Banks 4 Mat Review

1302 words 6 pages
LIBERTY UNIVERSITY

A REVIEW OF
REVIEWING LEADERSHIP
BY ROBERT BANKS AND BERNICE LEDBETTER

SUBMITTED TO DR. DANIEL MOOSBRUGGER
IN PARTIAL FULFILLMENT OF LEADERSHIP 510

BY HENRY TOLBERT

GRAMBLING, LA
NOVEMBER 2, 1014

ABSTRACT

Robert Banks and Bernice M. Ledbetter believe the subject of leadership to be one worth exploring, and they do so in their book much to our profit. In this short book, Banks and Ledbetter begin by presenting the overall question they want to answer: Do Christians' core convictions shape their views and practices of leadership or are they affected by wider cultural assumptions? [1]The book begins by exploring the many reasons for the increased interest in leadership today. The authors offer a plethora
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About two years ago I was in a conflict with several of the leaders in our church. The conflict revolved around our misunderstanding of each others approach and roles in leadership. As an proponent of change, I was offended by their seeming lack of faith in pursuing a broader reach in ministry and our effectiveness in the community. As managers, they were more apt to move slowly and could only visualize the problems that would need to be addressed in order to achieve the vision that was laid forth by me. After studying the viewpoints of Banks and Ledbetter I can now see how we could have easily been on the same page and shared the same goal while simply looking from distinct perspectives. I have now began to wonder how many other relationships could have been mended by simply understanding the role that each party played. I have a tendency to assume that others will automatically view things in the same way that I have. This has often led to great disappointment or great feelings of being misunderstood. In this way my passion can easily become focused on the wrong thing and people could easily become the target of that passion.
REFLECTION
While the book does a great job of exploring the topic of leadership, because of the breadth and depth of the topic many questions remain. Taking into account the authors definitions of managers and leaders, how do the two roles successfully communicate their intentions to one another? It is very possible for

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