Leading to Empower

Biblical Perspectives on the art of Leading and Managing People

Michael A Jelliffe

• Éditeur: Nenge Books
• Année: 2020
• ISBN:
  9780648820604
• Édition: 1
• Sujet: Business
• Sous-sujet: Organizzazioni non profit e di beneficenza

Besides its value in terms of historical, geographical, cultural, ethnic, archeological, spiritual and other areas of interest, the Bible gives us many insights into principles of working with people and the art of leadership and people management.

This book looks at some of those principles, coming out of key Biblical stories, recognising that they provide a foundation for developing the most effective people management skills, whether in business, NGO, club, church or at home.

Leading

to Empower

Biblical perspectives on the art of leading

and managing people

by

Michael Jelliffe

Nenge Books

Leading to Empower

Biblical Perspectives on the Art of Leading and Managing People

Copyright © 2020 Michael A. Jelliffe

All rights reserved.

Without limiting rights under the copyright above, no part of this publication shall be reproduced, stored in or introduced into a retreival system, or transmitted in any form or by any means (electronic, mechanical, photocoying, recording or otherwise), without the prior written permission of the publisher and author of this book.

Published by Nenge Books, Australia, March 2020

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Design by Nenge Books.

Scripture quotations taken from The Holy Bible, New International Version® NIV®

Copyright © 1973 1978 1984 2011 by Biblica, Inc. TM

Used by permission. All rights reserved worldwide.

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Also available as a book ISBN 978-0-6484284-9-7

ebook ISBN 978-0-6488206-0-4

Preface

The Bible as a text book on management?

Besides its value in terms of historical, geographical, cultural, ethnic, archeological, spiritual and other information, the Bible gives us many insights into working with people and the art of leadership and people management.

This book attempts to look at some of those principles, recognising that they provide a foundation for developing the most effective people management skills, whether in business, NGO, club, church or at home. At the heart of good leadership is the ability to empower people. The leader who can manage people from the paradigm of empowerment will revolutionise their relationship with their team, with much better results in productivity, morale and team wellbeing.

Coming out of my own management experiences and material I have developed in teaching frontline management courses, I hope this book inspires you to consider the Bible in a new light, one that illuminates its wisdom in an area some may have not considered before. But leading and empowering people is really at the heart of what God’s mission in the world is about, isn’t it?

Management ideas and principles are not new. My aim has been to draw out people empowerment principles from Biblical text and frame them in the context of practical management practice.

I acknowledge Kris Cole and her book, SUPERVISION, The Theory and Practice of First-Line Management (2nd ed., Pearson Education Australia, 2001) as a primary reference text. She distills so many ideas and concepts as well as practical applications and I have benefited from those. Readers may be aware of hers and others’ footprints like watermarks on some pages as they read. I have appreciated their contributions to empowering leadership.

Finally I’d like to thank the many people, particularly in Papua New Guinea, who I have been privileged to work with or teach and who have helped me understand the value of empowerment better.

My passion is to see people empowered and be able to achieve all that they are capable of, and all of their God given potential. I hope this book is a help in empowering you as a leader or manager to achieve your potential in that role.

Michael Jelliffe

March 2020

Introduction

Any learning is only valuable to the extent that it is applied. This book is designed for use by individuals but also for small or class groups as a learning resource. It can be used for example during a weekly staff meeting over 10 weeks.

Each chapter begins with a sinple case study, a practical example of a situation relevant to that topic. At the end of each chapter are some questions to prompt discussion, which managers can use to prompt practical application of that topic in context.

Case studies and simulation exercises at the end of the book are also a good way to think about how the principles can be applied in the real world. Case studies can be read out to the group who then provide feedback in a group discussion. Simulation exercises are always a lot of fun. Select two people to participate but do not allow them to see the other person’s role description. Give them a few minutes to read over their role and explain it further if necessary before allowing them to act out their role. I find it also useful to also keep the rest of the group who are observers unaware of what the roles are so they can provide genuine feedback on what they saw. Why not write your own case studies and role plays based on situations in your work experience?

Please email me at [email protected] with any feedback.

Michael Jelliffe

1. God the Manager

Rosie was very excited when she was asked by the General Manager to take up a role as a departmental manager in the organisation. She had worked there for five years and knew all the systems well. In fact, everyone said she was recommended for the position because she knew how everything worked and could get things done.

But six months later she was discouraged and frustrated.

“I thought I knew what being a manager was all about,” she confided to her best friend, Jeni, as they sat in the company cafeteria at morning tea. “But I can’t seem to get anything happening and I’m not meeting the department’s goals, we’re getting more and more behind. I’m scared the boss will sack me soon!”

Jeni listened to her friend and then began to ask her some questions.

“Have you been working harder and longer hours now you are a manager?”

“Oh yes, definitely,” responded Rosie, “I’m here well after normal knock off time, and often take work home to do. I’m at it seven days a week.”

“Have you had to take on more work then?” asked Jeni.

“Oh man, you wouldn’t believe how much extra is involved in being a manager. It seems I not only have my own work but have to do half of my staff’s jobs as well.”

Jeni listened to her friend as she responded to a few more questions and then said,

“Rosie, I think I know what your problem is.”

“Well I’m at the end of my rope if I’m honest, so if you can help me, I’ll be very grateful to you,” said Rosie. “What’s my problem?”

Jeni paused for a moment, thinking how she could best phrase her answer.

“I don’t think you understand what management is about,” she said gently to Rosie. “You seem to relate management to the amount of work you do and the amount of time it takes you. You are focused on trying to get a certain amount of work done, your own and yo...