“Even so every good tree bringeth forth good fruit; but a corrupt tree bringeth forth evil fruit. A good tree cannot bring forth evil fruit, neither can a corrupt tree bring forth good fruit. Every tree that bringeth not forth good fruit is hewn down, and cast into the fire. Wherefore by their fruits ye shall know them.” Matthew 7:17-20 KJV
ABSTRACT
One of the greatest generals in American History is Supreme Allied Commander Dwight D. Eisenhower. He is one of only 9 general officers every to wear 5 stars on his collar and is only selected to wear this title during a time of war. Eisenhower would later become the President of the United States. Such a man is to be respected, admired, and learned from. I have spent my career in the United States Marine Corps and beyond by modeling my leadership style after one of his most famous quotes:
“Motivation is the art of getting people to do what you want them to do because they want to do it.” ~Dwight D. Eisenhower
By instilling the proper mindset into another person, not only will it enable them to grow and develop as a leader, but it will allow me to objectively asses the type of fruit I yield. In reading this leadership philosophy you will understand through a vision statement what leadership is, through a mission statement what leadership means and how to achieve it, and through core values what it takes to achieve success as a leader.
“Therefore whosoever heareth these sayings of mine, and doeth them, I will liken him unto a wise man, which built his house upon a rock.” Matthew 7:24 KJV
VISION STATEMENT
To be an effective leader is first to set an example, above reproach, for others to emulate. How can this be accomplished? By building a solid foundation in Christ, understanding what is expected by the organization, being tactically and technically proficient in the position being filled, and constantly striving to seek self-improvement, I am able to consistently perform at a level which is a cut above the rest. Those who have not built themselves upon the rock that is Christ Jesus find themselves struggling to stay grounded when the storms of life come as the sand washes away beneath their feet. Second, by answering the question, “What would Jesus do?” before making a decision will not always result in the most popular decision, but that is the responsibility of a leader: make the tough decisions and stand resolutely by them. Third, by having an in-depth understanding of the field or department I work in, rather than just scratching the surface, enables me to better train and influence others around me to better themselves and ultimately better the organization. Fourth, taking the time to develop relationships and build camaraderie with those under my charge or who are peers will allow greater productivity as we work toward a common goal. By genuinely caring for and taking care of the needs of those in my charge I utilize a servant leader style of leadership. Those looking to employ servant leadership may have an even greater impact on their followers by exhibiting authenticity and sincerity in their care for their followers’ well-being (Williams, Brandon, Hayek, Haden, & Atinc, 2017). Finally, by maintaining a positive mental attitude filled with motivation, no matter the situation, I am able to keep the momentum turned in not only my favor, but in the team in which I work. Authentic leaders are aware of their beliefs and values, and they are genuine, reliable, moral, other-focused, and devoted to developing followers and creating a positive and engaging organizational context (Ilies, Morgeson, & Nahrgang, 2005). Taking Eisenhower’s quote to heart, other people will perform tasks, not because I am telling them to, but because they WANT to in order to better themselves as well as the organization. It is through the utilization of these tactics that will set the team, unit, or organization apart from the rest in a positive way.
“Be ye followers of me, even as I also am of Christ. Now I praise you, brethren, that ye remember me in all things, and keep the ordinances, as I delivered them to you.” I Corinthians 11:1-2 KJV
MISSION STATEMENT
The primary way to reach this effectiveness as a leader is to uncover a sense of purpose. My purpose on this earth is to get as many people to Heaven as possible. This includes those who I lead, most especially my family, friends, co-workers, and anyone that I encounter. This is part of our Great Commission. How can this be done? It is not done by shoving religion down the throats and into the faces of everyone, nor is it accomplished or measured by the number of followers on social media or how many friends in the real world I have. It is by living a life that honors and glorifies God by humble service to Him and to others. Even if only one soul is saved by my actions, then that is enough, but why stop there?
Living life to the service of others does not mean just bending over backward and not focusing on self. Sometimes serving others is best accomplished by telling them “no” or telling them to “figure it out.” Organizational leaders often play an intricate role in cultivating creativity (Amabile & Khaire, 2008). To leave a legacy of leadership means that a place better than the way it was found because I left a positive impact. When giving direction to a subordinate I make it clear of my end state. I give enough detail to accomplish the task, answering who, what when, where, and why if the situation allows, but never answering the how. This technique encourages creative and innovative methods of problem solving beyond a basic level of task performance that may have been given in training. By enabling my subordinates to complete tasks without me breathing down their necks all the time, a relationship of understanding and trust could be formed. Leaders and the relationships that leaders foster with their employees can substantially impact the level of creativity that can emerge among organizational members (Williams, Brandon, Hayek, Haden, & Atinc, 2017). In the end, when I leave a place, I want it to be better than how I found it, and whoever takes my place to be in a position to be an even better leader that me.
Abraham Maslow once said,
“If the only tool in your toolbox is a hammer, then all of your problems look like nails.” ~Abraham Maslow
Understanding this concept as it applies to leadership is critical when it comes to being a servant leader. In my own experience I have had to address the toolbox metaphor several times. In dealing with conflicts with peers, overtaking objectives, writing reports, and developing personnel, all these things require different skill sets to accomplish. If not for being a person able to seek out alternative methods of problem solving and by furthering my knowledge and education, I would have become stagnant and made more critical errors in my leadership styles. The more tools that you have, the more tools that you can give, and that is part of being a servant leader.
No one on this earth is perfect. We must understand what it is like to fail and understand what it feels like to overcome a failure or struggle. Jesus models this for us as He took the cross, blameless in his days and sinless in his life. He overcame sin and death after the greatest of suffering and He did this through humility. Being a servant leader is about being humble, but about understanding your flaws. To understand weakness is to identify where there is an area that needs to be strengthened. Areas of strength must be maintained and improved as well, but being able to open admit a weakness is a great sign of humility. Being a part of a team means that I can ask for help and do not have to bear any burden alone. Humility, the chief virtue, is the opposite of Pride, the chief sin. To be a servant leader is to make sure that each member of the team knows the role that they play in the team. Serving the team means letting them know that one person’s strength is another person’s weakness and that working together and through Christ, all things are possible (Philippians 4:13 KJV).
“But seek ye first the kingdom of God, and his righteousness; and all these things shall be added unto you.” Matthew 6:33 KJV
VALUES STATEMENT
The following values or traits are what the United States Marines Corps instills in its recruits even before they enlist in the Marine Corps. By doing my best to be the embodiment of these values, I was transitioned from a selfish boy into a selfless Marine. It was my duty to take the Marines under my charge and reinforce these traits to them while acting as a living example of them. By living as a role model (always aware that someone is watching) I am able to give those under my care a model to guide them, direct them, care for them, and ultimately transform them beyond their normal or average. Leaders transform their followers to perform beyond expectations by engaging in “the four I’s” of behavior: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985). Thousands of Marines have lived and died by these traits for 243 years. I can say with great confidence that these values are battle tested to withstand time itself. To this day I continue to live by them as they align quite well alongside the teachings of Christ and His disciples. These 14 Leadership Traits can be found in Marine Corps Reference Publication (MCRP) 6-10B.
· Judgment: The ability to weigh facts and possible courses of action in order to make sound decisions (MCRP 6-10B, 2016).
· Justice: Giving reward and punishment according to the merits of the case in question. The ability to administer a system of rewards and punishments impartially and consistently (MCRP 6-10B, 2016).
· Dependability: The certainty of proper performance of duty (MCRP 6-10B, 2016).
· Initiative: Taking action in the absence of orders (MCRP 6-10B, 2016).
· Decisiveness: Ability to make decisions promptly and to announce them in a clear, forceful manner (MCRP 6-10B, 2016).
· Tact: The ability to deal with others without creating hostility (MCRP 6-10B, 2016).
· Integrity: Uprightness of character and soundness of moral principles. The quality of truthfulness and honesty (MCRP 6-10B, 2016).
· Enthusiasm: The display of sincere interest and exuberance in the performance of duty (MCRP 6-10B, 2016).
· Bearing: Creating a favorable impression in carriage, appearance, and personal conduct at all times (MCRP 6-10B, 2016).
· Unselfishness: Avoidance of providing for one’s own comfort and personal advancement at the expense of others (MCRP 6-10B, 2016).
· Courage: Courage is a mental quality that recognizes fear of danger or criticism, but enables a Marine to proceed in the face of it with calmness and firmness (MCRP 6-10B, 2016).
· Knowledge: Understanding of a science or an art. The range of one’s information, including professional knowledge and an understanding of your Marines (MCRP 6-10B, 2016).
· Loyalty: The quality of faithfulness to country, the Corps, and unit, and to one’s seniors, subordinates, and peers (MCRP 6-10B, 2016).
· Endurance: The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship (MCRP 6-10B, 2016).
CONCLUSION
To be Godly man who followed the above values statement, mission statement, and values listed is how I want to leave this plane. To be remembered as a man who instilled these traits into as many people as I came into contact with will be my greatest achievement in life. I wholeheartedly accept this challenge and this calling upon myself until my time on Earth has passed. Taking an objective look at how I lead others has been enlightening, fulfilling, and brings me great hope for the future because the future lies in the LORD God’s hands.
REFERENCES
Amabile, T. M. and Khaire, M. (2008). Creativity and the role of the leader, Harvard Business Review, Vol. 86 No. 10, pp. 100-109.
Bass B. M. (1985). Leadership and performance beyond expectations. New York: Free Press
Ilies R., Morgeson F. P., and Nahrgang J. D. (2005). Authentic leadership and eudemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16: 373-394.
The Holy Bible: King James Version. (2018). Defender.
Marine Corps Reference Program (MCRP) 6-10B (2016). Marine Corps Values: A User’s Guide for Discussion Leaders. Quantico: Marine Corps Combat Development Command, pp. 215-219.
Williams, W. A., Brandon, R., Hayek, M., Haden, S. P., & Atinc, G. (2017). Servant leadership and followership creativity. Leadership & Organization Development Journal, 38(2), 178-193. doi:10.1108/LODJ-02-2015-0019
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