Leadership Integrity

The following is a series of notes taken from a class on organizational behavior I took from Rev. Colin Buckland, back in the summer of 2010. The class took place at Kingsfield, in Baldock, Hetfordshire, England.

Worldwide, the issue about leadership is Integrity — “We want our leaders to have integrity.”


Psycho-spiritual dynamics:

  1. Acceptance: people are desperate to be accepted by others
  2. Achievement: if people can’t achieve they will get ill; God built us to achieve
  3. Significance: feeling of being here not by accident; three basic human requirements

Normal (secular) teaching about significance:  Aim for Blue Ocean, when you will pitch your business; in which there are not so many products, so you can achieve a niche; but the Blue Ocean is everyday disappearing faster and faster

Our treatment of others gives or takes away significance.  We have these things already in Christ; our goal should be to teach others they already have these because of Jesus.  These three aspects are twisted in humanity; in Christ they are fulfilled and healthy. Even outside of Christ, the Christian principles can still be applied through leadership.

The key to success and behavior is how you behave within an organization.

  • ‘Coal face’ — where the rubber hit’s the road; the reality
  • Christian organizations do not do well; we are not leading, we are trailing


We must always be aware that the organization is composed of the human element.

  1. Human behavior within the setting
  2. The organization itself
  3. The relationship between the human and the organization


‘The Big Eye’ — the big overview; being able to discern the subtle paradigms that operate within an organization: Organizational behavior is their DNA.  Change is successful through incremental change, not massive and major change.

  1. ‘Soldiering’ – when the workers agree to work together under their capability
  2. ‘Piece-rate’ – earnings are now related to the pieces you make
  3. ‘Esprit de corps’ – spirit of the upper management
  4. ‘Span of control’ – the upper management having command and controlling without question the employees
  5. ‘Vac job’ – holiday work
  6.  Rules — stifles creativity but creates clear expectations
  7. Divisions — narrows specialization and forces limitations; soul destroying
  8. Hierarchy — creates judgment (good and bad, hard worker and lazy) among workers
  9. Technical — the resolution of what merit becomes has no standard; technical competence is standard

Therefore, advancement is narrowed to certain kinds of people; copies.

  1. Rights — Lack of identity for workers
  2. Documentation — Policy ends up mastering the organization

The idea of ‘employee satisfaction’ was a paradigm shift in business — which leads to the question, what mistakes are we making today that will require another paradigm shift?

X=Modernists (Traditional Leadership), Y=Post-Modernists (Servant Leadership)

‘You can lead a horse to water — you can’t force it to drink.’  We should resist the spirit of poverty which says ‘I am nothing and I am no one.’

  • Maslow: Not a Christian source, but still has a lot of wisdom.
  •  FISH (a study about fun in the workplace)

We are currently in a Post-Literate culture. People are only interested in seeing, hearing, smelling, feeling, touching it.  Story is the currency of this age.

  • The Dream Society (book about the future in 20 years), Rolf Jenson

Thoughts today:

1. Overview on how various secular and perhaps ungodly systems can be used in order to propose systemic change to organizational behavior, perhaps in a Christ-like way.

2. A background of organizational history which is focused on seeing the wisdom in traditional forms of systematic theory and historical and cultural blindness, and how we should use a positivistic point of view in viewing the future and believing we can personally change it.

3. Trying to capture and critique contemporary society and culture in the lens of how we move forward through organizational evolution and past paradigms.

4. Trying to understand how to implement this kind of traditional organizational structure in a classroom setting, to encourage students to learn on their own and take responsibility for their lives rather than being spoon-fed information and regurgitating stuff.

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