{"id":40422,"date":"2025-02-03T22:40:07","date_gmt":"2025-02-04T06:40:07","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=40422"},"modified":"2025-02-03T22:40:07","modified_gmt":"2025-02-04T06:40:07","slug":"the-hidden-flaws-of-leadership-kelemahan-tersembunyi-kepimpinan","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/the-hidden-flaws-of-leadership-kelemahan-tersembunyi-kepimpinan\/","title":{"rendered":"The Hidden Flaws of Leadership [Kelemahan Tersembunyi Kepimpinan]"},"content":{"rendered":"<p>What is this book about? &#8220;Rethinking Leadership: A Critique of Contemporary Theories&#8221; by Annabel Bereel provides a comprehensive critique of traditional leadership theories and offers insights into more effective leadership practices.<a href=\"#_ftn1\" name=\"_ftnref1\">[1]<\/a> The book highlights the limitations of conventional models, such as trait theory, transactional leadership, and transformational leadership, and argues that these approaches oversimplify the complexities of modern leadership.<\/p>\n<p><strong>Leadership<\/strong><\/p>\n<p>God is not necessarily looking for leaders, not in the sense we might think. He is looking for servants (Isaiah 59:16).<a href=\"#_ftn2\" name=\"_ftnref2\">[2]<\/a> People everywhere are looking for someone to lead them into God&#8217;s purposes, God&#8217;s way. People will follow leaders who know how to lead them according to God&#8217;s agenda. In the Old Testament, there are several models such as commitment, loyalty, humility, compassion, and servant leadership.<\/p>\n<p>My post focuses on highlighting the shortcomings in leadership commitment to supporting and inspiring individuals within their organizations to achieve their full potential and successfully execute goals. During this time of global crisis and distress people\u2019s reliance on leaders to guide them is heightened. They urgently need someone to provide palatable answers to life\u2019s challenges and to help them navigate the waters of change. Yet where have they gone?<a href=\"#_ftn3\" name=\"_ftnref3\">[3]<\/a> \u00a0Bereel highlighted from the book, New Patterns of Management the nature of leadership. Here are some highlights.<a href=\"#_ftn4\" name=\"_ftnref4\">[4]<\/a><\/p>\n<ul>\n<li>Genuine interest and unselfish concern on the part of superiors in the success and well-being of their subordinates have a marked impact on performance.<a href=\"#_ftn5\" name=\"_ftnref5\">[5]<\/a> For example, Richard Branson\u2019s, a modern time transformational leader whose management philosophy is central to the success of his Virgin empire. He emphasizes the importance of motivating employees, as he believes a motivated team is more creative and cohesive. His transformative leadership style focuses on fostering happiness among employees, which translates to better performance for the group and the company. An example of Branson\u2019s leadership, in\u00a02017, Virgin America, which Branson founded in 2004 and won several Best Airline\u00a0awards, was bought out by Alaska Airlines. Then, the\u00a0ultimate death of Virgin America\u00a0came three months later when Alaska officially retired the iconic brand.\u00a0 Tough times\u00a0require leaders to rise up and show their humanity. To that end, Branson published\u00a0an\u00a0inspiring open letter<a href=\"#_ftn6\" name=\"_ftnref6\"><sup>[6]<\/sup><\/a>\u00a0to Virgin America employees when they most needed it in a time of grief and uncertainty.\u00a0 Branson values risk-taking and, above all, respects all employees. This approach has been a key factor in the long-term success of his business ventures.<a href=\"#_ftn7\" name=\"_ftnref7\">[7]<\/a> This is one core component of a transformational leader, inspiring and uplifting their employees.<\/li>\n<li>Commitment to goals is an important factor in motivating employees.<a href=\"#_ftn8\" name=\"_ftnref8\">[8]<\/a> Employees are more productive if there is a constructive use of group meetings. For example, in exploring Nehemiah, he exemplified\u00a0commitment by leaving his role as a cupbearer to the king, to rebuild the broken walls. Nehemiah boldly presented the cause to the King. Not only was he summoned to rebuild the walls, but Nehemiah believed in the cause and in the people. As an example, corporate leaders should not only assign projects to employees but believe in the cause. Nehemiah describes his commitment to the people. The walls of the city provided security and a sense of community.<a href=\"#_ftn9\" name=\"_ftnref9\"><sup>[9]<\/sup><\/a> They protected the inhabitants from external threats, including enemies and invaders. The broken and crumbling walls symbolized the spiritual and physical decay of Jerusalem after the Babylonian exile. Nehemiah worked alongside the people rebuilding the walls. Nehemiah inspired the people to persevere, to repent and turn to God, and acknowledged their hard work. To the end, Nehemiah stood alongside his people, meaning he worked! When leaders take the interest to engage with employees and contribute towards the project, the organizational culture transforms due to their commitment.<\/li>\n<li>The most effective managers and supervisors are employee centered rather than job centered.<a href=\"#_ftn10\" name=\"_ftnref10\">[10]<\/a> When a leader shows care and promotes growth, a culture of trust and community emerges, leading to high performance human satisfaction.<a href=\"#_ftn11\" name=\"_ftnref11\"><sup>[11]<\/sup><\/a> \u201c\u2026 the Father of compassion and the God of all comfort, who comforts us in all our troubles, so that we can comfort those in any trouble with the comfort we ourselves receive from God.\u201d Apostle Paul recognizes God as the wellspring of compassion and solace. God&#8217;s comfort is not just for our benefit but also equips believers to comfort others. Paul describes receiving divine comfort and then sharing it with those in need is a cycle of compassion (2 Corinthians 1:3-4). In the same way, today, leaders need to reflect compassion.<\/li>\n<\/ul>\n<p>In the book, <em>Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations<\/em>, it is noted that compassion always unfolds in relation to suffering. Compassion is central to human well-being. Compassion motivates innovation. According to Worline, compassion is a crucial aspect of organizational excellence, maximizing human potential.<a href=\"#_ftn12\" name=\"_ftnref12\"><sup>[12]<\/sup><\/a><\/p>\n<p><strong>Take away<\/strong><\/p>\n<p>Bereel underscores the necessity of a holistic and integrative approach to leadership that incorporates ethical, social, and contextual dimensions. She examines various contemporary leadership styles, such as mindful leadership, adaptive leadership, and transpersonal leadership, critiquing their potential contributions to developing effective leaders. Ultimately, Bereel&#8217;s work seeks to provide a more nuanced understanding of leadership and guide leaders in cultivating the skills and capacities required to navigate the complexities of today&#8217;s organizational environments.<\/p>\n<p><strong>Conclusion<\/strong><\/p>\n<p>Despite the abundance of leadership theories and practices available, there is a notable absence of a leadership model explicitly tailored to resonate with the aspirations, values, and dynamics of each individual. By recognizing both areas of agreement and tension, we can cultivate inclusive leadership practices that benefit organizations, teams, individuals, and emerging leaders.<\/p>\n<p>&nbsp;<\/p>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> Bereel, Annabel. <em>Rethinking Leadership: A Critique of Contemporary Theories<\/em>. 1st ed. London: Routledge, 2021.<\/p>\n<p><a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> Nehemiah 1:11. All scripture citations in this paper are taken from the NIV translation unless otherwise noted.<\/p>\n<p><a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a>\u00a0 Bereel, 5.<\/p>\n<p><a href=\"#_ftnref4\" name=\"_ftn4\">[4]<\/a> Bereel, 59.<\/p>\n<p><a href=\"#_ftnref5\" name=\"_ftn5\">[5]<\/a> Bereel, 59.<\/p>\n<p><a href=\"#_ftnref6\" name=\"_ftn6\"><sup>[6]<\/sup><\/a> Richard Branson, \u201c<a href=\"https:\/\/www.virgin.com\/branson-family\/richard-branson-blog\/dear-virgin-america\">Dear Virgin America | Virgin<\/a>,\u201d Richard Branson\u2019s Blog, published 22nd, March 2017, <a href=\"https:\/\/www.virgin.com\/branson-family\/richard-brandson-blog\/dear-virgin-america\">https:\/\/www.virgin.com\/branson-family\/richard-brandson-blog\/dear-virgin-america<\/a><u>\/<\/u>.<\/p>\n<p><a href=\"#_ftnref7\" name=\"_ftn7\">[7]<\/a> \u201cRichard Branson,\u201d Wikipedia, last modified April 4, 2024, <a href=\"https:\/\/en.wikipedia.org\/wiki\/Richard_Branson\">https:\/\/en.wikipedia.org\/wiki\/Richard_Branson<\/a>.<\/p>\n<p><a href=\"#_ftnref8\" name=\"_ftn8\">[8]<\/a> Bereel, 60.<\/p>\n<p><a href=\"#_ftnref9\" name=\"_ftn9\"><sup>[9]<\/sup><\/a> Nehemiah, Chapters 3 to 11.<\/p>\n<p><a href=\"#_ftnref10\" name=\"_ftn10\">[10]<\/a> Bereel, 59.<\/p>\n<p><a href=\"#_ftnref11\" name=\"_ftn11\"><sup>[11]<\/sup><\/a> Ken Blanchard, Phil Hodges, and Phyllis Hendry, <em>Lead Like Jesus Revisited: Lessons From the G<\/em><em>reatest Leadership Role Model of All Time<\/em> (Nashville: W Publishing, 2016), 30.<\/p>\n<p><a href=\"#_ftnref12\" name=\"_ftn12\"><sup>[12]<\/sup><\/a> Monica C. Worline and Jane E. Dutton, <em>Awakening Compassion At Work: The Quiet Power <\/em><em>That Elevates People and Organizations<\/em> (Oakland, CA: Berrett-Koehler Publishers, 2017), 17-19.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What is this book about? &#8220;Rethinking Leadership: A Critique of Contemporary Theories&#8221; by Annabel Bereel provides a comprehensive critique of traditional leadership theories and offers insights into more effective leadership practices.[1] The book highlights the limitations of conventional models, such as trait theory, transactional leadership, and transformational leadership, and argues that these approaches oversimplify the [&hellip;]<\/p>\n","protected":false},"author":198,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[3415,3401],"class_list":["post-40422","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-bereel","tag-bereel-dlgp03","cohort-dlgp03"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/40422","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/198"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=40422"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/40422\/revisions"}],"predecessor-version":[{"id":40423,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/40422\/revisions\/40423"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=40422"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=40422"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=40422"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}