Report On Leadership and Control

Lsther u|ones 8|b||ca| Management r|nc|p|es 13 March 2010
8eporL Leadershlp and ConLrol

LLAuL8SPl
l lnLroducLlon 8evlew of Lhe ueflnlLlon and luncLlons of ManagemenL
ManagemenL has been descrlbed as a soclal process lnvolvlng responslblllLy for economlcal and
effecLlve plannlng regulaLlon of operaLlon of an enLerprlse ln Lhe fulflllmenL of glven purposes lL
ls a dynamlc process conslsLlng of varlous elemenLs and acLlvlLles 1hese acLlvlLles are dlfferenL
from operaLlve funcLlons llke markeLlng flnance purchase eLc 8aLher Lhese acLlvlLles are common
Lo each and every manger lrrespecLlve of hls level or sLaLus
ulfferenL experLs have classlfled funcLlons of managemenL Accordlng Lo Ceotqe Ietty 1here are
four fundamenLal funcLlons of managemenL le plannlng organlzlng acLuaLlng and conLrolllng"
Accordlng Lo Penry layol 1o manage ls Lo forecasL and plan Lo organlze Lo command Lo
conLrol" Whereas LuLher Culllck has glven a keyword 'CSDCCk8' where sLands for lannlng C
for Crganlzlng S for SLafflng u for ulrecLlng Co for CoordlnaLlon 8 for reporLlng 8 for
8udgeLlng 8uL Lhe mosL wldely accepLed are funcLlons of managemenL glven by kCCn1Z and
C'uCnnLL le |ann|ng Crgan|z|ng Staff|ng D|rect|ng and Contro|||ng
lor LheoreLlcal purposes lL may be convenlenL Lo separaLe Lhe funcLlon of managemenL buL
pracLlcally Lhese funcLlons are overlapplng ln naLure le Lhey are hlghly lnseparable Lach funcLlon
blends lnLo Lhe oLher each affecLs Lhe performance of oLhers

A lannlng
lL ls Lhe baslc funcLlon of managemenL lL deals wlLh chalklng ouL a fuLure course of acLlon
decldlng ln advance Lhe mosL approprlaLe course of acLlons for achlevemenL of predeLermlned
goals Accordlng Lo kCCn1Z lannlng ls decldlng ln advance whaL Lo do when Lo do how
Lo do lL brldges Lhe gap from where we are where we wanL Lo be" A plan ls a fuLure course
LM 301 8lbllcal ManagemenL rlnclples MasLer Copy of 8eporL on Leadershlp and ConLrol Culnones/age 2 of 17
of acLlons lL ls an exerclse ln problem solvlng declslon maklng lannlng ls deLermlnaLlon of
courses of acLlon Lo achleve deslred goals 1hus plannlng ls a sysLemaLlc Lhlnklng abouL ways
means for accompllshmenL of predeLermlned goals lannlng ls necessary Lo ensure proper
uLlllzaLlon of human nonhuman resources lL ls all pervaslve lL ls an lnLellecLual acLlvlLy and lL
also helps ln avoldlng confuslon uncerLalnLles rlsks wasLages eLc
8 Crganlzlng
lL ls Lhe process of brlnglng LogeLher physlcal flnanclal and human resources and developlng
producLlve relaLlonshlp amongsL Lhem for achlevemenL of organlzaLlonal goals Accordlng Lo
Penry layol 1o organlze a buslness ls Lo provlde lL wlLh everyLhlng useful or lLs funcLlonlng le
raw maLerlal Lools caplLal and personnel's" 1o organlze a buslness lnvolves deLermlnlng
provldlng human and nonhuman resources Lo Lhe organlzaLlonal sLrucLure Crganlzlng as a
process lnvolves
O ldenLlflcaLlon of acLlvlLles
O ClasslflcaLlon of grouplng of acLlvlLles
O AsslgnmenL of duLles
O uelegaLlon of auLhorlLy and creaLlon of responslblllLy
O CoordlnaLlng auLhorlLy and responslblllLy relaLlonshlps

C SLafflng
lL ls Lhe funcLlon of mannlng Lhe organlzaLlon sLrucLure and keeplng lL manned SLafflng has
assumed greaLer lmporLance ln Lhe recenL years due Lo advancemenL of Lechnology lncrease ln
slze of buslness complexlLy of human behavlor eLc 1he maln purpose o sLafflng ls Lo puL rlghL
man on rlghL [ob le square pegs ln square holes and round pegs ln round holes Accordlng Lo
kooLz C'uonell Managerlal funcLlon of sLafflng lnvolves mannlng Lhe organlzaLlon sLrucLure
Lhrough proper and effecLlve selecLlon appralsal developmenL of personnel Lo flll Lhe roles
deslgned un Lhe sLrucLure" SLafflng lnvolves
O Manpower lannlng (esLlmaLlng man power ln Lerms of searchlng choose Lhe person
and glvlng Lhe rlghL place)
O 8ecrulLmenL selecLlon placemenL
O 1ralnlng developmenL
O 8emuneraLlon
O erformance appralsal
O romoLlons Lransfer
M? 8LC81
u ulrecLlng/Leadlng
lL ls LhaL parL of managerlal funcLlon whlch acLuaLes Lhe organlzaLlonal meLhods Lo work
efflclenLly for achlevemenL of organlzaLlonal purposes lL ls consldered llfespark of Lhe
enLerprlse whlch seLs lL ln moLlon Lhe acLlon of people because plannlng organlzlng and
sLafflng are Lhe mere preparaLlons for dolng Lhe work ulrecLlon ls LhaL lnerLpersonnel
aspecL of managemenL whlch deals dlrecLly wlLh lnfluenclng guldlng supervlslng
moLlvaLlng subordlnaLe for Lhe achlevemenL of organlzaLlonal goals ulrecLlon has
followlng elemenLs
O Superv|s|on lmplles overseelng Lhe work of subordlnaLes by Lhelr superlors lL ls Lhe acL
of waLchlng dlrecLlng work workers
O Mot|vat|on means lnsplrlng sLlmulaLlng or encouraglng Lhe subordlnaLes wlLh zeal Lo
work oslLlve negaLlve moneLary nonmoneLary lncenLlves may be used for Lhls
purpose
O eadersh|p may be deflned as a process by whlch manager guldes and lnfluences Lhe
work of subordlnaLes ln deslred dlrecLlon
O Commun|cat|ons ls Lhe process of passlng lnformaLlon experlence oplnlon eLc from
one person Lo anoLher lL ls a brldge of undersLandlng
ll 1he naLure of Leadershlp
O Leadershlp ls Lhe process of lnfluenclng group acLlvlLles Loward Lhe achlevemenL of goals
O Leadershlp ls lnfluenclng guldlng ln dlrecLlon course acLlon and oplnlon
O Leadershlp ls effecLlve lnfluence
O Leadershlp ls bulldlng coheslve and goal orlenLed Leams
O Leadershlp ls persuadlng oLhers Lo subllmaLe Lhelr own self lnLeresLs and adopL Lhe goals of
a group as Lhelr own
O Leadershlp ls persuadlng oLher people Lo seL aslde Lhelr lndlvldual concerns and Lo pursue
a common goal LhaL ls lmporLanL for Lhe welfare of Lhe group

lll Leadershlp 1heorles
Great Man 1heor|es 8ased on Lhe bellef LhaL leaders are excepLlonal people born wlLh
lnnaLe quallLles desLlned Lo lead 1he use of Lhe Lerm man was
lnLenLlonal slnce unLll Lhe laLLer parL of Lhe LwenLleLh cenLury
leadershlp was LhoughL of as a concepL whlch ls prlmarlly male
mlllLary and WesLern 1hls led Lo Lhe nexL school of 1ralL 1heorles
8 1ra|t 1heor|es 1he llsLs of LralLs or quallLles assoclaLed wlLh leadershlp exlsL ln
abundance and conLlnue Lo be produced 1hey draw on vlrLually all
Lhe ad[ecLlves ln Lhe dlcLlonary whlch descrlbe some poslLlve or
vlrLuous human aLLrlbuLe from amblLlon Lo zesL for llfe

1he Lable below llsLs Lhe maln leadershlp LralLs and skllls ldenLlfled by SLogdlll ln 1974
1ra|ts
AdapLable Lo slLuaLlons
AlerL Lo soclal envlronmenL
AmblLlous and achlevemenL
orlenLaLed
AsserLlve
CooperaLlve
ueclslve
uependable
uomlnanL (deslre Lo lnfluence
Sk|||s
Clever (lnLelllgenL)
ConcepLually skllled
CreaLlve
ulplomaLlc and LacLful
lluenL ln speaklng
knowledgeable abouL group Lask
Crganlsed (admlnlsLraLlve ablllLy)
ersuaslve
Soclally skllled
LM 301 8lbllcal ManagemenL rlnclples MasLer Copy of 8eporL on Leadershlp and ConLrol Culnones/age of 17
oLhers)
LnergeLlc (hlgh acLlvlLy level)
erslsLenL
SelfconfldenL
1oleranL of sLress
Wllllng Lo assume responslblllLy

Leadershlp Skllls and 1ralLs (SLogdlll 1974)

C 8ehav|or|st 1heor|es 1hese concenLraLe on whaL leaders acLually do raLher Lhan on Lhelr
quallLles ulfferenL paLLerns of behavlor are observed and caLegorlzed
as sLyles of leadershlp 1hls area has probably aLLracLed mosL
aLLenLlon from pracLlclng managers

1 Mc6reqors 1heory x 1heory Y Monoqers

1heory k managers be||eve that
- 1he average human belng has an lnherenL
dlsllke of work and wlll avold lL lf posslble
- 8ecause of Lhls human characLerlsLlc mosL
people musL be coerced conLrolled
dlrecLed or LhreaLened wlLh punlshmenL Lo
geL Lhem Lo puL forLh adequaLe efforL Lo
achleve organlzaLlonal ob[ecLlves
- 1he average human belng prefers Lo be
dlrecLed wlshes Lo avold responslblllLy has
relaLlvely llLLle amblLlon and wanLs securlLy
above all else

1heory managers be||eve that
- 1he expendlLure of physlcal and menLal
efforL ln work ls as naLural as play or resL
and Lhe average human belng under proper
condlLlons learns noL only Lo accepL buL Lo
seek responslblllLy
- eople wlll exerclse selfdlrecLlon and self
conLrol Lo achleve ob[ecLlves Lo whlch Lhey
are commlLLed
- 1he capaclLy Lo exerclse a relaLlvely hlgh
level of lmaglnaLlon lngenulLy and creaLlvlLy
ln Lhe soluLlon of organlzaLlonal problems ls
wldely noL narrowly dlsLrlbuLed ln Lhe
populaLlon and Lhe lnLellecLual poLenLlallLles
of Lhe average human belng are only
parLlally uLlllzed under Lhe condlLlons of
modern lndusLrlal llfe

1heory x and ? Managers (McCregor 1960)

ln 1981 W||||am Cuch| came up wlLh a varlanL LhaL comblned Amerlcan and !apanese managemenL pracLlces
LogeLher Lo form 1heory 2 hav|ng the fo||ow|ng character|st|cs longLerm employmenL collecLlve
declslon maklng lndlvldual responslblllLy slow evaluaLlon promoLlon lmpllclL lnformal
conLrol wlLh expllclL formallzed measures moderaLely speclallzed career paLhs and a hollsLlc
concern for Lhe employee lncludlng famlly

2 oke ond Moutons Monoqerio 6rid

1he Managerlal Crld developed by 8oberL 8lake and !ane MouLon focuses on Lask (producLlon)
and employee (people) orlenLaLlons of managers as well as comblnaLlons of concerns beLween Lhe
Lwo exLremes A grld wlLh concern for producLlon on Lhe horlzonLal axls and concern for people on
Lhe verLlcal axls and ploLs flve baslc leadershlp sLyles 1he flrsL number refers Lo a leaders
producLlon or Lask orlenLaLlon Lhe second Lo people or employee orlenLaLlon

1he 8lake MouLon Managerlal Crld (8lake MouLon 1964)
8lake and MouLon propose LhaL 1eam ManagemenL" a hlgh concern for boLh employees and
producLlon ls Lhe mosL effecLlve Lype of leadershlp behavlor

D S|tuat|ona| eadersh|p 1hls approach sees leadershlp as speclflc Lo Lhe slLuaLlon ln whlch lL
ls belng exerclsed lor example whllsL some slLuaLlons may requlre
an auLocraLlc sLyle oLhers may need a more parLlclpaLlve approach lL
also proposes LhaL Lhere may be dlfferences ln requlred leadershlp
sLyles aL dlfferenL levels ln Lhe same organlzaLlon

1 1he nerseyonchord Mode of Leodership
1he Persey8lanchard Leadershlp Model also Lakes a slLuaLlonal perspecLlve of leadershlp 1hls
model poslLs LhaL Lhe developmenLal levels of a leaders subordlnaLes play Lhe greaLesL role ln
deLermlnlng whlch leadershlp sLyles (leader behavlours) are mosL approprlaLe 1helr Lheory ls
based on Lhe amounL of dlrecLlon (Lask behavlour) and socloemoLlonal supporL (relaLlonshlp
behavlour) a leader musL provlde glven Lhe slLuaLlon and Lhe level of maLurlLy of Lhe followers
lor 8lanchard Lhe key slLuaLlonal varlable when deLermlnlng Lhe approprlaLe leadershlp sLyle
ls Lhe readlness or developmenLal level of Lhe subordlnaLe(s) As a resulL four leadershlp sLyles
resulL
- D|rect|ng 1he leader provldes clear lnsLrucLlons and speclflc dlrecLlon 1hls sLyle ls besL
maLched wlLh a low follower readlness level

- Coach|ng 1he leader encourages Lwoway communlcaLlon and helps bulld confldence and
moLlvaLlon on Lhe parL of Lhe employee alLhough Lhe leader sLlll has responslblllLy and conLrols
declslon maklng Selllng sLyle ls besL maLched wlLh a moderaLe follower readlness level

- Support|ng WlLh Lhls sLyle Lhe leader and followers share declslon maklng and no longer
need or expecL Lhe relaLlonshlp Lo be dlrecLlve arLlclpaLlng sLyle ls besL maLched wlLh a
moderaLe follower readlness level

- De|egat|ng 1hls sLyle ls approprlaLe for leaders whose followers are ready Lo accompllsh a
parLlcular Lask and are boLh compeLenL and moLlvaLed Lo Lake full responslblllLy uelegaLlng
sLyle ls besL maLched wlLh a hlgh follower readlness level

2 doirs ctioncentred Leodership Mode

!ohn Adalr has a long pedlgree ln Lhe world of leadershlp 1he Adalr model ls LhaL Lhe acLlon
cenLred leader geLs Lhe [ob done Lhrough Lhe work Leam and relaLlonshlps wlLh fellow
managers and sLaff Accordlng Lo Adalrs explanaLlon an acLloncenLered leader musL
- dlrecL Lhe [ob Lo be done (task sLrucLurlng)
- supporL and revlew Lhe |nd|v|dua| people dolng lL
- coordlnaLe and fosLer Lhe work team as a whole

AcLlonCenLered Leadershlp Model (Adalr 1973)

1he challenge for Lhe leader ls Lo manage all secLors of Lhe dlagram

1ask
- deflne Lhe Lask
- make Lhe plan
- allocaLe work and resources
- conLrol quallLy and raLe of work
- check performance agalnsL plan
- ad[usL Lhe plan
1eam
- malnLaln dlsclpllne
- bulld Leam splrlL
- encourage moLlvaLe glve a sense of
purpose
- appolnL subleaders
- ensure communlcaLlon wlLhln group
- develop Lhe group
Ind|v|dua|
- aLLend Lo personal problems
- pralse lndlvlduals
- glve sLaLus
- recognlze and use lndlvldual ablllLles
- develop Lhe lndlvldual

L Cont|ngency 1heory 1hls ls a reflnemenL of Lhe slLuaLlonal vlewpolnL and focuses on
ldenLlfylng Lhe slLuaLlonal varlables whlch besL predlcL Lhe mosL
approprlaLe or effecLlve leadershlp sLyle Lo flL Lhe parLlcular
clrcumsLances

1 ieders continqency Mode
lledlers conLlngency Lheory posLulaLes LhaL Lhere ls no slngle besL way for managers Lo
lead SlLuaLlons wlll creaLe dlfferenL leadershlp sLyle requlremenLs for a manager 1he soluLlon
Lo a managerlal slLuaLlon ls conLlngenL on Lhe facLors LhaL lmplnge on Lhe slLuaLlon lor
example ln a hlghly rouLlne (mechanlsLlc) envlronmenL where repeLlLlve Lasks are Lhe norm a
relaLlvely dlrecLlve leadershlp sLyle may resulL ln Lhe besL performance however ln a dynamlc
envlronmenL a more flexlble parLlclpaLlve sLyle may be requlred
lledler looked aL Lhree slLuaLlons LhaL could deflne Lhe condlLlon of a managerlal Lask
1 eader member re|at|ons Pow well do Lhe manager and Lhe employees geL along?
2 1ask structure ls Lhe [ob hlghly sLrucLured falrly unsLrucLured or somewhere ln
beLween?
3 os|t|on power Pow much auLhorlLy does Lhe manager possess?

2 1onnenboum 5chmidts Leodership continuum

ConLlngency LheorlsLs 1annenbaum and SchmldL suggesLed Lhe ldea LhaL leadershlp
behavlor varles along a conLlnuum and LhaL as one moves away from Lhe auLocraLlc exLreme
Lhe amounL of subordlnaLe parLlclpaLlon and lnvolvemenL ln declslon Laklng lncreases 1hey
also suggesLed LhaL Lhe klnd of leadershlp represenLed by Lhe democraLlc exLreme of Lhe
conLlnuum wlll be rarely encounLered ln formal organlzaLlons
lour maln leadershlp sLyles can be locaLed aL polnLs along such a conLlnuum
- utocrat|c 1he leader Lakes Lhe declslons and announces Lhem expecLlng subordlnaLes
Lo carry Lhem ouL wlLhouL quesLlon (Lhe 1einq sLyle)
- ersuas|ve AL Lhls polnL on Lhe scale Lhe leader also Lakes all Lhe declslons for Lhe group
wlLhouL dlscusslon or consulLaLlon buL belleves LhaL people wlll be beLLer moLlvaLed lf
Lhey are persuaded LhaL Lhe declslons are good ones Pe or she does a loL of explalnlng
and selllng ln order Lo overcome any posslble reslsLance Lo whaL he or she wanLs Lo do
1he leader also puLs a loL of energy lnLo creaLlng enLhuslasm for Lhe goals he or she has
seL for Lhe group (Lhe Seinq sLyle)
- Consu|tat|ve ln Lhls sLyle Lhe leader confers wlLh Lhe group members before Laklng
declslons and ln facL conslders Lhelr advlce and Lhelr feellngs when framlng declslons
Pe or she may of course noL always accepL Lhe subordlnaLes advlce buL Lhey are llkely
Lo feel LhaL Lhey can have some lnfluence under Lhls leadershlp sLyle Lhe declslon and
Lhe full responslblllLy for lL remaln wlLh Lhe leader buL Lhe degree of lnvolvemenL by
subordlnaLes ln declslon Laklng ls very much greaLer Lhan Lelllng or selllng sLyles (Lhe
consutinq sLyle)
- Democrat|c uslng Lhls sLyle Lhe leader would characLerlsLlcally lay Lhe problem before hls
or her subordlnaLes and lnvlLe dlscusslon 1he leaders role ls LhaL of conference leader
or chalr raLher Lhan LhaL of declslon Laker Pe or she wlll allow Lhe declslon Lo emerge
ouL of Lhe process of group dlscusslon lnsLead of lmposlng lL on Lhe group as lLs boss
(Lhe oininq sLyle)

WhaL dlsLlngulshes Lhls approach from prevlous dlscusslons of leadershlp sLyle ls LhaL Lhere
wlll be some slLuaLlons ln whlch each of Lhe above sLyles ls llkely Lo be more approprlaLe Lhan
Lhe oLhers
- 1e|||ng ln an emergency a Lelllng sLyle may be mosL approprlaLe and would normally be
consldered [usLlfled by Lhe group (as long as Lhe general cllmaLe of LhaL group ls
supporLlve and maLure)
- Se|||ng 1he selllng sLyle would Lend Lo flL slLuaLlons ln whlch Lhe group leader and he or
she alone possesses all Lhe lnformaLlon on whlch Lhe declslon musL be based and whlch
aL Lhe same Llme calls for a very hlgh level of commlLmenL and enLhuslasm on Lhe parL
of group members lf Lhe Lask ls Lo be carrled Lhrough successfully
- Consu|t|ng 1he consulLlng sLyle ls llkely Lo be mosL approprlaLe when Lhere ls Llme ln
whlch Lo reach a consldered declslon and when Lhe lnformaLlon on whlch Lhe declslon
needs Lo be based lles among Lhe members of Lhe group
- Io|n|ng 1he [olnlng sLyle ls approprlaLe under slmllar condlLlons wlLh Lhe lmporLanL
excepLlon LhaL Lhls ls llkely Lo be approprlaLe only ln Lhose lnsLances where Lhe naLure
of Lhe responslblllLy assoclaLed wlLh Lhe declslon ls such LhaL group members are wllllng
Lo share lL wlLh Lhelr leader or alLernaLlvely Lhe leader ls wllllng Lo accepL responslblllLy
for declslons whlch he or she has noL made personally

I 1ransact|ona| 1heory 1hls approach emphaslzes Lhe lmporLance of Lhe relaLlonshlp
beLween leader and followers focuslng on Lhe muLual beneflLs
derlved from a form of conLracL Lhrough whlch Lhe leader dellvers
such Lhlngs as rewards or recognlLlon ln reLurn for Lhe commlLmenL
or loyalLy of Lhe followers

G 1ransformat|ona| 1heory 1he cenLral concepL here ls change and Lhe role of leadershlp ln
envlslonlng and lmplemenLlng Lhe LransformaLlon of organlzaLlonal
performance

1ransact|ona| eadersh|p 1ransformat|ona| eadersh|p

- 8ullds on man's need Lo geL a [ob done and
make a llvlng
- ls preoccupled wlLh power and poslLlon
pollLlcs and perks
- ls mlred ln dally affalrs
- ls shorLLerm and hard daLa orlenLaLed
- locuses on LacLlcal lssues
- 8elles on human relaLlons Lo lubrlcaLe
human lnLeracLlons
- lollows and fulflls role expecLaLlons by
sLrlvlng Lo work effecLlvely wlLhln currenL
sysLems
- SupporLs sLrucLures and sysLems LhaL
relnforce Lhe boLLom llne maxlmlse
efflclency and guaranLee shorLLerm proflLs

- 8ullds on a man's need for meanlng
- ls preoccupled wlLh purposes and values
morals and eLhlcs
- 1ranscends dally affalrs
- ls orlenLaLed Loward longLerm goals
wlLhouL compromlslng human values and
prlnclples
- locuses more on mlsslons and sLraLegles
- 8eleases human poLenLlal ldenLlfylng and
developlng new LalenL
- ueslgns and redeslgns [obs Lo make Lhem
meanlngful and challenglng
- Allgns lnLernal sLrucLures and sysLems Lo
relnforce overarchlng values and goals

Comparlson of 1ransacLlonal and 1ransformaLlonal Leadershlp (Covey 1992)

8oLh klnds of leadershlp are necessary 1ransacLlonal leadershlp has remalned Lhe
organlzaLlonal model for many people and organlzaLlons who have noL moved lnLo or encouraged Lhe
LransformaLlonal role needed Lo meeL Lhe challenges of our changlng Llmes
lv 1he 8lble on Leadershlp
A WhaL lL ls noL |ng Sau| nc|ent Israe|s I|rst Monarch
klng Saul was Lhe flrsL monarch of anclenL lsrael up unLll Saul was selecLed Lo be klng Lhe
lsraellLe people had been ruled by a Lheocracy wlLh represenLaLlves of Cod (called [udges)
leadlng Lhem 1he lasL [udge over lsrael was Lhe prlesL Samuel Samuel was hlghly respecLed
buL hls sons dld noL follow ln hls fooLsLeps and Lhe people dld noL wanL Lhem Lo rule over Lhem
afLer Samuels deaLh lnsLead Lhe people wanLed lsrael Lo be llke all Lhe oLher nelghborlng
counLrles so Lhey forced Samuel Lo appolnL a klng Lo lead Lhem Cod chose Saul buL he dld noL
llve up Lo Lhe Lask MosLly from klng Sauls relgn Lhe wlse observer wlll learn from Saul whaL
effecLlve leadershlp ls noL
1 LffecLlve Leadershlp ls noL 8ased on Appearance
2 LffecLlve Leadershlp ls noL 8ased on Cood lnLenLlons
3 LffecLlve Leadershlp ls noL 8ased on Sacrlflce Alone
4 LffecLlve Leadershlp ls noL 8ased on MlcroManaglng eople
3 LffecLlve Leadershlp ls noL 8ased on oslLlonal AuLhorlLy

8 WhaL lL ls 8|b||ca| Lxamp|es
WhaL ln heaven does Lhe 8lble have Lo do wlLh leadershlp? LveryLhlng! 1he 8lble ls probably
Lhe mosL wldelyread book ln Lhe world lL ls revered for lLs rellglous precepLs and guldance lLs
wlsdom and lLs llLerary beauLy 8ead carefully and wlLh anoLher perspecLlve lL ls also Lhe
greaLesL collecLlon of leadershlp case sLudles ever wrlLLen wlLh Lremendously useful and
lnslghLful lessons for Loday's leaders and managers

WhaLever our rellglous bellefs mosL of us ln Lhe WesLern Pemlsphere are famlllar wlLh Lhe
8lble's sLorles and heroes 1hey form some of Lhe ma[or archeLypes of our collecLlve
consclousness and can serve as unlversal examples of leadershlp aL lLs besL (and worsL)
Conslder some of Lhe managers and leaders of Lhe 8lble and Lhe lessons Lhey can lmparL Lo
Loday's manager
!acob alLhough lnferlor ln sLrengLh Lo hls macho broLher Lsau was able Lo usurp hls broLher's
blrLhrlghL by appeallng Lo ''Lhe power behlnd Lhe Lhrone'' (hls moLher) Lo decelve Lhe CLC (hls
faLher)
!oseph casL lnLo corporaLe exlle because of hls broLhers' [ealousy of hls close relaLlonshlp wlLh hls
faLher !acob was forced Lo [oln Lhe opposlLlon LgypL 1here he was able Lo lnfllLraLe Lhe courL
use hls lnfluence wlLh haraoh and ulLlmaLely brlng hls famlly and Lrlbe Lo llve wlLh hlm where
Lhey became a mlghLy force Powever Lhe ''merger'' of Lhe lsraellLes and LgypLlans soon
became exLremely rocky creaLlng a whole new seL of leadershlp problems
Moses Lhe man who lnherlLed Lhese problems was a leader who spoke so poorly LhaL hls broLher
Aaron had Lo dellver mosL of hls speeches for hlm 8uL Lhe sLrengLh of hls vlslon and hls
commlLmenL Lo lsrael's mlsslon made hlm Lhe ulLlmaLe vlslonary and a leader Lhe people would
follow Lhrough Lhe mosL adverse clrcumsLances Many modern corporaLlons experlence
adverse condlLlons buL few are condemned Lo wander ln a deserL (real or allegorlcal) for forLy
years 1he 8urnlng 8ush ls a corporaLe vlslon par excellence and Lhe 1en CommandmenLs are
Lhe ulLlmaLe mlsslon sLaLemenL
!oshua succeeded Moses and LhaL Lransfer of power ls an example of Lhorough successlon
plannlng asslsLed by dlvlne lnLervenLlon lL would Lake a greaL and lnsplrlng leader Lo replace
Moses and lead Lhe lsraellLes lnLo Lhe romlsed Land !oshua's moLlvaLlonal genlus and
sLraLeglc plannlng helped Lhe lsraellLes llLerally knock down lmpregnable forLresses
Samson ls one of Lhe besL ''negaLlve case sLudles'' ln hlsLory Pe possessed greaL physlcal sLrengLh
buL had some Lremendous ''bllnd spoLs'' ln hls lnLerpersonal [udgmenL 1he person he mosL
deslred was acLually Lhe person he had mosL Lo fear and who broughL abouL hls downfall
Samson was llLerally ''bllndslded'' by an enemy he LhoughL was a frlend and who also
happened Lo be a member of Lhe opposlLe gender 1here are a loL of lessons ln Lhls sLory for
Loday's buslness leader
!ob had more Lroubles Lhan any modern corporaLe execuLlve yeL he sLuck Lo hls falLh and hls
vlslon Pls ''case sLudy'' can Leach Lhe modern execuLlve a loL abouL sLlcklng Lo your vlslon
desplLe obsLacles sufferlng and doubLers
!esus Lhe son of a carpenLer and born ln a manger rose Lo found Lhe mosL populous rellglon on
earLh !esus' communlcaLlon skllls were consummaLe Pe was able Lo cogenLly communlcaLe
new and revoluLlonary ldeas uslng parables lnsLead of dlrecL explanaLlon and he was able Lo
answer onLlus llaLe's loaded quesLlons wlLhouL appearlng a LralLor Lo 8ome or a posLurer Lo
hls own people (llaLe ''Are you klng of Lhe !ews?'' !esus ''?ou say l am'') 1he Sermon on Lhe
MounL ls a beauLlful example of moLlvaLlonal communlcaLlon whlch lnfluenced noL [usL Lhe
small assembly Lhere buL mllllons of people ln mllllons of assemblles slnce Pls work wlLh Lhe
dlsclples was some of Lhe mosL asLuLe Leambulldlng ever accompllshed And hls masLery of Lhe
symbollc acL galned hlm Lhe largesL followlng of any leader before or afLer hlm

1he 8lble ls full of Lhese and oLher leadersklngs propheLs warrlors sLraLeglsLs and vlslonarles lL ls a
sLory of propheLs Lrue and false forLunes galned and losL organlzaLlons ascendlng and
crashlng lLs llLeral LruLh has been quesLloned buL lLs lessons and sLorles have been embraced
as unlversal archeLypes LhaL lnfluence Lhe way we llve our llves on a deep psychologlcal
splrlLual and symbollc level
So why shouldn'L Lhls blbllcal wlsdom on leadershlp be applled on a buslness level? lL should come as
no ''revelaLlon'' LhaL Lhe LralLs and skllls of successful 8lble leaders are also Lhose exhlblLed by
Lhe mosL successful modern leaders
O PonesLy and lnLegrlLy
O urpose
O klndness and compasslon
O PumlllLy
O CommunlcaLlon
O erformance managemenL
O 1eam developmenL
O Courage
O !usLlce and falrness
O Leadershlp developmenL
1CIC 1WC CCN1kCING
lL lmplles measuremenL of accompllshmenL agalnsL Lhe sLandards and correcLlon of devlaLlon lf any Lo ensure
achlevemenL of organlzaLlonal goals 1he purpose of conLrolllng ls Lo ensure LhaL everyLhlng occurs ln
conformlLles wlLh Lhe sLandards An efflclenL sysLem of conLrol helps Lo predlcL devlaLlons before Lhey acLually
occur Accordlng Lo @eo nolmooo ConLrolllng ls Lhe process of checklng wheLher or noL proper progress ls
belng made Lowards Lhe ob[ecLlves and goals and acLlng lf necessary Lo correcL any devlaLlon" Accordlng Lo
koonLz C'uonell ConLrolllng ls Lhe measuremenL correcLlon of performance acLlvlLles of subordlnaLes ln
order Lo make sure LhaL Lhe enLerprlse ob[ecLlves and plans deslred Lo obLaln Lhem as belng accompllshed"
1herefore conLrolllng has followlng sLeps
a LsLabllshmenL of sLandard performance
b MeasuremenL of acLual performance
c Comparlson of acLual performance wlLh Lhe sLandards and flndlng ouL devlaLlon lf any
d CorrecLlve acLlon
I CharacLerlsLlcs of ConLrol
1he conLrol process ls cycllcal whlch means lL ls never flnlshed ConLrolllng leads Lo ldenLlflcaLlon of
new problems LhaL ln Lurn need Lo be addressed Lhrough esLabllshmenL of performance sLandards
measurlng performance eLc
Lmployees ofLen vlew conLrolllng negaLlvely 8y lLs very naLure conLrolllng ofLen leads Lo managemenL
expecLlng employee behavlor Lo change no maLLer how poslLlve Lhe changes may be for Lhe organlzaLlon
employees may sLlll vlew Lhem negaLlvely
ConLrol ls boLh anLlclpaLory and reLrospecLlve 1he process anLlclpaLes problems and Lakes prevenLlve
acLlon WlLh correcLlve acLlon Lhe process also follows up on problems
ldeally each person ln Lhe buslness vlews conLrol as hls or her responslblllLy 1he organlzaLlonal culLure
should prevenL a person walklng away from a small easlly solvable problem because LhaL lsnL my
responslblllLy ln cusLomer drlven buslnesses each employee cares abouL each cusLomer ln quallLy drlven
dalry farms for example each employee cares abouL Lhe welfare of each anlmal and Lhe wear and Lear on
each plece of equlpmenL
ConLrolllng ls relaLed Lo each of Lhe oLher funcLlons of managemenL ConLrolllng bullds on plannlng organlzlng
and leadlng
O ConLrol ls a conLlnuous process
O ConLrol ls a managemenL process
O ConLrol ls embedded ln each level of organlzaLlonal hlerarchy
O ConLrol ls forward looklng
O ConLrol ls closely llnked wlLh plannlng
O ConLrol ls a Lool for achlevlng organlzaLlonal acLlvlLles
O 1he elemenLs of conLrol
II The elements oI control
1he four baslc elemenLs ln a conLrol sysLem (1) Lhe characLerlsLlc or condlLlon Lo be conLrolled (2) Lhe
sensor (3) Lhe comparator and (4) Lhe act|vator occur ln Lhe same sequence and malnLaln a conslsLenL
relaLlonshlp Lo each oLher ln every sysLem
3

1he flrsL elemenL ls Lhe notonetlsln or condlLlon of Lhe operaLlng sysLem whlch ls Lo be measured We selecL
a speclflc characLerlsLlc because a correlaLlon exlsLs beLween lL and how Lhe sysLem ls performlng 1he
characLerlsLlc may be Lhe ouLpuL of Lhe sysLem durlng any sLage of processlng or lL may be a condlLlon LhaL has
resulLed from Lhe ouLpuL of Lhe sysLem lor example lL may be Lhe heaL energy produced by Lhe furnace or
Lhe LemperaLure ln Lhe room whlch has changed because of Lhe heaL generaLed by Lhe furnace ln an
elemenLary school sysLem Lhe hours a Leacher works or Lhe galn ln knowledge demonsLraLed by Lhe sLudenLs
on a naLlonal examlnaLlon are examples of characLerlsLlcs LhaL may be selecLed for measuremenL or conLrol
1he second elemenL of conLrol Lhe seosot ls a means for measurlng Lhe characLerlsLlc or condlLlon 1he
conLrol subsysLem musL be deslgned Lo lnclude a sensory devlce or meLhod of measuremenL ln a home
heaLlng sysLem Lhls devlce would be Lhe LhermosLaL and ln a quallLyconLrol sysLem Lhls measuremenL mlghL
be performed by a vlsual lnspecLlon of Lhe producL
1he Lhlrd elemenL of conLrol Lhe comparaLor deLermlnes Lhe need for correcLlon by comparlng whaL ls
occurrlng wlLh whaL has been planned Some devlaLlon from plan ls usual and expecLed buL when varlaLlons
are beyond Lhose consldered accepLable correcLlve acLlon ls requlred lL ls ofLen posslble Lo ldenLlfy Lrends ln
performance and Lo Lake acLlon before an unaccepLable varlaLlon from Lhe norm occurs 1hls sorL of
prevenLaLlve acLlon lndlcaLes LhaL good conLrol ls belng achleved
1he fourLh elemenL of conLrol Lhe acLlvaLor ls Lhe correcLlve acLlon Laken Lo reLurn Lhe sysLem Lo expecLed
ouLpuL 1he acLual person devlce or meLhod used Lo dlrecL correcLlve lnpuLs lnLo Lhe operaLlng sysLem may
Lake a varleLy of forms lL may be a hydraullc conLroller poslLloned by a solenold or elecLrlc moLor ln response
Lo an elecLronlc error slgnal an employee dlrecLed Lo rework Lhe parLs LhaL falled Lo pass quallLy lnspecLlon or
a school prlnclpal who decldes Lo buy addlLlonal books Lo provlde for an lncreased number of sLudenLs As
long as a plan ls performed wlLhln allowable llmlLs correcLlve acLlon ls noL necessary Lhls seldom occurs ln
pracLlce however
lnformaLlon ls Lhe medlum of conLrol because Lhe flow of sensory daLa and laLer Lhe flow of correcLlve
lnformaLlon allow a characLerlsLlc or condlLlon of Lhe sysLem Lo be conLrolled 1o lllusLraLe how lnformaLlon
flow faclllLaLes conLrol leL us revlew Lhe elemenLs of conLrol ln Lhe conLexL of lnformaLlon
4

III rocess of ConLrolllng
O SeLLlng performance sLandards
O MeasuremenL of acLual performance
O Comparlng acLual performance wlLh sLandards
O Analyslng devlaLlons
O CorrecLlng devlaLlons
IV klnds of conLrol
ConLrol may be grouped accordlng Lo Lhree general classlflcaLlons (1) Lhe naLure of Lhe lnformaLlon flow
deslgned lnLo Lhe sysLem (LhaL ls open or closedloop conLrol) (2) Lhe klnd of componenLs lncluded ln Lhe
deslgn (LhaL ls man or machlne conLrol sysLems) and (3) Lhe relaLlonshlp of conLrol Lo Lhe declslon process
(LhaL ls organlzaLlonal or operaLlonal conLrol)
3

Cpen and ClosedLoop ConLrol
1he dlfference beLween openloop conLrol and closedloop conLrol ls deLermlned by wheLher all of Lhe conLrol
elemenLs are an lnLegral parL of Lhe sysLem belng regulaLed and wheLher allowable varlaLlons from sLandard
have been predeLermlned ln an openloop sysLem noL all of Lhe elemenLs wlll be deslgned lnLo Lhe sysLem
and/or allowable varlaLlons wlll noL be predeLermlned
A sLreeLllghLlng sysLem conLrolled by a Llmlng devlce ls an example of an openloop sysLem AL a cerLaln Llme
each evenlng a mechanlcal devlce closes Lhe clrculL and energy flows Lhrough Lhe elecLrlc llnes Lo llghL Lhe
lamps noLe however LhaL Lhe Llmlng mechanlsm ls an lndependenL unlL and ls noL measurlng Lhe ob[ecLlve
funcLlon of Lhe llghLlng sysLem lf Lhe llghLs should be needed on a dark sLormy day Lhe Llmlng devlce would
noL recognlze Lhls need and Lherefore would noL acLlvaLe energy lnpuLs CorrecLlve properLles may someLlmes
be bullL lnLo Lhe conLroller (for example Lo modlfy Lhe Llme Lhe llghLs are Lurned on as Lhe days grow shorLer
or longer) buL Lhls would noL close Lhe loop ln anoLher lnsLance Lhe senslng comparlson or ad[usLmenL may
be made Lhrough acLlon Laken by an lndlvldual who ls noL parL of Lhe sysLem lor example Lhe llghLs may be
Lurned on by someone who happens Lo pass by and recognlzes Lhe need for addlLlonal llghL
lf conLrol ls exerclsed as a resulL of Lhe operaLlon raLher Lhan because of ouLslde or predeLermlned
arrangemenLs lL ls a closedloop sysLem 1he home LhermosLaL ls Lhe classlc example of a conLrol devlce ln a
closedloop sysLem When Lhe room LemperaLure drops below Lhe deslred polnL Lhe conLrol mechanlsm
closes Lhe clrculL Lo sLarL Lhe furnace and Lhe LemperaLure rlses 1he furnaceacLlvaLlng clrculL ls Lurned off as
Lhe LemperaLure reaches Lhe preselecLed level 1he slgnlflcanL dlfference beLween Lhls Lype of sysLem and an
openloop sysLem ls LhaL Lhe conLrol devlce ls an elemenL of Lhe sysLem lL serves and measures Lhe
performance of Lhe sysLem ln oLher words all four conLrol elemenLs are lnLegral Lo Lhe speclflc sysLem
An essenLlal parL of a closedloop sysLem ls feedback LhaL ls Lhe ouLpuL of Lhe sysLem ls measured conLlnually
Lhrough Lhe lLem conLrolled and Lhe lnpuL ls modlfled Lo reduce any dlfference or error Loward zero Many of
Lhe paLLerns of lnformaLlon flow ln organlzaLlons are found Lo have Lhe naLure of closed loops whlch use
feedback 1he reason for such a condlLlon ls apparenL when one recognlzes LhaL any sysLem lf lL ls Lo achleve a
predeLermlned goal musL have avallable Lo lL aL all Llmes an lndlcaLlon of lLs degree of aLLalnmenL ln general
every goalseeklng sysLem employs feedback
3

Man and Machlne ConLrol
1he elemenLs of conLrol are easy Lo ldenLlfy ln machlne sysLems lor example Lhe characLerlsLlc Lo be
conLrolled mlghL be some varlable llke speed or LemperaLure and Lhe senslng devlce could be a speedomeLer
or a LhermomeLer An expecLaLlon of preclslon exlsLs because Lhe characLerlsLlc ls quanLlflable and Lhe
sLandard and Lhe normal varlaLlon Lo be expecLed can be descrlbed ln exacL Lerms ln auLomaLlc machlne
sysLems lnpuLs of lnformaLlon are used ln a process of conLlnual ad[usLmenL Lo achleve ouLpuL speclflcaLlons
When even a small varlaLlon from Lhe sLandard occurs Lhe correcLlon process beglns 1he auLomaLlc sysLem ls
hlghly sLrucLured deslgned Lo accepL cerLaln klnds of lnpuL and produce speclflc ouLpuL and programmed Lo
regulaLe Lhe LransformaLlon of lnpuLs wlLhln a narrow range of varlaLlon
6

lor an lllusLraLlon of mechanlcal conLrol as Lhe load on a sLeam englne lncreases and Lhe englne sLarLs Lo slow
down Lhe regulaLor reacLs by openlng a valve LhaL releases addlLlonal lnpuLs of sLeam energy 1hls new lnpuL
reLurns Lhe englne Lo Lhe deslred number of revoluLlons per mlnuLe 1hls Lype of mechanlcal conLrol ls crude
ln comparlson Lo Lhe more sophlsLlcaLed elecLronlc conLrol sysLems ln everyday use Conslder Lhe complex
mlsslleguldance sysLems LhaL measure Lhe acLual course accordlng Lo predeLermlned maLhemaLlcal
calculaLlons and make almosL lnsLanLaneous correcLlons Lo dlrecL Lhe mlsslle Lo lLs LargeL
Machlne sysLems can be complex because of Lhe sophlsLlcaLed Lechnology whereas conLrol of people ls
complex because Lhe elemenLs of conLrol are dlfflculL Lo deLermlne ln human conLrol sysLems Lhe
relaLlonshlp beLween ob[ecLlves and assoclaLed characLerlsLlcs ls ofLen vague Lhe measuremenL of Lhe
characLerlsLlc may be exLremely sub[ecLlve Lhe expecLed sLandard ls dlfflculL Lo deflne and Lhe amounL of
new lnpuLs requlred ls lmposslble Lo quanLlfy 1o lllusLraLe leL us refer once more Lo a formallzed soclal
sysLem ln whlch devlanL behavlor ls conLrolled Lhrough a process of observed vlolaLlon of Lhe exlsLlng law
(senslng) courL hearlngs and Lrlals (comparlson wlLh sLandard) lncarceraLlon when Lhe accused ls found gullLy
(correcLlon) and release from cusLody afLer rehablllLaLlon of Lhe prlsoner has occurred
6

Crgan|zat|ona| and Cperat|ona| Contro|
1he concepL of organlzaLlonal conLrol ls lmpllclL ln Lhe bureaucraLlc Lheory of Max Weber AssoclaLed wlLh Lhls
Lheory are such concepLs as span of conLrol closeness of supervlslon and hlerarchlcal auLhorlLy
Webers vlew Lends Lo lnclude all levels or Lypes of organlzaLlonal conLrol as belng Lhe same More recenLly
wrlLers have Lended Lo dlfferenLlaLe Lhe conLrol process beLween LhaL whlch emphaslzes Lhe naLure of Lhe
organlzaLlonal or sysLems deslgn and LhaL whlch deals wlLh dally operaLlons 1o lllusLraLe Lhe dlfference we
evaluaLe Lhe performance of a sysLem Lo see how effecLlve and efflclenL Lhe deslgn proved Lo be or Lo
dlscover why lL falled ln conLrasL we operaLe and conLrol Lhe sysLem wlLh respecL Lo Lhe dally lnpuLs of
maLerlal lnformaLlon and energy ln boLh lnsLances Lhe elemenLs of feedback are presenL buL organlzaLlonal
conLrol Lends Lo revlew and evaluaLe Lhe naLure and arrangemenL of componenLs ln Lhe sysLem whereas
operaLlonal conLrol Lends Lo ad[usL Lhe dally lnpuLs
ln organ|zat|ona| contro| Lhe approach used ln Lhe program of revlew and evaluaLlon depends on Lhe reason
for Lhe evaluaLlon o ls ls l benoose e sysem ls oo effenlve (onnompllsloq ls objenlves)? ls e
sysem follloq o onleve oo expeneJ sooJotJ of efflnleony? ls e evolooloo beloq nooJoneJ benoose of o
bteokJowo ot follote lo opetoloos? ls l metely o petloJln ooJlooJtevlew ptoness?
When a sysLem has falled or ls ln greaL dlfflculLy speclal dlagnosLlc Lechnlques may be requlred Lo lsolaLe Lhe
Lrouble areas and Lo ldenLlfy Lhe causes of Lhe dlfflculLy lL ls approprlaLe Lo lnvesLlgaLe areas LhaL have been
Lroublesome before or areas where some measure of performance can be qulckly ldenLlfled lor example lf
an organlzaLlons ouLpuL backlog bullds rapldly lL ls loglcal Lo check flrsL Lo see lf Lhe problem ls due Lo such
readlly obLalnable measures as lncreased demand or Lo a drop ln avallable man hours When a more deLalled
analysls ls necessary a sysLemaLlc procedure should be followed
7

ln conLrasL Lo organlzaLlonal conLrol operat|ona| contro| serves Lo regulaLe Lhe dayLoday ouLpuL relaLlve Lo
schedules speclflcaLlons and cosLs ls e oopo of ptoJon ot setvlne e ptopet poolly ooJ ls l ovolloble os
sneJoleJ? Ate loveootles of tow moetlols qooJsloptoness ooJ flolseJ ptoJons beloq potnoseJ ooJ
ptoJoneJ lo e JeslteJ pooolles? Ate e noss ossonloeJ wl e toosfotmoloo ptoness lo lloe wl nos
eslmoes? ls e lofotmoloo oeeJeJ lo e toosfotmoloo ptoness ovolloble lo e tlq fotm ooJ o e tlq
lme? ls e eoetqy tesootne beloq olllzeJ efflnleoly?
1he mosL dlfflculL Lask of managemenL concerns monlLorlng Lhe behavlor of lndlvlduals comparlng
performance Lo some sLandard and provldlng rewards or punlshmenL as lndlcaLed SomeLlmes Lhls conLrol
over people relaLes enLlrely Lo Lhelr ouLpuL lor example a manager mlghL noL be concerned wlLh Lhe
behavlor of a salesman as long as sales were as hlgh as expecLed ln oLher lnsLances close supervlslon of Lhe
salesman mlghL be approprlaLe lf achlevlng cusLomer saLlsfacLlon were one of Lhe sales organlzaLlons maln
ob[ecLlves
1he larger Lhe unlL Lhe more llkely LhaL Lhe conLrol characLerlsLlc wlll be relaLed Lo some ouLpuL goal lL also
follows LhaL lf lL ls dlfflculL or lmposslble Lo ldenLlfy Lhe acLual ouLpuL of lndlvlduals lL ls beLLer Lo measure Lhe
performance of Lhe enLlre group 1hls means LhaL lndlvlduals levels of moLlvaLlon and Lhe measuremenL of
Lhelr performance become sub[ecLlve [udgmenLs made by Lhe supervlsor ConLrolllng ouLpuL also suggesLs Lhe
dlfflculLy of conLrolllng lndlvlduals performance and relaLlng Lhls Lo Lhe LoLal sysLems ob[ecLlves
7

V Dysfunct|ona| Consequences of Contro|
Managers expecL people ln an organlzaLlon Lo change Lhelr behavlor ln response Lo conLrol Powever
employee reslsLance can easlly make conLrol efforLs dysfuncLlonal 1he followlng behavlors demonsLraLe
means by whlch Lhe managers conLrol efforLs can be frusLraLed
1 Came playlng conLrol ls someLhlng Lo be beaLen a game beLween Lhe boss and me and l wanL Lo wln

2 8eslsLlng conLrol a blue flu reacLlon Lo Loo much conLrol
3 rovldlng lnaccuraLe lnformaLlon a lack of undersLandlng of why Lhe lnformaLlon ls needed and
lmporLanL leadlng Lo you wanL numbers we wlll glve you numbers
4 lollowlng rules Lo Lhe leLLer people followlng dumb and unproflLable rules ln reacLlon Lo do as l say
3 SaboLaglng sLeallng dlscredlLlng oLher workers chaslng cusLomers away gosslplng abouL Lhe flrm Lo
people ln Lhe communlLy
6 laylng one manager off agalnsL anoLher explolLlng lack of communlcaLlon among managers asklng a
second manager lf donL llke Lhe answer from Lhe flrsL manager
VI 1he 8lble on ConLrol
AnoLher Lhlng abouL Cod ls LhaL Pe conLrols Plmself and Pls klngdom 1he Lord Cod commanded Adam
noL Lo eaL from Lhe frulL of Lhe Lree of Lhe knowledge of good and evll (Cen 21617) AfLer Lhls flrsL sln of
man Cod lnserLed Pls answer lnLo Lhe operaLlon of manklnd on earLh Lo lnclude Lhe blrLh deaLh and
resurrecLlon of !esus Lo overcome Lhe sln of Adam 1he Lord commanded Moses and Lhrough hlm gave
Lhe lsraellLes Len commands and Lhe Mosalc law and Lhe Labernacle ln Lhe wllderness (Lxodus 1634 and
Lxodus 2412) ln AcLs 1042 !esus ordered Lhe wlLnesses of Pls resurrecLlon Lo preach Lhe gospel Lo Lhe
people Cod flxed a day ln whlch Pe wlll [udge Lhe world ln rlghLeousness (AcLs 1731) 1he very naLure of
Cod ls Lo glve dlrecLlon guldance commandmenLs and governmenL Lo Pls people and Lo Pls Church See
also r 36 ls 618 1 1hess 311 Cen 116 MaL 26 8ev 227 123 1913 uan 417 and s 328

Cod also expecLs Pls Church Lo be conLrolled Lo ad[usL Lhelr slnful acLs Lhrough repenLance forglveness
and love aul sald ln 1 Cor 1224 LhaL Cod has so composed Lhe body glvlng more abundanL honor Lo
LhaL member whlch lacked LhaL Lhere should be no dlvlslon ln Lhe body buL LhaL Lhe members should
have Lhe same care for one anoLher" Cod's conLrol ls shown ln Lhe 8lble Lo dlrecL gulde correcL
refresh cleanse from sln and renew Lhrough !esus ChrlsL and Lhe Poly SplrlL

8LlL8LnCLS

ooks

Lunenburg lC and Allan CCrnsLeln Lducat|ona| dm|n|strat|on Concepts and ract|ces WadsworLh
ubllshlng Company unlLed SLaLes of Amerlca 1996
Woolfe Lorln 1he 8|b|e on eadersh|p Irom Moses to MatthewManagement essons for Contemporary
eaders Amerlcan ManagemenL AssoclaLlon 8roadway new ?ork 2002

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8olden 8 Cosllng ! MarLurano A and uennlson kev|ew Cf eadersh|p 1heory nd Competency
Irameworks CenLre for Leadershlp SLudles unlverslLy of LxeLer unlLed klngdom !une 2003

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hLLp//hubpagescom/hub/ManagemenL8asedon8lbllcalrlnclplesllveLeadershlpLessonsfromklngSaul
hLLp//faculLycssedu/dswenson/web/LLAu/conLlnuumhLml
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Report On Leadership and Control

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Lsther u|ones 8|b||ca| Management r|nc|p|es 13 March 2010

8eporL Leadershlp and ConLrol

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