thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerfulThere is a plethora of possibilities to use when defining what a leaders is and what a leader does. Consider this series of questions applying them to yourself and to those whose lead you follow.

1. Does your organization hold that a leader is blameless, not irritable, not arrogant, hospitable, self-controlled, holding to the values, vision, and mission of the organization, and able to exhort with sound doctrine and to refute opponents?

2. Does your organization look for a leader who knows how to think soberly?

3. Do you want your leader to be visionary, future seeking?

4. Is your leader a mentor, teacher, and coach?

5. Does your leader act as a minister to the needs of others and the organization as a servant or steward?

6. Is the leader you identify a contributor to the overall good of the organization, diligent and merciful, cheerful and courageous?

If you read the above requirements in the help wanted advertisements of your local paper you might laugh exclaiming, “That position will never be filled!” Yet, everyday leaders arrive at our business thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerful

t arrogant, hospitable, self-controlled, holding to the values, vision, and mission of the organization, and able to exhort with sound doctrine and to refute opponents?

2. Does your organization look for a leader who knows how to think soberly?

3. Do you want your leader to be visionary, future seeking?

4. Is your leader a mentor, teacher, and coach?

5. Does your leader act as a minister to the needs of others and the organization as a servant or steward?

6. Is the leader you identify a contributor to the overall good of the organization, diligent and merciful, cheerful and courageous?

If you read the above requirements in the help wanted advertisements of your local paper you might laugh exclaiming, “That position will never be filled!” Yet, everyday leaders arrive at our business thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerful

r leader to be visionary, future seeking?

4. Is your leader a mentor, teacher, and coach?

5. Does your leader act as a minister to the needs of others and the organization as a servant or steward?

6. Is the leader you identify a contributor to the overall good of the organization, diligent and merciful, cheerful and courageous?

If you read the above requirements in the help wanted advertisements of your local paper you might laugh exclaiming, “That position will never be filled!” Yet, everyday leaders arrive at our business thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerful

good of the organization, diligent and merciful, cheerful and courageous?

If you read the above requirements in the help wanted advertisements of your local paper you might laugh exclaiming, “That position will never be filled!” Yet, everyday leaders arrive at our business thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerful

thresholds and we do not recognize them because they do not hold positions of power and prestige. Yet, at work, we all know someone we trust to give accurate complete information needed to do a job, a task expert. You always stop by that one person’s desk that you know is cheerful and courteous, who brightens the day.

We seek a leader who has vision, scans the horizon seeking a view of the future before it arrives. We gravitate to the leader who greets us daily as an integral part of business, offering encouragement, suggesting ways to improve our skills. We desire a leader who acknowledges our mistakes, is merciful in admonishment, and chalks it up to experience.

Doctor Bruce Winston (2001) tells leaders to be meek. He is quick to explain meek is not weak. Meek is being selfless, being concerned for the welfare of others in the organization, putting the needs of others before the needs of one. Winston continues to tell leaders to love, and this seems an unusual activity for leaders in contemporary businesses. However, consider, as Winston did, the Greek word agapao. This word does not imply brotherly love, phileo, but unconditional love, given without expectation, given with respect to those who lend their skills to the organization.

Every organization seeks a leader who can fill the qualities questioned in this brief paper. The text book in which you can find these