The thing that distinguishes leaders who run with horses from those who walk with footmen, those who shuffle along under the anointing (Jeremiah 12:5), is their ability as leaders to live a life of purpose that stretches beyond their own time. This ability allows them how to implement a succession plan by recruiting and growing future leaders to become giants: leaders of great purpose and direction for the Kingdom of God.

There is no greater thing a transformational leader can do in the Kingdom of God than to invest their life into another through the skills of mentoring and coaching. Transformational leaders who take-up the responsibility of mentoring and coaching will be highly-valued and esteemed by their protégés and their peers. They will leave a lasting legacy for future generations.

This book takes the leader on a journey of developing the skills necessary to not only influence the present generation but also our future generations. This third leadership series has five sessions that can be completed in 60 to 90 minutes session.

Table of Contents

Introduction

Chapter 1

Running with Horses - An Organization of Dwarfs or Giants

A.   Similarities of Charismatic and Transformational Leadership

      1.  Search for the Rainmaker – The Charismatic and Transformational Leader

      2.  The Rainmaker as Prophet or Agent of Change

B.   Distinctions between Charismatic and Transformational Leaders

      1.  Charismatic Leaders are Revolutionary Leaders

      2.  Dark-side of Charismatic Leadership

           2.1    Narcissistic Syndrome

2.1.1 Overly-inflated Ego

2.1.2 Extremely Sensitive to Criticism

2.1.3 Poor Listeners

2.1.4 Need and Desire for Applause

2.1.5 Lacks Compassion for Others

2.1.6 Will Not Mentor Others

2.1.7 Win at All Cost

           2.2    Succession Syndrome - King Lear Syndrome

2.2.1 Lifetime of Emotional Investment

2.2.2 Lasting Legacy

2.2.3 Threaten Leader’s Self-worth and Self-esteem

       3. Transformational Leaders are Great Reformers

           3.1    Pygmalion Effect

           3.2    Galatea Effect

           3.3    The Apostle Paul’s Example

           3.3.1 His Greatest Possession Apart from Christ

           3.3.2 Won Paul’s Love

Conclusion

Chapter 2

Great Leadership Requires Great Influence:

Mentoring and Coaching

A.   Great Leadership Requires Great Influence

       1.  Gain a Tangible Image of the Real World

       2.  Achieving Significant Results through the Pygmalion Effect

       3.  Influence on the Next Generation – The Galatea Effect

B.   Mentoring

       1. What is Mentoring?

       2. Transformational Leadership and Mentoring Relationships

            2.1 Intellectual Stimulation          

           2.2 Individual Consideration

           2.3 Inspirational Motivation

           2.4 Leader-Member Exchange (LMX)

           2.5 Providing Career Development

      3. Why is Mentoring So Popular?

           3.1 Raises the Level of Success

           3.2 Increases Communication of Organization’s Mission, Vision and Values

           3.3 Reduces Turnover and Increases Loyalty of Future Leaders

           3.4 Increases the Proteges’ Synergy, Productivity and Innovation

           3.5 Builds a Lasting Legacy 

           3.6 Keeps You on the Cutting Edge

           3.7 Allows the Leader to Reach New Heights

           3.8 Increases the Leader’s Value to Others

      4. Guideline for a Mentoring Program

          4.1 Identify the Mentoring Program Goals

          4.2 Determine How the Program will fit in with the Strategic Direction of the

    Organization

          4.3 Select and Recruit Protégés

          4.4 Select and Recruit Mentors

          4.5 Match Mentors with Protégés

          4.6 Don’t Re-invent the Wheel

          4.7 Resource Assessment

          4.8 Monitor Effectiveness of Program

      5. Other Methods of Mentoring

          5.1    Team Mentoring

          5.1.1 Traditional Method

          5.1.2 Team of Mentors

          5.2 Mentoring through Assignments

          5.3 Mentoring by Experience

          5.4 Mentoring by Training

          5.5 Mentoring through Education

          5.6 Mentoring by Personal On-going Study

     6. Example of five week personal career mentoring program

C.     Coaching

         1.  How Does Coaching Work?

         2.  Transformational Leadership and Coaching Future Leaders

              2.1 Work and Personal Performance

              2.2 Fundamental Changes in Behavior

   2.3 Alignment with the Mission

   2.4 Implementing Transformational Change

D.     Guidelines for Performance Coaching and Mentoring

         1. Establish Clear Performance Goals

         2. Provide Accurate Feedback

         3. Be Patient

         4. Expect Success

         5. Encourage Excellence

         6. Ask Questions

         7. Listening

E.     Leaders seek out Great Mentors and Coaches

Conclusion

Chapter 3

The Enormous Potential of Followers

A.    Alienated Followers

B.    Conformist Followers

C.    Pragmatist Followers

D.    Passive Followers

E.    Exemplary Followers

F.    Galvanizing of Followers and Leaders

       1. Followers and Leaders Galvanized in Relationship and Agreement

       2. Empowered Followers and Leaders Intend Real Change

Conclusion

Chapter 4

Developing Exemplary Leaders: ‘Path-Goal Leadership’

A.    Supportive Leadership (External Locus of Control)

        1. How to Demonstrate Supportive Leadership

        2. Situations for Supportive Leadership

        3. Results of Supportive Leadership

B.    Directive Leadership (External Locus of Control)

        1. Personal Skills Needed by the Leader

        2. Situations for Directive Leadership

        3. Effects of Directive Leadership on Followers

        4. Factors that will replace Directive Leadership

C.    Participative Leadership (Internal Locus of Control)

       1.   What is Participative Leadership?

              1.1 Consultative or Joint Decision-making

              1.2 Delegation or Power-sharing

       2.   Situations for Participative Leadership

       3.   Effects of Participative Leadership on Followers

       4.   Things that Neutralize Participative Leadership

       5.   Essential Character Traits of Participative Leadership

              5.1 Honesty

              5.2 Integrity

              5.3 Empathy

D.   Achievement-oriented Leadership (Internal Locus of Control)

       1. What is Achievement-oriented Leadership?

       2. Situations for Achievement-oriented Leadership

       3. Effects of Achievement-oriented Leadership on Team Building

Conclusion

Chapter 5

Value of Trusted Lieutenant: The 2-IC

A.    Grooming a Trusted Lieutenant

        1. Let Your Trusted Lieutenants Lead in Public

        2. Give Your Trusted Lieutenants Room to Make Decisions

        3. Don’t Ask Your Trusted Lieutenant to Send a Message that You Haven’t   

            Already Sent Yourself

        4. Demonstrate Trust in Your ‘Trusted’ Lieutenant

        5. Demonstrate a Vote of Confidence in Your Trusted Lieutenant

B.    Developing and Managing the Relationship

        1. Loyalty is a Two-way Street

        2. Mutual Expectations

        3. Flow of Information

Conclusion

Chapter 6

The Power of Praise, Rewards and Recognition

A.     Empowering Future Leaders through Praise

B.     Empowering Future Leaders through Rewards 

C.     Empowering Future Leaders through Recognition

Conclusion

Chapter 7

Final Thoughts - No Room for Prima Donnas