WHEN A LEADER SEEKS TO BRING CHANGE in a church, there may be a “laden baggage”—a cultural resistance—that could pull back on leadership efforts and resist positive change. Many external leadership methods, while important and needful, often advocate pushing through the resistance, moving resistive elements to the periphery so that positive change can occur. Yet, such an approach alone may result in hurts and suppressed emotions which could inevitably return to haunt at a later stage. How may a leader lead differently, using internal leadership methods, to navigate cultural resistance in the hearts and minds of people? Philip seeks to share cultural resistances he has observed that often block positive leadership change.
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