers’ attitudes and behaviors. Leadership Quarterly, 15, 802–823.Google Scholar
  6. Barton, G. A. (1912). The original home of the story of job. Journal of Biblical Literature, 31(2), 63–68.Google Scholar
  7. Bass, B. M., & Steidlmeier, P. (1999). Ethics character and authentic transformational behavior. Leadership Quarterly, 10(2), 181–217.Google Scholar
  8. Bazerman, M. H., & Tenbrunsel, A. E. (2011). Blind Spots: Why we fail to do what is right and what to do about it. Princeton, NJ: Princeton University Press.CrossRefGoogle Scholar
  9. Bennis, W. (1989). On becoming a leader. Wilmington: Perseus.Google Scholar
  10. Ciulla, J. B. (2014). Ethics and the heart of leadership. Santa Barbara: ABC-CLIO.Google Scholar
  11. Colby, A., & Damn, W. (1992). Contemporary lives of moral commitment. New York: Free Press.Google Scholar
  12. Diddams, M., & Chang, G. C. (2012). Only human: Exploring the nature of weakness in authentic leadership. Leadership Quarterly, 23, 593–603.Google Scholar
  13. Eagly, A. H. (2005). Achieving relational authenticity in leadership. Leadership Quarterly, 16(3), 459–474.Google Scholar
  14. Geiger, E., & Peck, K. (2016). Designed to lead. Nashville: B&H.Google Scholar
  15. George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.Google Scholar
  16. George, B., & Simms, P. (2007). True North: Discovering your Authentic Leadership. San Francisco: Jossey-BAss.Google Scholar
  17. George, W., Simms, P., & McLean, A. L. (2017). Authentic leadership: Emotional intelligence. Boston: Harvard Business Review Press.Google Scholar
  18. Graen, G. B., & Uhl-Bien, M. (1995). Relationship base approach to leadership: Development of leader-member exchange. University of Nebraska Management Development, 1–30.Google Scholar
  19. Greenleaf, R. K. (2002). Leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.Google Scholar
  20. Harter, S. (2002). Authenticity. In C. R. Snyder & S. Lopez (Eds.), Handbook of positive psychology (pp. 382–394). Oxford: Oxford University Press.Google Scholar
  21. Hassan, A., & Ahmed, F. (2011). Authentic leadership trust and work engagement. International Journal of Human and Social Science, 16(3), 64–170.Google Scholar
  22. Hensen, S., Dunford, B. B., Alge, B. J., & Jackson, C. L. (2012). Corporate social responsibility, ethical leadership, and trust propensity: A multi-experience model of perceived ethical climate. Journal of Business Ethics, 137(4), 649–662.Google Scholar
  23. Hsiung, H.-H. (2012). Authentic Leaders and employees voice behavior: A multilevel psychological process. Journal of Business Ethics, 107, 349–361.Google Scholar
  24. Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impacts on employees’ attitudes. Leadership and Organizational Development Journal, 27(8), 646–666.Google Scholar
  25. Konopaske, R., Ivancevich, J., & Matterson, M. (2014). Organizational behavior and management. New York: Mcgraw-Hill.Google Scholar
  26. Mcelroy, S. E., Rice, K., Davis, D. E., Hook, J. N., Hill, P. C., Worthington, E. L., & Van Tongeren, D. R. (2014). Intellectual humility: Scale developmental and theoretical elaborations in context of religious leadership. Journal of Psychology and Theology, 42, 19–31.Google Scholar
  27. Mihelič, K. K., Lipičnik, B., & Tekavčič, M. (2010). Ethical leadership. Journal of Management and Information Systems, 14(5), 31–41.Google Scholar
  28. Northouse, P. G. (2016). Leadership theory and practices. Los Angeles: Sage.Google Scholar
  29. Palanski, L. H., Simons, T. L., & Hannes, L. (2019, September 22). The driver of Followers Commitment and Performance. Retrieved from Cornell University School of Hospitality and Administration: http://scholarship.sha.cornell.edu/articles/723.
  30. Pope, T. Y. (2018). Effects of authentic leadership style and job satisfaction insubordinate employees. Minneapolis: Walden University.Google Scholar
  31. Shamir, B., & Eilamb, G. (2005). What is your story: A life-stories approach to Authentic Leadership. Leadership Quarterly, 16, 395–417.Google Scholar
  32. Szrompka, P., Alexander, J. C., & Seidman, S. (2000). Trust: A sociological theory. Retrieved from Ebook Central: https://ebookcentral-ProQuest-com.ezproxy.regent.edu/lib/regent-ebooks/detail.action?docID=147307.
  33. Van Gils, S. (2012). Instilling morality in organizations. CREDO; 476.Google Scholar
  34. Vidal, L.-A., & Marle, F. (2012). Systems thinking approach for project vulnerability management. Emerald Insight, 41(1/2), 206–228.Google Scholar
  35. Walumbwa, F. O., Wang, P., Wang, H., Schaubroek, J., & Avolio, B. J. (2010). Physiological process linking authentic leadership and follower behavior. Leadership Quarterly, 21(5), 901–914.Google Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  • Darlene L. Davis
    • 1
  1. 1.US NavyJacksonvilleUSA

Personalised recommendations