Strategic Leadership Studies: The Use of Exegetical Research

If I have learned anything in the past three months it is that less is more. Actually, that is a concept that I have embraced in the past and it is also one that as a youth leader I have come to understand more in the last two years. Therefore, in reference to the application of interpretational analyzation skills in the study of ancient sacred text I am all the more a staunch advocate of this pithy saying.

Please keep in mind that this is simply my personal opinion and one that is based on where I – as a student of God’s Word – am in my Christian journey. Likewise, I would be remise if I did not consider that this opinion may ultimately be biased based on the time constraints which were levied during the process of learning how to exegete scripture. Please do not misunderstand me, for this does not serve as a complaint nor as displeasure, but only as observation. Because, truthfully, this process has added more depth and knowledge, to my intellect, and has given me a greater level of respect and appreciation for the art of exegetical research. Most assuredly it is a very important aspect to my Christian lifestyle and equally significant to the journey of acquiring strategic leadership skills.

At the inception of this expedition into the field of strategic leadership studies one of the things of which I was so excited about was the prospect of a deeper study of scripture. My long-seated anticipation of learning how to uncover the hidden secrets of God’s word was about to be satisfied. For I believed, that in order for me to be more effective at teaching His word I needed to dig deeper; and so I enrolled in a course that would do just that. It is within this course, Applied Exegetical Studies, that I learned many useful principles, methods, and approaches for successful interpretational study – which could be useful in the field of Strategic Leadership.

To aid in this endeavor were the teaching resources of Vernon K. Robbins’ “Exploring the Texture of Texts: A Guide to Socio-Rhetorical Interpretation” and Duvall and Hays’ “Grasping God’s Word: A Hands-On Approach to Reading, Interpreting, and Applying the Bible.” These researchers have taken the time to develop strategies and steps to engage the serious-minded student in their quest for uncovering the meanings of ancient sacred texts, and other forms of literature. More specifically, Robbins (2012) introduces the reader to methods of analyzation that provides a lens into the social languages and lifestyles of the people – of the ancient biblical era. To better comprehend, he employs five different analytical approaches which he coins as inner texture, intertexture, social-cultural texture, ideological texture, and sacred texture. Each of these textures contains within their structure a set of principles which directs the interpreter throughout their journey of exegesis. For instance, when utilizing the tool of inner texture analysis it is important to remember that the substance of the communication lies within the texture, particularly the narrative portions of the texts, such as the repetition and patterns of words and phrases. The principles within intertexture and social-cultural analyses require the student to employ the use of extraneous forces and dynamics as it they interrelate to the texts and theoretical examination with an anthropological and sociological bent, respectively in that order. Oftentimes, when using the intertextual method the researcher will come to focus on the comparative nature of a specific scripture to that of an older reference of text. Next, Robbins’ processing of textual exegesis by use of the ideological texture approach equips the interpreter by establishing principlizing factors which require him/her to examine 1) the writer of the text and 2) the reader of the text – otherwise referred to as ‘self’’, Once this has been accomplished the next important step is to analyze the text. This method is comparable to that of the intertextual analysis mode. Finally, the practice of sacred texture exegesis is, perhaps, Robbins’ most simplistic tool for interpretation. Again, this statement is purely my opinion and most likely stems from him shying away from his typical use of “referenced commentaries and articles” to explain this method of textual research. The principle of sacred textual analysis is found by focusing on identifying divine beings, holy persons, spirit beings, divine history, human redemption, human commitment, religious community, and ethics within the text. Understandably, these facets are contained within each of Robbins’ aforementioned analysis approaches. It is for this very reason that he suggests the contextualization of this method in conjunction with that if the others. As you can see, Robbins offers a manifold variety of approaches to exegetical interpretation, thereby giving the researcher an opportunity to choose the manner of study that best suits his/her learning style. As stated previously, this was just one of the resources that were offered at the commencement of this study. The other – for me – seemed to be the one that I would probably choose, most often, to engage in more regularly for a deeper study of God’s word.

J. Scott Duvall and J. Daniel Hays’ manner of interpretative analysis is aptly titled, The Interpretive Journey, and is based on five identifiable steps. These steps are in place to help the student find meaning of the text by building a “principlizing bridge” by which he/she can then cross the river of textual understanding. Very simply, these five steps are known as 1) grasping the text in their (the original audiences) town; 2) measuring the width of the river to cross; 3) crossing the principlizing bridge; 4) consulting the Biblical map; and finally, 5) grasping the text in our town. Within each of these steps the interpreter must ask themselves a question. These questions are designed to develop clarity in identifying meaning, differences, the theological principle and its place in scripture as well as its pertinence in the Christians’ life. I am more partial to this mode of exegesis because, as a novice, it creates a visualization and interactive connection me and the text. Most importantly, the language of the method is more easily understand, thereby, allowing for practical application of the skill. Obviously, with constant use I will become more comfortable engaging in scriptural exegesis – which is extremely necessary in the field of leadership, both in the church and secular communities. In his communication to Pastor Timothy, Paul admonished the young shepherd to study God’s word in order that he may be approved by Him whose worker he was. Such is the case for every God ordained leader, for who knows exactly what manner in which the Lord will use His servants to reach the unsaved. Therefore, studying is an integral function in a leaders’ life and being able to do so with a relative amount of ease makes it all the more enjoyable and employable.

However, constant prayer, purposeful and adequate time, a comprehensible method of analysis and a heart of expectation are necessary for the student as he/she traverses on the exegetical journey of Biblical interpretation. Furthermore, study must be tempered and strategically implemented so as not to overwhelm, wield incorrectly, or cause eventual disuse. Having said that, I must also state that because we – individually – are at different stages of our lives be it spiritual, educational, personal or professional we must be sure to use caution and care while moving forward, nonetheless.

Be blessed!

Duvall, J. Scott & Hays, J. Daniel. (2012). Grasping God’s Word: A Hands-On Approach to Reading, Interpreting, and Applying the Bible. Grand Rapids: Zondervan.

Robbins, V.K. (2012). Exploring the Texture of Texts: A Guide to Socio-Rhetorical Interpretation. Harrisburg: Trinity Press International.

The Holy Bible

Leadership In a Partnership of Equals: The Need for Connectedness

“Smart partners win not only because of what they do, but even more importantly, from how they do it. They win from leveraging their connectedness and from valuing the building of relationship skills.” Stephen Dent

Partnerships do not just happen, but when they do it is a wonderful phenomenon. This joint collaboration between two leaders, when done correctly, can potentially impact the world in an extraordinary way (Kouzes & Posner, 2012). This concept is presently demonstrated in a large variety of successful partnership companies throughout the years.

Companies like Proctor & Gamble, which was birthed in 1837 by William Procter and James Gamble. Based in Ohio, P & G has amassed over 100,000 employees and has acquired a larger number of independently successful companies over the years such as Noxell, Jif Peanut Butter, Norwich-Eaton Pharmaceuticals – to name a few (2005). Both William and James share a connection in that they were both businessmen prior to their shared business; however, when they became in-laws through the marrying of sisters they were convinced by their father-in-law to start a company together. Another long-standing successful partnership company is Hewlett-Packard, which was founded in 1939. The connection that these two men shared is that they were best friends with similar strengths and management styles, thusly, complimenting one another. Ziegfield and Roy’s familial backgrounds and their love for magic made for a dynamic partnership for them; Google’s Larry Page and Sergey Brin both had parents who were university professors; Twitter’s Evan Williams and Biz Stone, Microsoft’s Bill Gates and Paul Allen, and Ben and Jerry’s Cohen and Greenfield all were connected in some crucial way.

Nonetheless, as important as connectedness is these partnerships still required additional ingredients – so to speak – that were necessary to garner success. In order to create a “partnering culture an organization needs to accrue four chief benefits: 1) openness,
2) creativity, 3) agility, and 4) resiliency (Dent, 2006). The presence of these attributes creates an atmosphere that is conducive to transformation that is sure to impact the success of a company.

A third necessity for equal partnerships to obtain successfulness is that of effective communication which included free flowing dialogue, trust amongst the leaders and followers, loyalty, credibility, and dedication. Each partner brings to the table important aspects that are needful in balancing out strengths and weaknesses, as well.

In seeking to align oneself in a relationship of equal partnership consideration and employment of the following six characteristics could prove to make the difference between extraordinary success and total failure:
a. partnerships are entered into voluntarily
b. partners perceive themselves to be equal in power and accountability
c. partners have equal access to, and openly share information and knowledge
d. all partners are perceived as equally valuable, albeit in different ways
e. partners look for opportunities to discover their wrong, and
f. partners seek out and support success for others

Each of the companies listed above did not magically reach success simply because of their similarities in background or their passion for their particular interest. On the contrary, they had to work hard, stick to the vision and bring every ounce of their skills into the equation. This they had to do continuously as equal partners. Thus emphasizing the concept that it is not only what they do, but how they do it that will determine the path that their collaboration takes.

Citations:

Dent. S.M. (2006). Parntership relationship management: Implementing a plan for success. Partnership Continuum, Inc.

Kouzes, J.M. & Posner, B.Z. (2012) The leadership challenge: How to make extraordinary things happen in organizations. California: Jossey-Bass.

International Directory of Company Histories, Vol.67. St. James Press, 2005

The Most Pressing Global Leadership Issue Facing Our World Today

…IS NOT MONEY.  MONEY IS ATTAINABLE. IT IS NOT RESOURCES. RESOURCES ARE REPLENISHABLE. NOR IS IT SPACE; for, “The earth is the Lord’s, and all its fullness, the world and those who dwell therein” (Psalm 24:1, NKJV). Everything in this world belongs to God. Everything (Psalm 50: 10), and there is nothing that He will withhold from us when we need it (Philippians 4:19 & Psalm 84:11) – “no good thing will He withhold from those who walk uprightly” (NKJV); which brings me to the issue at hand – CREDIBILITY.

When time after time those who have been entrusted with our care repeatedly fail to maintain our trust – what are we to do? From the board room to the pulpit and government officials to trusted pastors and priests – there has unfolded a trail of wounded and damaged souls as a result of a lack of credibility from those we have entrusted with our very lives. How do we rise up from this state of near ruin?

We, the people, must no longer look for a ‘feel good’ remedy, but we must nurture and train up leaders who are not afraid of going against the ‘status quo’. We must set standards and maintain boundaries that will help to produce responsibility and accountability in those who step up into positions of leadership. Leadership is not about gaining an audience for one’s own claim to fame. Leadership is about the people. It is about putting others before oneself. Philippians 2:3 says, “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves” (NIV).

All too often leaders have either come aboard in a self-seeking manner or throughout the course of leadership they have deviated from doing what was right. Unfortunately, this issue has become all-to-familiar in the last few decades. Nonetheless, there is a remedy for this dilemma in that God says, “if my people, who are called by my name, will humble themselves and pray and seek my face and turn from their wicked ways, then will I hear from heaven and will forgive their sin and will heal their land” (2 Chronicle 7:14, NIV).

We, the body of Christ, must take our strategic positions and be conduits for change in this earth for we are the salt therein.

 

Leadership & Communication: A Philosophical View

My initial thoughts on the topics of leadership and communication are really quite basic – leaders are born and communication is key. Simple enough, right? You see, for many years I have admired and revered the many people that were and presently are in leadership roles. Pastors, presidents, head corporation executives, etc. As a matter of fact, I remember an event where my behavior seemed others that I might have been asserting myself into a role [the head] because of a perspective that I had taken. Somehow, it was translated in a misconstrued manner that could have and would have played out very negatively. Quickly and humbly I addressed the matter – quite publicly I might add. In doing so I stated to my leader that in no uncertain terms would I even dream of assuming that I could do what he was doing, nor did I want to. After all, he was not the type of person that would allow you to ‘think’ or ‘act’ on your own. His imprint was the one that mattered and we all knew it. And so, I knew that my role in that environment was as a ‘follower’, and that is what I put all of my energy into doing. Therefore, how I acted, spoke, listened all were integral in how I became an effective dedicated follower.

On the other hand, deep down inside I knew that there was something being nurtured…in a gestational period – so to speak.

Conversely, after a more insightful search regarding these two important topics I further deduce that although leaders are indeed born and then fashioned throughout their lives via the various periods of nurturing, teachings and training – without proper and positive influxes of communication they will be at a loss as to how to appropriately walk in the calling of leadership.

Mary P.

Hello world!

I guess I should just state that this initial post is a test. A test to see whether I can successfully acclimate myself into an environment of communication that has been – dare I say – unchartered, by me, that is.

Anyway, as I already said – this is just a test~

Blast off!

Signed by:

Me

modified: January 14th