Christian Leadership as Transformative (Ideas for a Workshop)

  1. Leadership -Introduction
    • The six most important words: “I admit I made a mistake.” – Author unknown
    • The five most important words: “You did a good job.”
    • The four most important words: “What is your opinion?”
    • The three most important words: “If you please!”
    • The two most important words: “Thank you!”
    • The one most important word: “We”
    • The least important word: “I”

jesus teamLeadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills.

Although your position as a manager, supervisor, leader, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this powerdoes not make you a leader, it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.

 Brainstorming; expectations; suggestions.

  1. How many of you think you are a leader? Or, you can lead?
  2. Who are the leaders? Politicians, Bishops, Superiors, Teachers, Formators?
  3. Are you willing to dream of doing great things for God?
  4. Are you willing to set goals and take steps to make that dream a reality?

Dream big, think big, plan big, & act big.

The single greatest problem in any organization is lack of managerial skills. Without skills in relating to people/students & management/superiors, our leadership is bound to be mediocre. Some have natural leadership, that they can motivate colleagues & subordinates with ease. But most of us are not like that and need to acquire these skills. Leaders did not start out doing an outstanding job of leading people; they learned their job by trial and error. Leadership means sensitivity and awareness of responsibility toward the needs of people who work under them.

2. LEADERSHIP TASKS  (brainstorm in groups)

  • Christian leadership is essentially service.
  • Leadership involves balancing practical planning (Vision) with trust in God.
  • Coping with undeserved criticism.
  • Resolving personality conflicts & strained human relationships.
  • Handling burnout.  
  • Facing financial problems.
  • Leadership is the capacity to lead people to a common purpose and goal; and the character to inspire confidence.
  • Create a disciplined environment, but one without fear.
  • Give Hope for a better tomorrow.
  • Courage – it is contagious!
  1. Leadership is the process of encouraging & helping others to work enthusiastically towards objectives.
  2. The influence is exercised to change the behaviour of others.
  3. Behaviour is changed through non-coercive means.
  4. Change in behaviour is caused with an objective to achieve a shared goal.
  5. Leader possesses a set of qualities which s/he uses to influence others.
  6. Leadership is a group phenomenon. It involves interaction between two or more people.

 Some tasks (explain)

  1. Goal Orientation: The leader needs foresight & a sense of direction; needs to set the goal-orientation. He can articulate clearly for those who are unsure.   Goal setting, planning, organizing, programming, motivating, coordinating, evaluating, … are some basic tasks of leadership.       Have clear Vision, Sense of Mission and Values.
  2. Enablement: Like Jesus they give life to others in fullness (Jn.10. 10) and let them grow to their maximum.
  3. Concern: Human beings are the most important resource leaders have. Be aware of Jesus’ concern for others. And human beings have needs & feelings, likes & dislikes, and they can think for themselves. Consideration for people must go hand in hand with church’s/community’s mission (task). Some leaders may be all out to exploit others to get their plan moving.
  4. Self-development: While enabling others to develop the leaders themselves must have a healthy self-image & I ‘can win’ attitude. Many go through life with negative self-concepts, feelings of inadequacy, stifling of resources, under-achievement, insecurity, competition, rivalry, jealousy.

If this is true of you, remember, negative self-image is learned and you can replace it with a positive self-image. (Positive Self-affirmations – cf also p.16 on positive gospel thoughts).

“Pick the future as against the past; focus on opportunity rather than on problems; choose your own direction than follow the crowd; and aim high, for something that will make a difference, than for some that is easy and safe to do” (cf. Peter Drucker, chief of management experts, p. 17).


(i) CRY FOR GOOD LEADERS is heard everywhere.

Excellent Leaders

Poor Leaders

He not only accepted our ideas & suggestions but went out of the way to encourage us.

He had his own great ideas. When things went wrong we got the blame; when things went right he took the credit.

He inspired confidence by trusting & respecting us.

He motivated us by feat & threats & got the absolute minimum from us.

He was a good communicator & kept us updated on important matters.

He was always busy to listen or give advice.

He made us feel important as well as our work.        

He was demeaning & rarely left his office without feeling worse about myself & angry at him.

He gave us much freedom as we could handle.

He was petty & picked on trivialities.

He had a thorough knowledge, very professional & insisted on high standards of performance & helped us to achieve them.

He was indecisive & hesitant.

He is open to feedback & suggestions; works hard to check negative tendencies.

(ii) Brainstorming on Ideal Leaders

–          She/he has the initiative to start things & keep them alive.

–          She/he is not afraid to become involved, listens with an open mind, considerate of the feelings of others.

–          She/he welcomes the ideas of others & acts with understanding toward even the wild suggestions.

–          She/he brings out the best in people.

–          She/he admits when wrong & takes steps to correct mistakes.

–          She/he is tactful, yet forceful & firm, never quits or complains.

–          She/he emphasises that each person has a contribution to make to the common effort.

–          She/he encourages the fainthearted while gently restraining the overly-enthusiastic.

–          She/he can reconcile clashing view-points, than take a partisan stand.

–          She/he is accurate, thorough & reliable.

–          She/he inspires & leads by example.

No one fulfils all these all the time, but we can reasonably expect leaders to fulfil many of them.

(iii) Some Qualities – or Traits:

  1. Capacity: intelligence, alertness, communication skills, originality, judgement.
  2. Achievement: knowledge, skills, objectivity.
  3. Responsibility: Initiative, reliability, persistence, self-confidence, desire to excel, aggressiveness.
  4. Participation: Activity, sociability, cooperation, adaptability, humour.




Management is a special kind of leadership that sees achieving of institutional or organizational goals as paramount.  

Leadership involves working with and through people to achieve results that are not necessarily institutional or organizational goals.

Accepts & maintains status quo

Dynamic & Challenges status quo; Innovative.




Animators – Enlists others – participatory;

Intuit future –Vision & Mission







Managers control

Leadership inspires

Managers have a short-term view

Leaders have a long-term view


(i) Autocratic or Authoritarian Leadership.

  • The Leader is strong willed & domineering.
  • Whether dictatorial or paternalistic, he/she must have his/her way, which for him/her is the only way.
  • In his/her view the subordinates are mere functionaries and the best subordinate is the one who follows directions without questioning.
  • He/she is not ordinarily ready to listen to suggestions.
  • He/she neither develops close relationships with the subordinates, nor encourages them to get close to one another.
  • His/her main concern is the job: “Get the job well done”.
  • If results are poor, he/she holds that the subordinates failed to follow his/her instructions correctly. If the results are good he/she will take all credit for it.

(ii) Bureaucratic Leadership.

 In his/her style of leadership the rule is everything. Whatever is done must be done according to the rule.

  • The leader is not overly concerned about getting the job done, nor about good relationship.
  • The only guidelines are the rules and traditional ways. The leader’s chief task is to see that the rules are kept and traditions maintained.
  • Individual initiative is frowned upon.
  • The leader has only one ambition: to hold the job, be faithful to the rules, and to wait for promotion in due time.

(iii) Democratic Leadership.

  • The democratic leader is concerned about relating well with his/her subordinates as about getting the job done. He/she is interested in both the people as well as the task to be accomplished.
  • He/she realizes that the people will be committed and creative only if they feel free to express ideas and opinions. He/she therefore encourages this.
  • He/she also encourages joint planning and decision-making.
  • When he/she sets a policy, he she usually explains his/her reasons and invites suggestions and criticism.
  • He/she believes that responsibility is shared by all, and tries to inculcate this attitude.
  • He/she allows those under him/her a good deal of freedom in their work, and develops a good sense of team spirit.
  • He/she is always looking for better ways of doing things, and therefore is ready to change when convinced that the change will be productive.

(iv) Laissez-faire Leadership.

  • In this style there is not much of leadership.
  • He/she does not give any direction or guidance.
  • He/she does not show much initiative.
  • He/she gives complete freedom to everybody. He does not care much about the task to be done or the rules.


                   Leader-centred                                                               Group-centred

Use of authority by leader

                                                                                     Freedom of the Group







(i) Some long-range objectives of the Leaders:

–          Raising the level of the members’ motivation.

–          Improving the quality of all decisions.

–          Developing teamwork and morale.

–          Furthering the individual development of the members.

–          Increasing the group’s readiness to accept change.

(ii) Would you like to improve your leadership potential & be more effective as a leader?

Leadership is both an art & a science and involves inter-relating with people. (i) Leaders have a dream that they are determined to carry out. (ii) More than just dreamers, they are people of action. Achievements do not come from mere dreams, or even from those who have great potential. Results follow action.

James McGregor Burns, the Pulitzer Prize Winner, in his book on Leadership maintains that the leader’s principal task is one of instilling purpose. He adds “Leadership over human beings is exercised when person with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological and other resources so as to arouse, engage and satisfy the motives of followers… Leadership is inseparable from follower’s needs and goals”.

(iii) Good Leaders Two Characteristics:

  1. Dedication to the achievement of certain definite goals and objectives.
  2. The ability to motivate others to work toward achieving these goals and objectives.
  • Leadership is largely the art of getting things done through mobilizing people.
  • Leadership is the ability to get others to work enthusiastically and competently toward accepted objectives.
  • What the followers accomplish actually expresses leadership. Results of leadership show how much people understand about the goals they pursue, how they perform, how unified they are, and how committed they are toward attaining goals.


Leadership involves an inter-relationship among 3 elements:

  1. The qualities, skills, needs and the personality of the leader. (His/her value systems; his confidence in his group; leadership inclination.)
  2. The needs and expectations of the group; the qualities of the subordinates.(Their need for independence; desire for responsibility; their skills/resources.)
  3. The demands or requirements of the situation. (Nature of the task – its importance, complexity, urgency; nature of the environment – structure of the organization, outside pressures).

This interrelationship suggests that no one style of leadership suits best for all situations. The best is the one most appropriate in any given situation. Remember, there is no one ideal leadership style suitable for all situations. Exercising strong directive power provides effective leadership when groups lack a sense of direction or purpose. When groups have clear directions and function well, non-directive styles of leadership work more effectively. Groups sometimes need reorientation and at other times encouragement. (eg., novices at different stages).


  1. Task-oriented.
  2. Relationship-oriented (concerned with the maintenance of the group – feelings & relationships within the group as they accomplish the task).

Leaders need to strike a balance between the two. Overemphasizing the task results in short term effectiveness and long- term human problems, while overemphasizing the second results in groups so involved with their feelings that they neglect the task.


  1. Leaders often find themselves in an organizational environment of constraints, challenges, limitations & freedom.
  2. Another dilemma is what they believe is desirable and what they can actually do in practice.
  3. A leader may be pushed for time, but if he/she wants teamwork in decision-making, it takes time.
  4. There is the need to get the job done & be efficient, yet there is a need to listen to all points-of-view.
  5. There is the pressure of the goal, the task, of success & achievement, of discipline, yet the need for understanding & compassion.


The essence of leadership is achieving results through people. Hence ‘what must I do to lead the people for whom I am responsible? All groups have at least 3 basic needs:

  1. The need to accomplish the common task. The difference between a team and a random crowd is that the team has a common purpose. When the groups do not achieve the desired result, the group experiences frustration, disharmony, mutual criticism, and eventually disintegration of the group itself. Achievement of the common goal helps to develop a sense of group solidarity and identity. For this leaders need to break down the common goal to clearly stated objectives, steps to achieve these goals & objectives, a clear time-frame, clarify responsibilities, etc (What, When, Where, Who, Why, How must be done).
  2. The need to remain as a cohesive social unit. Brilliant people may fail to achieve their goals without team spirit. They need to work in a coordinated way toward the same direction and must be able to deal effectively with arguments, tensions and conflicts. Regular information, consultation, sharing responsibilities, etc are important. The extent to which members mutually trust, support, communicate and feel comfortable in resolving conflicts with one another greatly influences the way they work together.
  3. Individuals have their own needs even while they work in groups. Eg., they need to know clearly their responsibilities; need feedback about their performance; need recognition and appreciation for their contribution, which enhances their self worth and self-image, which in turn will improve their performance & team spirit. Individuals must find their job satisfying, find the job itself challenging, demanding their best efforts, with responsibilities that match their skills, resources and best efforts.

Successful leaders pay attention to all three areas simultaneously. They also create a conducive climate for people to function optimally and achieve the tasks. For this they need to provide the things required, for eg., a school, adequate supplies of materials, trained staff, sufficient funds, appropriate physical facilities, etc. The leaders also pay attention to the various individual needs mentioned above besides financial security, sense of belonging, and other emotional needs.


(i). Communication: The core of leadership is effective communication; it enables them to influence the attitudes and actions of their colleagues and subordinates. The ability to express oneself clearly and effectively can be one’s most valuable skill in selling one’s ideas. Communication needs to flow both ways between the message giver and receiver. People often consider the listener as passive than an active one. What counts is not what the message sender says but what the receiver accepts. Skill in communication does not come without planning and effort. Listeners need to perceive the leader as credible, objective and knowledgeable.

(ii). Listening has become the most neglected skill in communication. Effective listening improves interpersonal relationship and good leaders are good listeners too.

–          When leaders listen attentively, they receive respect and helps to improve the others’ self-esteem, and the morale of the group improves.

–          Attentive listening helps to understand others and improve relationships, which in turn, helps in better result or output.

–          Effective listeners keeps away from bias and prejudices. They are open to understand each situation and person.

Some tips for Listening:

–          Listen for ideas and central themes. Creative thoughts, ideas stimulate growth, development and achievement.

–          Listen with empathy: Putting oneself in other’s shoes/place helps them see what motivates others to hold their views. It does not necessarily mean agreeing with others in everything but understanding other’s perspective.

–          Listen with patience. Allow others time to articulate their views, feelings without interrupting, or dominating and even allow time for silence.

–          Listen with objectivity: Be aware of the possible bias towards people and ideas; self-reflection and awareness help toward greater objectivity. Weigh the evidence, ask for clarification and do not become argumentative.

–          Listen to understand, not to judge, confuse or impose one’s ideas.

(iii). Effective Talking: Analyse and evaluate the last four conversations you have had     with the following chart:




-You remembered the person’s name.

– The other’s attention wandered.

– You did not argue.

– You cut in on the other person.

– The other person seemed to get your point.

– You did not understand an objection the other person made.

Some Tips to Improve Speaking Skills:

–          Exactly what do you want to communicate?

–          How will you introduce the topic and what do you plan to say?

–          Adjust your approach to your listeners. ‘To teach maths to Johnny it is not enough to know maths but you also need to know Johnny’.

–          Look at your listeners and get and hold their attention.

–          Talk about one thing at a time; do not jump from topic to topic.

–          When you come to a major point say it more than once, using different words.

–          Do not talk down to people, do not assume they do not know; respect them.

–          Pace yourself. When people ask questions, they may want to digest and think over what you have said. When a listener looks confused, or not following you, slow down, restate or ask for a reaction.

–          Do not try to win arguments. ‘Nobody wins a war or argument’.

(iv). Improving Interpersonal Relationships: Realistic perceptions are key elements in leader’s ability to communicate and get on with others. A close relationship exists between self-awareness, self-acceptance, and acceptance of others. The more leaders accept and value themselves, the more accurately they can perceive themselves, and the more effectively they accept others. People with positive self-regard are less likely to discredit, diminish, stereotype, or wrongly perceive others. Such people can give and receive information about themselves and others without defensiveness and prejudice. (cf. Johari window). It is also important for leaders to understand how others perceive them and perceive the leaders. Getting feedback from others is a great help for this process.

 13.  Struggles of leadership   – Team building

 Team building is one of the struggles of leadership. Either you are a team member or a team leader. What is important is that you ARE a TEAM BUILDER. There is a an African proverb that says, “If You want to go fast go alone; if you want to go far go together”. There is a lot of wisdom in this statement. .If you want to go far and want to make your life to be of maximum impact then you need to do it together. Let us define term Team first:

T= Together

E= Everyone



The term Team has been defined as ‘work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole team.’

Under the leadership of Nehemiah (Ch: 3), the people who were rebuilding the wall of Jerusalem worked as a team to complete the work in record time. This is a chapter filled with complicated names. Each one the team was confident that someone was standing next to him and this gave them the dynamic push. There is an amazing power that comes from team work.

How to Build a Team through Our Work and Leadership?

1. Aim: The team should have an aim or a clear focus. The clarity of purpose by every member makes the team strong. In the book of Nehemiah we see in the midst of conflicts, fatigue, division and distraction Nehemiah gets the team back together and makes sure that their aim is to get back the wall built. The leader should make sure to highlight the aim. Ask often “Am I on aim”?

2. Attitude: A good attitude in the team members is another requirement. Continuously update our attitude towards other team members. Our attitude is contagious and other members will pick it up. A healthy Attitude in a project is very essential because it either weaves the fabric or breaks the spirit of the team. In Nehemiah we see the people started in all enthusiasm but in the process they began to nag, sag and lag. Nehemiah had to get them look at their attitudes. It is said, “light is the task where many share the toil because a good attitude is like an oil on the toil”. When people with good attitude get together the team becomes very productive.

3. Alignment: The wheels of an automobile need alignment. When they are out of alignment the energy and motion of the car are working against itself. So too with the team members: when they get out of alignment tension and pressure results. The vehicles get out of alignment due to continuous motion or due to potholes. When hitting against a pot hole jerks result and we can notice an alignment change. The group activities can cause alignment problems and conflicts. Deal with these problems in time lest it results in the loss of effectiveness.

4. Action: Teams that win are teams that perform. When every individual contributes to the team through the investment of their time and talents it actually raises the standard of their performance. Nehemiah not only gave the team aim and attitudes but he saw that his team moves in action.

5 Accountability means I depend on you and you can depend on me. Through accountability we become open to evaluation and feed back of the other team members. There is joint responsibility for the success and failure of a team. This brings about not only trust but also integrity.

6 Atonement: Every team member has his/her own weaknesses and limitations. Love covers a multitude of sins (1.Peter:4). One of the surest ways for a team to fail is to allow all the members of the team to feed on the weakness of one of its team members. Forgive, make up and start again.

7: Appreciation: It is expressing gratitude, approval, and thanksgiving for the contribution and the effort of the team working together. Every person in the team needs to feel that s/he is valuable. In the   team everyone should learn to say thank you, well done, great work and this is what builds up the team. We tend to take other members of the team, their commitment and hard work for granted and this may bring about discouragement and frustration. Instead let us appreciate and build up.

Living the above values, the team is going to advance, accelerate and achieve its aim.


 For many, leadership connotes power, authority, honour, prestige, personal advantage. But Christian leadership is essentially service, than domination; it respects & values others than exploit them; it encourages and inspires; reflects, prays & acts on Jesus’ words: Mt. 20: 27-28.

Jesus’ sense of his Mission: Lk. 4.17-19; Jn. 10.10; I must preach to other towns too, that is why I was sent. Lk.4.43. His vision is embodied in the beatitudes (Mt.5.2-12).

(i). Jesus taught his disciples to be leaders with Values:

  • Love Mk. 12.29,31; Lk.6.27, 36; Jn. 13.34.
  • Unity Jn.17.11.
  • Service Mt. 20. 25,28; Jn.13.12-17.
  • Giving Mk. 12.43-44; Lk.21.1,4.
  • Faith Mt. 14.31; 21.21-22; Mk.11.22,24.
  • Joy. Jn.1.13.
  • Prayer Mt.9.37-38; Lk.11.2,4,13; 18.4,8.
  • Witness. Mt. 10.32; Mk.6.7,13; Jn 17.21-23: ‘Walk the Talk’.
  • He taught that leaderships is relationship & friendship – Jn. 15.14-15.
  • It is Kenosis: Phil. 2.7-8.
  • Inner Authority: Mt. 7.28-29; Lk.11. 37,53; 12.15; Jn.10.33.
  • It flows out of God-Experience: Jn.17.21-23;15.4-7.
  • It is modelling for others: Jn.15; 13.12-17.
  • Jesus broke away from Old Paradigms: ‘Old – to New’: ‘I tell you..’
  • His Leadership was Transformational.
  • He was caring and compassionate as seen in his healings, feeding, etc., responding to needs.
  • He confronted institutions: the temple, the Sabbath, etc.
  • He broke down barriers: woman at the well; table-fellowship with outcasts & sinners.
  • He argued the case for the woman brought by Pharisees to stone.
  • He washed the feet of his disciples.
  • He emptied himself and sacrificed his life.

 (ii). The Leader is Servant

Jesus: ‘I am among you as one who serves’Lk.22.27; ‘I have come not to be served, but to serve’. Mk.10.45. By the example of the washing of the feet he sets an example to be followed.

Authoritarian Leadership


Communication is one way: top-down.

Communication is both ways; the Leader states his point but open to listen.

Orders, commands, imposes.

Influences, listens, persuades.

Uses position power.

Uses personal power.

People give compliance; do things because they have to.

People are committed; do things because they want to.

People produce to meet requirements only.

People perform beyond expectations.

People are lethargic; energy decreases.

People are enthusiastic; energy increases.

Sense of Duty.

Sense of Joy.

Servant leadership empowers people through example, guidance, caring, understanding, sensitivity, trust, appreciation, encouragement, acceptance, reinforcement and shared vision.

 (iii). Command   &   Control   Model             Vs.         Service & Support (Servant) Model

Leadership: Top Down Communication



Leadership: Service & Support Model


Leadership provides Vision

  (iv). Traits of Leadership as Service:

  • Listening
  • Commitment to Service
  • Empathy
  • Building Community
  • Healing: Many people have broken spirits & have suffered from emotional hurts; and one strength of servant leadership is the potential for healing themselves and others.
  • Commitment to the Growth of people, to the growth of each individual, recognizing the tremendous responsi-bility to do everything to nurture the personal, professional and spiritual growth of those under their care.
  • Persuasion
  • Not a quick-fix approach; yet not to be confused with lack of courage or weakness.
  • Empowering
  • Freeing

(v). The Shepherd Model of Leadership can complement the servant Model, especially emphasising the concern for the lost ones or the ones who stray. Lk. 15; Mt.18. 12-14. Jesus associated with tax collectors, prostitutes, social outcasts, sinners. Mother Teresa was a shining example of this in our own time.

(vi). The Leader as Steward is a Third Model that emphasises Trust, Responsibility and Accountability on the part of the Leader Mt. 25.14; Lk.12. 42-43. It calls for integrity, honesty, credibility and transparency on the part of the leader. Some Suggestions:

  • Accept personal responsibility for shortcoming.
  • Admit when mistakes are made.
  • Apologize for inconveniences.
  • Act quickly to remedy the situation.


(i). Exercise on Leadership Characteristics:

Name the most important in the order of priorities; you may add your own points but the total must be no more than ten.

– ambition

– dynamism/enthusiasm

– optimism

– initiative

– well-organized planner

– open-mindedness

– enterprising/courageous

– dedication/commitment

– single-mindedness

– willingness to work hard

– generosity

– relevant knowledge, skill.

– vision/foresight

– imagination

– forcefulness

– flexibility

– objectivity

– patience

– decisiveness

– a good communicator

– integrity

– emphathic/understanding

– perseverance

– good listener

(ii). Review of Leadership Styles:

  1. What style of leadership (T.P.C.P.D.) have you chosen most frequently?
  2. By comparing your present style of leadership behaviour with your past behaviour, can you detect any trend along the TPCDP continuum? Have you become more group-centered or leader centered and what might be the major cause of it?
  3. When you are a group member what style of leadership behaviour make you strive to do your best?
  4. How much attention do you give to long term objectives (increased motivation, teamwork, individual development, etc)?
  5. Do you make it possible for your group to tell what they like and don’t like about your leadership? How well do you know their expectations?

(iii). Assessment of Leadership Qualities

Resilience Factor
Ranking 1-10
  1. How relaxed am I and at ease with myself?
  1. How enthusiastic am I?
  1. How systematic am I?
  1. How much initiative do I have?
  1. How willing am I to learn?
  1. How informed am I
  1. How energetic am I?
  1. How willing am I to network? Network of colleagues & friends to provide information & support.
  1. How confident am I?
  1. How well do I control my emotions?

(iv). Leaders feel empowered so that they can empower others; they are effective, powerful, and able.

I feel powerful when:

I feel powerless when:

I have clear goals.

I am being manipulated or controlled.

I am energetic.

There are too many demands on me.

I am healthy and active.

I’m exhausted.

I get positive feedback.

I’m told what to do without a choice.

I’m in a supporting group.

I’m ignored or isolated.

I’m familiar with my subject.

I’m on unfamiliar ground.

I speak out against injustice.

I hesitate to speak.

I know my expertise.

I have no accountability.

I’m decisive.

I’m indecisive.

(v) Exercise on Empowerment

The questionnaire below can help you assess you sense of empowerment. Distribute five points between answers A & B as you find yourself. For example, A-4/B-1 or A-5/B-0 or A-3/B-2.

  1. As I visualise my future, I –

A. Am confident I will be able to lead the kind of life I want to lead.

B. Worry about being able to live up to my obligations.

  1. When examining my own resources and capacities, I –
  • A. Appreciate what I find.
  • B. Find all kinds of things I wish were different.
  • A. Present unexpected opportunities.
  • B. Go according to plan.
    • A. Are challenging and can broaden my vision.
    • B. Make me feel safer and more secure.
    • A. Whom I respect.
    • B. Who respects me.
    • A. I live up to my own expectations.
    • B. I live up to the expectations of others.
      • A. When I am doing something I want to do when I want to do it.
      • B. Someone else gives me an assignment, a deadline or a reward for performing.
      • A. Do the best I can.
      • B. Win.
      • A. Put my energies in to getting what I want.
      • B. Tell others about the injustice.
      • A. Ask questions to better understand the basis for the criticism.
      • B. Defend my actions or decisions, trying to make my critic understand why I did what I did.
      • A. Ask the other person to stop the behaviour that is offensive to me.
      • B. Say little, not knowing quite how to state my position.
      • A. Try to solve the problem.
      • B. Try to find out who is at fault.
      • A. I resolve to do things differently the next time.
      • B. Feel guilty and wish I had done things differently.
      • A. Do the best I can and don’t worry.
      • B. Worry or push myself harder than I should.
        • A. The job represent the best I can do.
        • B. Others take notice of the job I’ve done.
  1. My best days are those that –
  1. I try to develop friendship with people who –
  1. I try to surround myself with people –
  1. When I engage in an activity, it is important to me that –
  1. I make my best efforts when –
  1. When I play a competitive game it is important to me that I –
  1. When someone treats me unfairly, I –
  1. When someone criticises my efforts, I –
  1. When someone makes me angry, I –
  1. When something goes wrong, I –
  1. When I let down or disappoint someone, I –
  1. When I get behind in my work, I –
  1. When I do a good job it is important to me that –

Your A   total:

Your B total:

Add your A and B scores. If B is greater than A, you feel somewhat disempowered. If B is equal or close to A, your feelings of empowerment are matched by your feelings of entrapment or disempowerment. If A is greater than B, you feel empowered and more often than not, you see yourself as the initiator and prime mover of events that affect you.  

 Leader’s Attitude Towards Self & Others


(The Winner)


(The Arrogant)

High Self-esteem

High self-esteem

Respects Others




Accepts Positive feedback

Highly evaluative of others

Gives Positive feedback


Expects Others to succeed






Seeks Win-Win Solutions

Seeks Win-Lose Solutions


(The Sulker)


(The Loser)

Low Self-esteem

Low Self-esteem

Difficulty in Accepting Positive Feedback

Feelings of Helplessness & Hopelessness


Blames Others and the World


Nothing Matters

Assumes own Fault

Expects to Fail

 -Shared Seminar Notes