Conviction to Lead, The : 25 Principles for Leadership that by Albert Mohler

By Albert Mohler

Hailed because the reigning evangelical brain via Time, Albert Mohler finds his management secrets and techniques and indicates the right way to develop into a pace-setter humans are looking to keep on with. hide; name web page; Copyright web page; Endorsements; commitment; Contents; Acknowledgments; 1 The Conviction to guide; 2 top Is Believing; three Convictional Intelligence; four management Is Narrative; five Leaders comprehend Worldviews; 6 the fervour to steer; 7 Leaders Are Thinkers; eight Leaders Are lecturers; nine management Is All approximately personality; 10 management and Credibility; eleven Leaders Are Communicators; 12 Leaders Are Readers; thirteen The chief and gear; 14 Leaders Are Managers; 15 Leaders Are audio system; sixteen management as Stewardship; 17 The chief as choice Maker; 18 the ethical Virtues of management. 19 The chief and the Media20 The chief as author; 21 The electronic chief; 22 The chief and Time; 23 management That Endures; 24 The chief and dying; 25 The Leader's Legacy; Notes; in regards to the writer; again hide

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Additional resources for Conviction to Lead, The : 25 Principles for Leadership that Matters

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About that time the writings of Francis Schaeffer started to make an impact on young Christians. Schaeffer was something new on the scene, and his lectures and writings caught the attention of a generation of believers tying to figure out the world around them and what difference Christianity was supposed to make. Schaeffer started talking about the importance of worldviews and the Christian’s responsibility to develop a truly Christian mind. He explained that the social and cultural chaos of the 1960s and 1970s was due to collisions between different worldviews—the very thing Sowell would later define as the conflict of visions.

We introduced this idea in the chapter on convictional intelligence, but here we want to take it a step farther. The fact is that most human beings evidently do not like to think. At the very least, most seem quite satisfied never to think in a concerted, critical, and careful way. Such leaders never think strategically, consistently, or critically. They go from thought to thought without reflection, analysis, or questioning their own decisions. They operate at the basic level of thinking, and they think about the things that interest them, but they are not seriously interested in the process and quality of thought.

As a leader, you will often know why one alternative is right and another is wrong. Sometimes you will have full intellectual justification for making the decision you know is right and will be able to explain that justification to others. But other decisions and judgments are not so easily explained or understood. Particularly if your decisions are about people, you will often have to become less rational and more intuitional. Sometimes you just have to do what you know is right, even when you are not certain that any intellectual argument fits.

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