1.
PERSONAL PHILOSOPHY OF LEADERSHIP
(REVISED)
__________________________________
A Paper
Presented to
Dr. Andrew B. Seidel
Dallas Theological Seminary
__________________________________
In Partial Fulfillment
Of the Requirements for the Course
SL 305 Dynamics of Leadership
__________________________________
By
Kasey Summerer
November 2013

2.
1
As Parker Palmer describes the dilemma of defining leadership when he says,
“Leadership and spirituality are probably two of the vaguest words you can find in our
language…,”1
so too persists the challenge for me of defining my own philosophy on leadership.
As I have wrestled with this allusive concept through my studies, defining its exact nature is still
a struggle: Can it be taught? What are its true characteristics? Etc. As I head into college ministry
after graduation, my concept of leadership will both shape how I relate to students and the very
effectiveness of my ministry. Therefore, it is imperative that I shape both my view of what
encompasses leadership and how it is both learned and integrated into the relationships it shapes
and guides. While differing authors define leadership from differing spheres, whether business,
faith, or in general, my goal is to define leadership as it is seen through the eyes of Christian
faith. As such, my working definition is that Christian leadership is the influence one carries with
another or group through means of relational trust, shared vision, and stewarded ability in order
to achieve God’s will for the group. While a leader in its simplest terms is one who has
followers, there is a vast difference between a leader and an effective leader. The same is true
with Christian leadership. This being said, I would echo with the majority of what Dr. Seidel
places at the foundation of what makes and characterizes a biblical leader in Charting a Bold
Course. In constructing my own model of effective leadership, I believe an effective leader has
an awareness, understanding, and establishment of his or her internal self, from which flows an
external expression and thus we observe as characterizing his or her leadership style. It is then
these internal realities and external expressions that establish a leader and to which we now turn.
1
Parker J. Palmer, “Leading from Within,” Insights on Leadership, Larry C. Spears, ed. (New York:

3.
2
The Internal Self
The area that we must start with that builds the foundation under every leader (and so
every person) is the internal self. Of this internal environment there exists several components
including identity, integrity, relational intelligence (with its sub-discipline emotional
intelligence), and giftedness. These four, Dr. Seidel identifies similarly as identity, integrity,
intimacy, and intensity. The process of shaping this core is what Seidel calls the “personal
pilgrimage” in which “God brings into every Christian leader’s life those experiences needed to
mold and shape him or her into the person He wants.” 2
It is essential then in becoming a leader
that one must process this pilgrimage in a three-fold manner. First, there needs to be a discovery
or rediscovery process of identifying each component. Next, one needs to interpret or gain an
understanding of what the discovery process has revealed. Finally, there is an active or
establishment process, which then becomes the external expression of oneself. This process in
some ways is similar to that which is performed by a doctor. A doctor’s goal is not to merely
treat a patient’s symptoms. Instead, in observing the symptoms, the doctor is able to assess what
the underlying disease or ailment is and then treat it. So then, in curing the real problem (which
is internal), the symptoms go away in the process. In becoming a leader, one must assess what is
going on inside of him or her in order to understand and even correct internal dimensions, so that
one is able to perform the external actions, which we understand to characterize effective
2
Andrew Seidel, Charting A Bold Course: Training Leaders for 21st
Century Ministry (Chicago: Moody
Publishers, 2003), 20.

4.
3
leadership.3
Through this processing, one must wrestle with the darkest parts of one’s heart and
past, but through it one will also see a light at the end of the tunnel and hopefully discover in joy
the purpose for one’s life that God has been shaping them for all along.
At the core of these components is identity. This is the person God has created one to be.
Dr. Seidel writes,
“A person’s identity has to do with who he perceives himself to be. Identity is like an
inner map of his being, and all he does is in harmony with this inner map. The boundaries
on our inner maps circumscribe things like our personal sense of worth or value, our
evaluation of our capabilities, strengths, and weaknesses, and our view of where we fit in
the society around us.”4
In a very real sense, our identity is the paradigm through which our reality exists. Our worldview
is shaped by it and our actions are in direct correlation to it. As Dr. Seidel observes, life’s big
questions ride on what one understands his or her identity to be. The key to this component is
understanding who writes the rules to our reality; who has drawn our map or written our
paradigm? Our identity question is then a question of source. We are left with two options; either
we are our own architects of our reality or someone else has written the rules. For one to
conclude that he is his own architect, the result becomes chaos, with no truth or point of
reference to anchor to. The logical end, if he is integrious, is that he reverts to an animalistic
worldview in which his own selfish desires become the goal and of which other people become
either a means of meeting that goal or an obstacle in the way. Morality is but a means of
manipulation and there really is no right or wrong.
3
I firmly believe that this process is best done through intentional Biblical community (Eph. 4:11-16; Heb.
10:24-25). Community members who deeply know and understand the individual act as a 360° mirror, allowing the
individual to not only uncover any blind spots, but to honestly assess reality.
4
Ibid., 63.

5.
4
Fortunately, the first option requires more faith than the most logical option to which we
are not without witness; that there is a divine creator who not only created the world but also has
written each of our maps. It is only once one has embraced this reality that the rest begins to
make sense. As our divine mapmaker, what then has God revealed about us, his creation.
Fortunately, scripture has much to say on this matter. Genesis 1:27 tells us we are made in God’s
image. Psalm 139 says we are known by God and fearfully and wonderfully made by him.
Romans 5:8 says we are loved by God. The list goes on and on, including that we are identified
with Christ and made alive in him in Romans 6:4 and Ephesians 2:5 respectively. The point is,
that at the deepest level, when one begins to understand that his identity can only truly be
established when put in relation to God in Christ, all of the big questions begin to take meaning.
Especially significant to this new understanding of identity is that God has created one uniquely,
and that one’s temperament, strengths, and weaknesses are a gift in that they play a decisive role
in how one lives a purposeful life and the style with which one leads others.
While much could be said concerning temperament, strengths, and weaknesses, I will
note the extreme importance of entering that discovery process so that one will have a better
intelligence about why he or she acts or responds like one does. Not only is having this
understanding important, but also it allows for one to observe tendencies and character flaws that
one would have been oblivious to elsewise. Being aware of a weakness and knowing that one
should correct it is one thing, but being unaware of a character flaw that causes failure is a far
worse problem because one does not even know where correction should begin. An
understanding of one’s temperament is important on several levels.
First, it simply helps one understand themself better. This is not only beneficial to one’s
leadership, but probably more pragmatically to be able to improve the way one navigates

6.
5
everyday life. One’s temperament is telling about what environments one should avoid or be a
part of, what kind of friends one is drawn to, how one approaches conflict, what kind of work
will stress one out, etc. Second, knowing this information also helps one analyze his or her
behavior and mannerisms; being able to separate good, neutral, and negative behaviors. The
value of this is that is allows one to realize that certain patterns of behavior are actually amoral or
neutral, being simply a particular trait of one’s temperament rather than inferior or superior to the
personalities around them. This is freeing in that it allows one to realize that this is how God has
made and nurtured them. Third, understanding this uniqueness of how God has wired one can
enable one to realize the direction of which one can utilize one’s gifts. For example, if a person,
gifted at teaching the Bible, realizes that he is wired as an introvert and thrives with details, it
would be easy for him to see himself as a professor or even a teaching pastor of adult classes of
mature disciples. Fourth, and in line with this paper, being able to pull these details together from
the first three points, one can gain a deeper understanding of how that particular person leads
others. For myself, understanding that I am a high I in the DISC test and align closely with what
Triaxia calls the “Affliliator,” helps me understand that I lead through influence based on
relationship that I easily can establish because I am naturally an encourager and enjoy building
people up. By understanding that this is my natural God-nurtured temperament also helps me
realize that I do not have to aspire to be just like a high D in order to be an affective leader;
rather by embracing my strengths within my temperament, I can become a very affective leader
by honing my own leadership style.
Next, are strengths and weaknesses. While one may fall into a particular temperament,
one’s unique strengths and or weaknesses may be vastly different from those of like
temperaments. As Dr. Seidel points out, some of our strengths may be naturally inherited,

7.
6
whether in physical ability, artistic gifting, mental capacity, etc.5
Often life experience and time
will bring these gifts to the fore as individuals encounter experiences that resonate with one’s
natural talents. In this sense, just like a piano tuner hearing the pitch align with both the piano
string and his tuning fork, so is it when one discovers activities that align with one’s natural
talents. It is the wedding of these natural talents with invested time and practice that produces a
valuable part of one’s skillset, a topic that I will come back to later.
Continuing to cover ground, I make way now to the processing of one’s integrity.
Merriam Webster Dictionary defines integrity as “firm adherence to a code of especially moral
or artistic values; the quality or state of being complete or undivided.”6
Even better, the New
Oxford American Dictionary defines it as “the quality of being honest and having strong moral
principles; moral uprightness; the state of being whole and undivided.”7
I believe Webster’s first
definition is watered down and the NOAD only catches the observed outcome of true integrity.
Rather the definition from both that most would easily skip over (the state of being
whole/complete and undivided) is the place where we must begin. As Webster seems to hint at,
integrity needs placed in relation to its source, but unlike Webster’s definition, which leaves
integrity relativistic and open-ended, true integrity goes back to one source, that is God. This
being so, integrity and identity are intricately linked because if one does not recognize their
identity in relation to God, his integrity becomes compassed by his own depraved heart, which
Isaiah 53:6 rightly describes. If then one has his identity rightly placed, integrity then becomes
aligning one’s self (thinking, feeling, acting) with what God has revealed in His word and the
5
Ibid., 85.
6
Merriam-Webster's Collegiate Dictionary., 10th ed. (Springfield, MA: Merriam-Webster, 2002), 608.
7
Erin McKean, ed., The New Oxford American Dictionary, 2nd ed. (New York, NY: Oxford University
Press, USA, 2005), 876.

8.
7
guiding of the Holy Spirit. So then, one’s identity, being in Christ, should be “complete and
undivided” with one’s integrity, being Christ directed. Even when one discovers and understands
what his integrity should be, the establishment process is still not easy. Concerning integrity,
Seidel rightly states, “Our experiences expose inconsistencies between who we are inside and
what we present ourselves to be in our interactions with others. The result of this exposure is a
growing consistency between our inner life and our public presentation.”8
It is the process of
establishing one’s integrity that is revealed in character, which likewise, I will return.
Coming to the third component of the internal self, I need to talk about relational
intelligence (and or emotional intelligence). While it is absolutely necessary to discover,
understand, and establish both who one is (identity) and where one stands (integrity), God did
not create us to be in isolation. He created us to be in relationship. The foundation of this
relational aspect of humans is based on a relational intelligence, that is, an understanding of how
to build relationships. While some of this is necessarily instinctual, as is evidenced by watching
children attach to their parents as they spend time with them, a higher percentage I would
arguably say is learned. While I have done little research in this area yet, it must be insisted that
for authorities like Kouzes and Posner to make half of their “truths” in The Truth About
Leadership and four out of five “practices” in The Leadership Challenge about relationship, one
needs to have a strong understanding about how to build, keep, and nourish these relationships.
As a sub-discipline of this, emotional intelligence is a key factor. Being able to navigate the sea
of emotions billowing both on the inside of oneself and of others can be instrumental in
nourishing relationships. Learning in this area can also make one more aware of one’s motives
and practices, being able to distinguish healthy practices and even manipulative ones. Without
8
Andrew Seidel, 20.

9.
8
going further, I feel this is an area that every leader needs to firmly establish within themselves.
In fact, the church is in dire need of more leaders that can use this intelligence not only to
promote better harmony but also to reestablish the family9
as a central aspect to our mission.
Coming to the final component of the inner self, we have giftedness. While Dr. Seidel
speaks about this area least of all, what he says is spot on. He says, “This passion is expressed in
a godly intensity about the issues, needs, or roles that God desires us to focus our attention on in
serving Him by giving leadership to His people. It is by focusing in these areas that you find
your greatest sense of fulfillment and through which you make your greatest impact.”10
Bill
Hendricks defines this “giftedness” another way, “Giftedness is the unique way in which you
function. It’s a set of inborn core strengths and natural motivation you instinctively and
consistently use to do things that you find satisfying and productive. Giftedness is not just what
you can do but what you are born to do, enjoy doing, and do well.”11
While at first this might
seem like aiming for a bull’s-eye, I would challenge that notion. Rather than trying to hit a small
dot from a great distance, I would argue that one ought to aim for the entire target, which is a
conglomeration of one’s identity, temperament, gifts, and strengths. In the process, it will help
one bring things into focus. In an illustrative sense, I will use myself. First, my identity is planted
firmly in Christ; my desire is to serve Him and carry out His mission of making disciples. In
looking at my temperament, I identify as one who is both extraverted and people focused. This in
9
Equally important is helping the Church reenvision Christ’s bigger picture of family (Matt. 12:46-50).
The Church is one body, consisting of singles, marrieds, and families. Having a high esteem of marriage is key, but
we must at all costs avoid the temptation of idolizing the institution, which has caused great pain for singles and
those called to singleness.
10
Andrew Seidel, 20.
11
Bill Hendricks, The Person Called You: Why You're Here, Why You Matter and What You Should Do
with Your Life, (Chicago, IL: Moody Publishers, 2014), 28.

10.
9
itself only marginally decreases the size of my target. Moving on, I find that my strengths
include being able to create relationships very easily because of my authenticity, willingness to
listen, and soft heart. Also, I am a deep thinker and love to learn. Now my target is beginning to
shrink significantly; including the areas based around building relationships and solving
problems. Finally, I am spiritually gifted in the areas of encouragement and service. My target
then has taken its shape, with its foundation being based in relationship. Within my target I see
included using relationship to encourage, serve, develop, and disciple others. Thusly, when I
began to explore my target I found my giftedness of investing in students and my desire after
graduation is to work at a college or university in a position in which I have lots of contact with
students, where I can develop them in their giftedness, and build disciples for Christ.12
While by no means having covered the topic exhaustively, I believe the discovery,
understanding, and establishment process of the internal self, including identity, integrity,
relational intelligence, and giftedness is crucial to the establishment of any effective leader. In
this establishment of the internal self, one has planted firmly a pillar in the ground from hence
comes the external qualities that many have described as the characteristics of leadership; it is to
these qualities that I now turn.
The External Self
Having established the importance of establishing the internal self for an effective
Christian leader, we now focus on the outflow of that internal self, being what Dr. Seidel calls
12
In the back of Hendricks book, he includes the condensed process of what he does through his
organization called The Giftedness Center. Unlike most tests and inventories, which are based on hypothetical
situations, Hendricks’ process is driven by ones own past and experiences, through the process of storytelling. In my
opinion, it is one of the best assessments out there.

11.
10
“the four major aspects of leadership”: Character, Vision, Relationship, and Skills.13
These four
characteristics are to a leader what the primary colors are to the color wheel; in combination they
produce the actions and characteristics that many use to define leadership. In fact, nine out of ten
of Kouzes and Posner’s leadership truths are easily attributed to these four aspects in
combination (only truth seven is environmental/situational). Also, each one of these
characteristics or aspects inversely, we find, comes directly out of one of the internal components
that I have already discussed.
First is the foundational aspect of Character. Character is the manifestation of one’s
integrity, that being the aligning of one’s external actions and words with one’s internal values14
(that if understood right should be Christ focused). It is only when one’s integrity is transformed
and truly aligning with God’s word that a Christian leader can have true character. Often in
trying to create leaders we try to adjust or correct merely one’s actions and in process
pragmatically sell the theory that leaders are made through behavior modification. This just is
not so because if only behavior is modified, eventually the “leader” will let down their guard and
fail morally or they will burn out in the process. Illustratively, the same is true with a liar in that
after he has told his first lie, he must keep up the facade in order to not be found out. The same is
true of one who is not leading out of internal integrity because in “performing character” he must
work to prove something that really isn’t there. This is why in developing leaders we must focus
internally first and in taking care of internal matters such as integrity, character will follow.
Foundation aside, character is truly the glue that holds it all together and the reason many
characteristics described both biblically and by prolific leadership authors focus around this
13
Andrew Seidel, 21-22.
14
Ibid., 99.

12.
11
matter. 1 Timothy 3:2-7 and Titus 1:6-9 build a picture of biblical character that elders are to
possess in the areas of personal life, family life, spiritual life, relationships, and it their
ministry.15
While having an internal integrity to found this character, the elders (that being the
leaders of the church) are to be an example to the flock. Eddie Gibbs in his book Leadership
Next says it nicely,
“Those who are called to guide and guard the people of God also need to be
competent, but competence is undermined by character failure…Church leaders also have
to model this balance for those whom they lead. Preachers are often said to cynically say,
“Do as I say, not as I do.” This is a far cry from the position taken by Paul, who exhorted
the followers of Christ in Corinth to “follow my example as I follow the example of
Christ” (1 Co 11:1)”16
Also, just paragraphs before Gibbs in quoting Robert Murray McCheyne seems to sum it up best,
“My personal holiness is my people’s greatest need.”17
Moving on, next we come to vision. Vision at its core is the manifestation of giftedness.
Dr. Seidel, in exploring vision states, “Vision is defined in many different ways, but all of the
definitions come down to the idea that vision is a mental picture of the future state of a person or
an organization.”18
Of the several definitions he also gives from other authors, I believe George
Barna’s may be the best, “Vision for ministry is a clear mental image of a preferable future,
imparted by God to His chosen servants, based upon an accurate understanding of God, self, and
circumstances.”19
I like this definition because it encompasses the key elements that I believe
should drive vision; an optimistic future picture based on understanding God, one’s self, and
15
Ibid., 122-124.
16
Eddie Gibbs, Leadership Next: Changing Leaders In A Changing Culture (Downers Grove, IL:
InterVarsity Press, 2005), 129.
17
Ibid., 129.
18
Andrew Seidel, 162.
19
Ibid., 162.

13.
12
circumstances. In my own eyes this translates into taking one’s giftedness, discovered in the
context of identity, and dreaming big about how God can use it within a specific context, and
subsequently making resolve to see that dream come to fruition. Similarly, as Dr. Seidel once
espoused in the classroom, “Vision being one’s mission given a context and an application.”20
Once again an illustration; one’s giftedness is like a racecar without an engine; it is of a specific
model but has its own specialized transmission, tires, computer, and other modifications. It is
built to run on a specific kind of track in a certain kind of race but we need to put the right kind
of engine in it so that when the rubber meets the road we can compete well and win the race.
Casting the right vision is how we do that.
Vision is truly a prerequisite for being affective as a leader. Nehemiah of course is
probably the best biblical example of how when one formulates a good vision, things get done.
He saw the situation and because he had a passion for his people, he made a plan, led the way by
example and never looked back. In speaking of leaders and vision, Kouzes and Posner report,
“When surveyed about what workers desire in a colleague and then a leader, only 27
percent wanted forward looking out of a colleague while 70 percent wanted forward
looking out of a leader. “No other quality we’ve studied showed such a dramatic
difference between leader and colleague.”21
It is incredible that this factor is what the largest percentage expects to be different between a
leader and a non-leader. In speaking to the effect of re-evaluated vision within the emergent
church Gibbs notes, “The emerging church is more concerned with ministry by the church than
20
SL 335: Dynamics of Christian Leadership. Taught by Dr. Andrew Seidel at Dallas Theological
Seminary, Fall, 2013.
21
James M. Kouzes and Barry Z. Posner, The Truth About Leadership: The No-Fads, Heart-Of-The-Matter
Facts You Need To Know (San Francisco: Jossey-Bass, 2010), 47.

14.
13
ministry in the church.”22
While many would miss the significance of this point, the redefinition
of vision such as this should profoundly shift both the way things are done and the perspective
church members would adopt. Finally in describing the benefits of having a clear vision, Dr.
Seidel rightly notes 1) A vision is a motivating factor for accomplishing things of value; 2) “A
vision raises expectations and standards” because it challenges one (or the group) to accomplish
a high goal; 3) A vision is a source of hope, giving people a glimpse of what could be; 4) “A
vision enables us to be proactive rather than reactive,” giving one a direction in which to blaze a
trail.23
Third we come to the aspect of relationship. This aspect not surprisingly is the
application of one’s internal relational intelligence. Relationship, as everyone should readily
admit, is absolutely necessary for any leader. Kouzes and Posner state, “Leadership is a
relationship between those who aspire to lead and those who choose to follow.”24
Also,
“While there are several hundred definitions of leadership in the academic literature, the
simplest way to know is just to look to see whether that person has followers. If you think
you’re a leader and you turn around and no one is following you, then you’re simply out
for a walk.”25
As is implied in the very nature of the word “leader,” there is the notion that there must also be a
follower. While historically there has been ignored this relationship in differing models of the
Great Man Theory, one cannot afford to underplay the role of the follower. In a biblical sense,
there are few better places to go in observing relationship in leadership than the Gospels and
22
Eddie Gibbs, 87.
23
Andrew Seidel, 163.
24
James M. Kouzes and Barry Z. Posner, 16.
25
Ibid., 62.

15.
14
especially John 13-16. In these passages Jesus shows us what authentic servant leadership looks
like; washing their feet, giving them the commandment to love, etc. Taking direction from
scripture, every Christian leader is directed in how he ought also to nourish his family
relationships in passages such as Ephesians 5-6 and Colossians 3:21. Kouzes and Posner
recognize these same principles in writing, “Love is the soul of leadership. Love is what sustains
people along the arduous journey to the summit of any mountain.”26
Also, “Exemplary leaders
do not place themselves at the center; they place others there. They do not seek the attention of
people; they give it to others.”… “’Servant leadership’ is what many have called this
relationship, wherein the task of leaders is to serve others.”27
Finally, we have the fourth aspect of skills. Skills is a broad category encompassing both
tangible and intangible attributes, competencies, and assets that allow either an individual or
group to work toward a shared vision. In reality, skills are a realization of combinations of all
four of the internal components discussed previously. As to identity it includes one’s strengths,
gifts, and talents. As to relational intelligence it includes one’s ability to navigate relationships,
initiate change, resolve conflict, building motivation, etc. As to integrity it includes attitudes,
commitment, ethics, etc. As to giftedness is includes direction, effectiveness, etc. Skills are the
road that allows for progress in working toward a vision. In a corporate identity sense, skills
would include the financial strength, combined skillsets of the individuals within the
organization, mobility or even adaptability of the organization, etc. In emphasizing the fact that
leadership is about utilizing your means wisely, Kouzes and Posner add, “Are leaders born or
made?... We’re all born. That’s a given. It’s what you do with what you have before you die that
26
Ibid., 137.
27
Ibid., 138.

16.
15
makes the difference.”28
The skills that we have at our disposal are truly a toolbox; every leader
needs to continually collect more tools in order to better attack the tasks the Lord has placed
before us.
In drawing the external aspects of leadership together, one must conclude that all four
(character, vision, relationship, and skills) are absolutely necessary for any Christian leader to
succeed in the long run. While with the lacking of one, an individual or group may see short
spurts of success; no leader can finish the race strongly without all four working in rhythm
together in his life. While all four aspects are truly a work in progress in a leader’s life, every
Christian leader ought to keep the attitude of Paul in 1 Corinthians 9:24-27 in sight:
“Do you not know that in a race all the runners run, but only one receives the prize? So
run that you may obtain it. Every athlete exercises self-control in all things. They do it to
receive a perishable wreath, but we an imperishable. So I do not run aimlessly; I do not
box as one beating the air. But I discipline my body and keep it under control, lest after
preaching to others I myself should be disqualified.” (ESV)
Conclusion
Leadership may be an elusive topic as Parker Palmer notes, but it does not have to stay
there. It will never be as simplistic as a math problem, but rather is more like an art. While some
dislike this quality about leadership, I believe it proves an important point. Leadership in itself
comes from our great God, who is not rigid, but creative. Then in the process of molding leaders,
God has decided to make them in variety; each molded in a different and unique manner. Like
clay on the potter’s wheel, God shapes us each a little differently, but still for the same ultimate
purpose; to glorify Him. One is molded into a cup to give the thirsty something to drink. One a
28
Ibid., 120.

17.
16
vase to display the beauty of God’s flowers. Another a basin to wash the feet of those who have
walked through the mire. The point is, that every leader needs first be able to identify his yIlV;k, his
vessel or utensil, in which God has shaped him. Only then can he discover, understand, and bring
to fruition what God has purposed him for.

18.
1
BIBLIOGRAPHY
Gibbs, Eddie. Leadership Next: Changing Leaders In A Changing Culture. Downers Grove, IL:
InterVarsity Press, 2005.
Hendricks, Bill. The Person Called You: Why You're Here, Why You Matter and What You
Should Do with Your Life. Chicago, IL: Moody Publishers, 2014.
Kouzes, James M. and Barry Z. Posner, The Truth About Leadership: The No-Fads, Heart-Of-
The-Matter Facts You Need To Know. San Francisco: Jossey-Bass, 2010.
McKean, Erin, ed. The New Oxford American Dictionary. 2nd ed. New York, NY: Oxford
University Press, USA, 2005.
Merriam-Webster. Merriam-Webster's Collegiate Dictionary. 10th ed. Springfield, MA:
Merriam-Webster, 2002.
Seidel, Andrew. Charting a Bold Course: Training Leaders for 21st Century Ministry. Chicago:
Moody Publishers, 2003.
Spears, Larry C., ed. Insights On Leadership: Service, Stewardship, Spirit, and Servant-
Leadership. New York: Wiley, 1998.