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The Conviction to Lead: 25 Principles for Leadership That Matters
Change the Way You Think About Leadership
At the age of thirty-three, Dr. Albert Mohler became the youngest president in the 153-year history of Southern Baptist Theological Seminary. He was the driving force behind the school's transformation into a thriving institution with an international reputation characterized by a passionate conviction for truth. In the process he became one of the most important and prominent Christian voices in contemporary culture.
What will it take to transform your leadership?
Effective leaders need more than administrative skills and vision. They need to be able to change the hearts and minds of those they lead. Leadership like this requires passionate beliefs that can stand up to pressure from without and within.
Now for the first time, Dr. Mohler reveals 25 principles to crystallize your convictions, revolutionizing your thinking, your decision-making, your communication, and ultimately those you lead.
224 pages, Paperback
First published January 1, 2012
354 people are currently reading
1918 people want to read
About the author
R. Albert Mohler Jr.
113 books412 followersDr. R. Albert Mohler Jr. serves as president of The Southern Baptist Theological Seminary - the flagship school of the Southern Baptist Convention and one of the largest seminaries in the world.
Dr. Mohler has been recognized by such influential publications as Time and Christianity Today as a leader among American evangelicals. In fact, Time.com called him the “reigning intellectual of the evangelical movement in the U.S.”
In addition to his presidential duties, Dr. Mohler hosts two programs: “The Briefing,” a daily analysis of news and events from a Christian worldview; and “Thinking in Public,” a series of conversations with the day’s leading thinkers. He also writes a popular blog and a regular commentary on moral, cultural and theological issues. All of these can be accessed through Dr. Mohler’s website, www.AlbertMohler.com. Called “an articulate voice for conservative Christianity at large” by The Chicago Tribune, Dr. Mohler’s mission is to address contemporary issues from a consistent and explicit Christian worldview.
Dr. Mohler has been recognized by such influential publications as Time and Christianity Today as a leader among American evangelicals. In fact, Time.com called him the “reigning intellectual of the evangelical movement in the U.S.”
In addition to his presidential duties, Dr. Mohler hosts two programs: “The Briefing,” a daily analysis of news and events from a Christian worldview; and “Thinking in Public,” a series of conversations with the day’s leading thinkers. He also writes a popular blog and a regular commentary on moral, cultural and theological issues. All of these can be accessed through Dr. Mohler’s website, www.AlbertMohler.com. Called “an articulate voice for conservative Christianity at large” by The Chicago Tribune, Dr. Mohler’s mission is to address contemporary issues from a consistent and explicit Christian worldview.
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Displaying 1 - 30 of 387 reviews
December 30, 2012
First rate. It would be hard to over-praise this one.
July 10, 2015
Also read back in 2013. Still the best book on leadership I have ever read. It needs to be revisited every couple of years. Here are the things I liked.
First, it is comprehensive, covering internal things, such as honesty, as well as external things such as managing and dealing with the media. There is no topic associated with leadership that he doesn't touch on. But it is important to note that while much applies to pastors, it was not written for pastors.
Second, he frequently encourages men to make sure they are called to leadership. Often he will say something like, "if you cannot do x then don't lead."
Third, his chapter on power was great. He does not say, "Power is bad." He states the obvious; leadership is about power. We are stewards of that power.
Fourth, the book is clear. The chapters are a good length and well organized.
Sixth, he encourages leaders to lead. So often in Christian circles men who try to lead are accused of pride. He says that God put you there so lead. Push your message. Push your organization. Do not be afraid to be in front.
Seventh, his chapters on time and credibility were very convicting. How much time do I waste? How much credibility have I lost by failing to follow through.
Finally, his chapter on the digital world and social media was a well-balanced encouragement to use all the resources at your disposal to get the truth out there.
A great book!
First, it is comprehensive, covering internal things, such as honesty, as well as external things such as managing and dealing with the media. There is no topic associated with leadership that he doesn't touch on. But it is important to note that while much applies to pastors, it was not written for pastors.
Second, he frequently encourages men to make sure they are called to leadership. Often he will say something like, "if you cannot do x then don't lead."
Third, his chapter on power was great. He does not say, "Power is bad." He states the obvious; leadership is about power. We are stewards of that power.
Fourth, the book is clear. The chapters are a good length and well organized.
Sixth, he encourages leaders to lead. So often in Christian circles men who try to lead are accused of pride. He says that God put you there so lead. Push your message. Push your organization. Do not be afraid to be in front.
Seventh, his chapters on time and credibility were very convicting. How much time do I waste? How much credibility have I lost by failing to follow through.
Finally, his chapter on the digital world and social media was a well-balanced encouragement to use all the resources at your disposal to get the truth out there.
A great book!
July 31, 2025
A solid set of principles for leadership. Mohler's credibility is bolstered by his own leadership at Southern seminary and his study of leaders throughout history. He is often a compelling writer, and makes frequent and appropriate use of anecdotes.
The book suffers from long-windedness. These principles would be great in a series of presentations at a leadership conference.
The book suffers from long-windedness. These principles would be great in a series of presentations at a leadership conference.
April 3, 2017
I have a confession to make: I really don't like leadership books.
Don't get me wrong. I read books on leadership frequently, and I understand the value that good books on leadership add to my own ability to lead. In many ways, leadership is a very pragmatic subject, and I've greatly benefited from many of the ones I've read. I've just never actually enjoyed one before.
Until now.
Mohler makes no effort to hide the fact that The Conviction to Lead is categorically different from the plethora of other leadership books that have flooded Christian and secular bookstores over the last few decades. His first sentence lays it all on the line: "Let me warn you right up front—my goal is to change the way you think about leadership. I do not aim merely to add one voice to the conversation; I want to fundamentally change the way leadership is understood and practiced."
This book approaches a problem which Mohler sees in today's evangelical culture. The church, he says, seems to be increasingly divided between two groups: "Leaders" and "Believers." That is to say, today's churches and seminaries are filled with those who are gifted and driven to lead well, and with those who care deeply and passionately about theology, but there is not necessarily a lot of overlap between the two. Mohler thinks there should be. This book is his effort to bridge that gap, "to redefine Christian leadership so that it is inseparable from passionately held beliefs, and to motivate those who are deeply committed to truth to be ready for leadership."
Leadership books speak often of different types of intelligence, building on Howard Gardner's (no relation!) theory of multiple intelligences . Often there will be some sort of personality profile test (or "spiritual gifts inventory" in the churchy lingo) to help leaders best use their natural abilities to discover their own leadership style. This can be very useful, and Mohler adds his own twist here. He suggests another type of intelligence which strong leaders require: "Convictional Intelligence."
"Convictional intelligence emerges when the leader increases in knowledge and in strength of belief. It deepens over time, with the seasoning and maturing of knowledge that grows out of faithful learning, Christian thinking, and biblical reasoning." As leaders become committed to studying what they believe, the convictions that develop from these beliefs inform the direction in which they are leading. In turn, these convictions drive the passionate student to lead others down the same path. It's a powerful cycle.
Mohler's arguments are quite compelling, and very attractive. This book resonated with me, largely because it gives voice to much of my own experience. The times at which I feel I have developed most as a leader have been the times at which I was most diligently studying, learning, and forming strong convictions about everything from theology to philosophy to history and every other form of knowledge. Usually, these have been times when I myself have been led by a man of very strong conviction. So what Mohler is saying here sounded quite familiar, though I had never made the connection before.
That said, I have MUCH yet to learn about leading well, both in terms of leadership philosophy and practical concerns. This book deals with both. Mohler instructs those who read his book to seek to grow by following 25 principles, with a healthy mix of the abstract and the pragmatic. These principles also cover the entire length of a leader's life, from how to develop the conviction and skills necessary to lead in the first place, to how to leave a legacy for future generations to continue following once the leader is gone.
Some chapters cover areas in which I am already strong (e.g., "Leaders Are Readers"), while others cover areas of personal weakness. You might say these chapters were particularly convicting, which is, of course, something to be expected in a book seeking to develop "the conviction to lead." For me, the chapter I need to read over and over again in my current stage of leadership development is "Leaders Are Communicators." For you it may be another area of weakness which must become a strength, but I believe every leader (or potential leader, i.e., all Christians) will benefit greatly from this book.
I don't often recommend leadership books, but I hope you'll read this one. Buy it here .
Don't get me wrong. I read books on leadership frequently, and I understand the value that good books on leadership add to my own ability to lead. In many ways, leadership is a very pragmatic subject, and I've greatly benefited from many of the ones I've read. I've just never actually enjoyed one before.
Until now.
Mohler makes no effort to hide the fact that The Conviction to Lead is categorically different from the plethora of other leadership books that have flooded Christian and secular bookstores over the last few decades. His first sentence lays it all on the line: "Let me warn you right up front—my goal is to change the way you think about leadership. I do not aim merely to add one voice to the conversation; I want to fundamentally change the way leadership is understood and practiced."
This book approaches a problem which Mohler sees in today's evangelical culture. The church, he says, seems to be increasingly divided between two groups: "Leaders" and "Believers." That is to say, today's churches and seminaries are filled with those who are gifted and driven to lead well, and with those who care deeply and passionately about theology, but there is not necessarily a lot of overlap between the two. Mohler thinks there should be. This book is his effort to bridge that gap, "to redefine Christian leadership so that it is inseparable from passionately held beliefs, and to motivate those who are deeply committed to truth to be ready for leadership."
Leadership books speak often of different types of intelligence, building on Howard Gardner's (no relation!) theory of multiple intelligences . Often there will be some sort of personality profile test (or "spiritual gifts inventory" in the churchy lingo) to help leaders best use their natural abilities to discover their own leadership style. This can be very useful, and Mohler adds his own twist here. He suggests another type of intelligence which strong leaders require: "Convictional Intelligence."
"Convictional intelligence emerges when the leader increases in knowledge and in strength of belief. It deepens over time, with the seasoning and maturing of knowledge that grows out of faithful learning, Christian thinking, and biblical reasoning." As leaders become committed to studying what they believe, the convictions that develop from these beliefs inform the direction in which they are leading. In turn, these convictions drive the passionate student to lead others down the same path. It's a powerful cycle.
Mohler's arguments are quite compelling, and very attractive. This book resonated with me, largely because it gives voice to much of my own experience. The times at which I feel I have developed most as a leader have been the times at which I was most diligently studying, learning, and forming strong convictions about everything from theology to philosophy to history and every other form of knowledge. Usually, these have been times when I myself have been led by a man of very strong conviction. So what Mohler is saying here sounded quite familiar, though I had never made the connection before.
That said, I have MUCH yet to learn about leading well, both in terms of leadership philosophy and practical concerns. This book deals with both. Mohler instructs those who read his book to seek to grow by following 25 principles, with a healthy mix of the abstract and the pragmatic. These principles also cover the entire length of a leader's life, from how to develop the conviction and skills necessary to lead in the first place, to how to leave a legacy for future generations to continue following once the leader is gone.
Some chapters cover areas in which I am already strong (e.g., "Leaders Are Readers"), while others cover areas of personal weakness. You might say these chapters were particularly convicting, which is, of course, something to be expected in a book seeking to develop "the conviction to lead." For me, the chapter I need to read over and over again in my current stage of leadership development is "Leaders Are Communicators." For you it may be another area of weakness which must become a strength, but I believe every leader (or potential leader, i.e., all Christians) will benefit greatly from this book.
I don't often recommend leadership books, but I hope you'll read this one. Buy it here .
December 19, 2012
There are an innumerable number of books on the subject of leadership. Everyone wants to be a leader and everyone is willing to tell you how to do it.
So how is this book any different?
First off, it is written by Albert Mohler, who is one of the clearest and most insightful voices in all of Christendom. If you aren't currently subscribed to his blog, you should be. He is also the president of Southern Baptist Theological Seminary and is responsible for leading the institution back to its founding principals. To make a long story short: He is the epitome of the Christian Leader.
So is this book is only for leaders or those who desire to be?
No. There are nuggets of wisdom there in that will challenge or inspire everyone. Besides, everyone leads something. I was challenged most in the area of being a father, the leader of the family. While some chapters do deal more with those who are business or organizational leaders, the majority easily translate to all who aim to be good stewards in their Christian life.
The point Mohler aims to drive home is that leaders need to lead through their convictions. Hence the title! Rather than only focusing on material and financial goals, he challenges us to first construct our vision as a purpose as opposed to a plan. Asking ourselves "Why we are here?" instead of "What are we doing?"
Once we have established a purpose, the next step is to allow our beliefs to lead our actions. Often times there are many ways to achieve a desired result, but does it matter how we get there? Our beliefs will guide which actions we take. As Christians we need to lead by our convictions, beliefs, and morality. Even if plans and situations change, the shared convictions of the organization should remain.
These initial points are carried on and expanded throughout the rest of the book, and they really got me thinking. As the leader of my family, do I have a purpose, a vision? Am I leading and processing everything in accordance with my convictions? Have I shared these with my family so that we may be united in purpose? Tough questions indeed.
If you find yourself being drawn towards the leadership shelf at your local bookstore, make The Conviction to Lead: 25 Principles for Leadership that Matters the one you choose.
I'd like to thank Bethany House Publishers for sending me this free copy for review.
So how is this book any different?
First off, it is written by Albert Mohler, who is one of the clearest and most insightful voices in all of Christendom. If you aren't currently subscribed to his blog, you should be. He is also the president of Southern Baptist Theological Seminary and is responsible for leading the institution back to its founding principals. To make a long story short: He is the epitome of the Christian Leader.
So is this book is only for leaders or those who desire to be?
No. There are nuggets of wisdom there in that will challenge or inspire everyone. Besides, everyone leads something. I was challenged most in the area of being a father, the leader of the family. While some chapters do deal more with those who are business or organizational leaders, the majority easily translate to all who aim to be good stewards in their Christian life.
The point Mohler aims to drive home is that leaders need to lead through their convictions. Hence the title! Rather than only focusing on material and financial goals, he challenges us to first construct our vision as a purpose as opposed to a plan. Asking ourselves "Why we are here?" instead of "What are we doing?"
Once we have established a purpose, the next step is to allow our beliefs to lead our actions. Often times there are many ways to achieve a desired result, but does it matter how we get there? Our beliefs will guide which actions we take. As Christians we need to lead by our convictions, beliefs, and morality. Even if plans and situations change, the shared convictions of the organization should remain.
These initial points are carried on and expanded throughout the rest of the book, and they really got me thinking. As the leader of my family, do I have a purpose, a vision? Am I leading and processing everything in accordance with my convictions? Have I shared these with my family so that we may be united in purpose? Tough questions indeed.
If you find yourself being drawn towards the leadership shelf at your local bookstore, make The Conviction to Lead: 25 Principles for Leadership that Matters the one you choose.
I'd like to thank Bethany House Publishers for sending me this free copy for review.
January 30, 2014
Maybe three stars is a bit overly critical, but I expected something better. Mohler states at the outset that he wants to change how the reader thinks about leadership. I don't think he accomplished that in me, but that is not to say his book isn't useful or wise. The main theme is that leaders need to lead according to their convictions. Mohler devotes a short chapter (usually seven pages) to each of 25 leadership principles. Each bit of advice was fine, but there are two main critiques I would make: one, the structure of the book was rather haphazard (the chapters didn't flow in logical order--it was as if each chapter was written in a vacuum and intended to be read that way); and, two, each principle lacked specific examples and applications. If Mohler had ordered the chapters in a more compelling way and if each chapter had greater detail, the book would have been a lot better.
July 3, 2017
I enjoyed this book from the moment I started reading, and never tired of it till I put it down. Excellent; and ambitious as its author. Mohler begins, “I want to fundamentally change the way leadership is understood and practiced” (15). How? By emphasizing the centrality of conviction to biblical leadership. And who better to write on the topic? Another fitting subtitle for this book would be, “How to Be Like Al Mohler.” But that’s okay, because many of us appreciate what Mohler has accomplished and are eager to learn from him. I guess that’s why he wrote this book.
Here are my top 21 take-away’s, ranked from least to most significant.
1. Learn how to invite good feedback. You can’t rely on the comments you receive afterwards. People will often tell you that they enjoyed your speech when they aren’t sure why it mattered (130).
2. The wise leader understands that he is not indispensable. “They are going to put you in a box… and put the box in the ground, and throw dirt on your face, and then go back to the church and eat potato salad” (203).
3. Leadership is stewardship. Leaders are the stewards of “human lives and their welfare,” “time and opportunity,” “assets and resources,” “energy and attention,” “reputation and legacy,” and “truth and teaching” (137-138).
4. “Generous, self-deprecating humor is a gift that leaders can give to the people they serve” (155).
5. Great leaders are not afraid to face difficult facts. Mohler says, “The conscious denial of reality is a central danger of leadership…. History is filled with generals who refused to admit they had been out-maneuvered, captains who refused to admit they were lost, and CEOs who refused to admit no one was buying their products (61).” One of the ways that leaders build trust is by making clear to their followers that they will be accountable to the facts.
6. Leaders are writers. “The only way to become a better writer is to read and write as much as possible” (169). “The writer’s most important equipment is a room with a door and the writer’s determination to close that door” (171). Don’t be a perfectionistic writer. You will always be able to find something that you wish you could improve, even after your book or article is published. Meet your deadlines.
7. Leadership is much more than holding a position. But positions help in two ways. First, they allow the leader to speak for the organization. Second, they allow the leader to “force change within the organization” (110).
8. When it comes to leadership, EQ is more important than IQ (30).
9. Reputation is very important. Good leaders know that their legacies depend upon their own reputations and the reputations of those whom they lead (138).
10. One of the leader’s primary goals is to perpetuate his convictions. “The idiosyncrasies of the leader will not (or should not) remain. The plans and visions of the leader will be outdated soon after his burial. The style of the leader is a personal signature. Your tastes will not be the tastes of the future. Yet none of this really matters. What matters is that the convictions survive” (201). In order to perpetuate his convictions, a great leader documents and communicates them as much as possible. He also hires and promotes on the basis of convictional alignment. “Anyone with reservations [about your convictional stance] should not serve in a leadership position. To allow this is to plant the seeds of your organization’s destruction” (210). “In a healthy organization, the younger members are even more openly and deeply committed to the group’s convictions than the older members are” (210). Finally, the leader perpetuates his convictions by driving them into the organization’s DNA. “The leader should seek to drive his convictions and beliefs so deeply into the culture and ethos of the organization that alteration or abandonment is seen as betrayal” (210). In order to take the organization in a different direction after you resign, the board must be forced to contradict everything you have taught, stood for, and modeled. Mohler is quite clear: “If my successor attempts to subvert the truths upon which this institution is established, I will do everything I can to stop that subversion, even if it means haunting my successor from the grave, by memory” (211). “If all goes well, our successors will outperform us and reach heights we could only dream of” (202).
11. “The leaders who make the biggest differences are those with long tenure. Great impact requires a lengthy term of leadership” (191). Long-haul commitment is what enables leaders to weather individual storms. “Some days, you just have to live with the fact that, if today is all there is, the folks who hired me would never hire me again. As a matter of fact, if today is all there is, I wouldn’t hire myself” (195). Many leaders are guilty of “building a long resume but casting no shadow…. They prove the awful truth that you can serve in a leadership position and never really lead” (196).
12. One of the most significant ways to lead is by shaping the worldview of your followers. Mohler says, “The leader must shape the way followers think about what is real, what is true, what is right, and what is important (47; emphasis his).” The leader must shape the priorities of his followers, since priorities as well as values determine direction. As the leader continues to emphasize worldview, those who buy in will gravitate to the center of the organization, and those who don’t will move to the periphery. This process is natural and healthy.
13. “Leaders are distinguished by ‘their tender loving care of time’” (184, attributed to Peter Drucker). It may be helpful to analyze how you spend your time, since leaders are often distracted by peripheral matters. One of the ways that leaders waste time is by being too available. “The expectation of constant availability will defeat any leader and render leadership ineffective” (187). “The effective leader learns how to be available at the right times—the times that will make the most difference” (186). When are those times? Since, “the essence of leadership is the transformation of conviction into corporate action,” the “right times” are “the times that reinforce the transfer of conviction into the mission of the organization” (187). “Institutions and organizations don’t actually need a president every day. But on the days a president is needed, it is because only the president can make the difference between success and failure” (194-195). “Followers rarely know what the burden of leadership requires, but then can and do sense whether or not the leader is ready when duty calls, confident in plan and purpose, and anchored in conviction and passionate about the mission. They may not understand everything the leader does with his time, but they will be able to tell if the leader stewards it well” (187). For the Christian leader, “knowledge of eternity affirms that our lives mean more than ire time can contain. Our earthly lives must be measured by an impact that is eternal rather than merely temporal” (186).
14. Much of what is referred to as leadership is actually management. Leadership is not less than management, but is also much more. A manager can take his particular skill set and manage any number of things. A leader is driven by his beliefs to a particular course of action. “Managers are people who do things right and leaders are people who do the right thing” (117, credited to Warren Bennis). If you don’t feel strongly about the organization you’re leading, quit and get a new job (39).
15. It is important for leaders to be passionate. Mohler says, “Passionate leaders attract and motivate passionate followers. Together, they build passionate movements” (54).
16. Use media to get your message across. “Never apologize for having a message and for wanting that message to receive the widest possible coverage and exposure. That is why you are leading” (158). However, if you want to be heard, you’ve got to be way more than interesting. Roger Ailes rated his guest appearances “boring,” “okay,” “interesting,” “memorable,” or “book him back” (163). If you want to become more interesting, focus on becoming a better conversationalist. As far as types of media to use, be active online; after all, “the digital world is the real world” (175). Post on social media, and make sure to have a blog (179). However, don’t overlook print media, either. “More people will read your newspaper column than your blog, even if they read the newspaper online” (160). When it comes to your website, “offer good content, and visitors will come back. Let it grow old, and they will go elsewhere. This means a loss for your organization and its mission” (178). If you ever face a reporter, be clear, concise, honest (lying inevitably brings disgrace on you, the organization, and the Lord), and bold. Be careful not to use Christian jargon.
17. “The movements that make history are those that breed loyalty, and the leaders who want to see that kind of loyalty must first demonstrate it themselves” (153). Your followers must know that you are committed to the organization and not just looking for the next big opportunity. Optimally, you should make a public commitment to stay (191). “Do [your followers] see you living with less commitment to the mission that you are asking them to have? Congratulations, you just undermined your loyalty” (153). Another way to build loyalty is to celebrate the accomplishments of others. “When difficulty comes, and it will come, loyalty is what we all give to each other and to the cause we serve” (153).
18. The primary task of leadership is communication. Words matter, so leaders must be eloquent. Churchill said that his people were like lions; however, “I had the luck to be called upon to give the roar” (126). Leaders must “give the roar.” And they must repeat themselves often. (Ronald Regan had only one speech.) “When a true leader shows up, we already know what he is going to say” (97). Naturally, he will zoom in and out and highlight particular aspects of his message at different times. However, “the entire body of conviction arrives when the leader arrives” (129).
19. Leadership is narrative (37). “The excellent leader is the steward-in-chief of [the organization’s] story, and the leader’s chief responsibilities flow from this stewardship. Leadership comes down to protecting the story, bringing others into the story, and keeping the organization accountable to the story. The leader tells the story over and over again, refining it, updating it, and driving it home” (38). During WWII, Hitler and Churchill were both telling stories. “And the future of the human race depended on the right story prevailing” (39). “Leadership that matters grows out of the leader’s own belief that the story is true, that it matters, and that it must both expand and continue…. The leader must articulate how he came to be a part of this story, how it came to possess him, and why he now gives himself to it” (39). For the Christian, the most important story is the story of history from the Garden to the Cross to the New Jerusalem. The Christian leader must be able to articulate the way in which his organization’s story fits into The Story (40-42). In addition, we must “redefine public speaking as storytelling” (127).
20. Credibility is essential to leadership. Credibility is gained through character, competence, and a history of good decision-making. “A good leader stands out when character is matched by competence and the central virtue of knowing what to do” (83). Mohler says, “Leadership is about a sense of direction and purpose, and a competence that puts the room at ease…. If someone else possesses those fundamental competencies, that person is the leader, not you. If no one in the room possesses those competencies, the organization faces imminent disaster” (84-85). However, credibility can be earned or regained. For instance, Winston Churchill regained his credibility prior to WW2 precisely when the rest of the English political establishment lost theirs.
21. Leaders lead by making decisions (32). Decisions are so important that a bad decision is often better than no decision at all (142). The effective leader develops habits of thinking that allow him to make some decisions “intuitively” without having to agonize over them (34-35). However, some decisions require much more work. Great leaders refuse to stop working and make a decision until the facts make sense (144). Some decisions should not even be considered, because they contradict conviction (143). When great leaders do make decisions, they walk people through the facts and alternatives, and show them why a particular choice is the best one. Good leaders must make the right decision almost all of the time. If they don’t, they have failed. 60% is not a passing grade when it comes to leadership and decision-making.
Here are my top 21 take-away’s, ranked from least to most significant.
1. Learn how to invite good feedback. You can’t rely on the comments you receive afterwards. People will often tell you that they enjoyed your speech when they aren’t sure why it mattered (130).
2. The wise leader understands that he is not indispensable. “They are going to put you in a box… and put the box in the ground, and throw dirt on your face, and then go back to the church and eat potato salad” (203).
3. Leadership is stewardship. Leaders are the stewards of “human lives and their welfare,” “time and opportunity,” “assets and resources,” “energy and attention,” “reputation and legacy,” and “truth and teaching” (137-138).
4. “Generous, self-deprecating humor is a gift that leaders can give to the people they serve” (155).
5. Great leaders are not afraid to face difficult facts. Mohler says, “The conscious denial of reality is a central danger of leadership…. History is filled with generals who refused to admit they had been out-maneuvered, captains who refused to admit they were lost, and CEOs who refused to admit no one was buying their products (61).” One of the ways that leaders build trust is by making clear to their followers that they will be accountable to the facts.
6. Leaders are writers. “The only way to become a better writer is to read and write as much as possible” (169). “The writer’s most important equipment is a room with a door and the writer’s determination to close that door” (171). Don’t be a perfectionistic writer. You will always be able to find something that you wish you could improve, even after your book or article is published. Meet your deadlines.
7. Leadership is much more than holding a position. But positions help in two ways. First, they allow the leader to speak for the organization. Second, they allow the leader to “force change within the organization” (110).
8. When it comes to leadership, EQ is more important than IQ (30).
9. Reputation is very important. Good leaders know that their legacies depend upon their own reputations and the reputations of those whom they lead (138).
10. One of the leader’s primary goals is to perpetuate his convictions. “The idiosyncrasies of the leader will not (or should not) remain. The plans and visions of the leader will be outdated soon after his burial. The style of the leader is a personal signature. Your tastes will not be the tastes of the future. Yet none of this really matters. What matters is that the convictions survive” (201). In order to perpetuate his convictions, a great leader documents and communicates them as much as possible. He also hires and promotes on the basis of convictional alignment. “Anyone with reservations [about your convictional stance] should not serve in a leadership position. To allow this is to plant the seeds of your organization’s destruction” (210). “In a healthy organization, the younger members are even more openly and deeply committed to the group’s convictions than the older members are” (210). Finally, the leader perpetuates his convictions by driving them into the organization’s DNA. “The leader should seek to drive his convictions and beliefs so deeply into the culture and ethos of the organization that alteration or abandonment is seen as betrayal” (210). In order to take the organization in a different direction after you resign, the board must be forced to contradict everything you have taught, stood for, and modeled. Mohler is quite clear: “If my successor attempts to subvert the truths upon which this institution is established, I will do everything I can to stop that subversion, even if it means haunting my successor from the grave, by memory” (211). “If all goes well, our successors will outperform us and reach heights we could only dream of” (202).
11. “The leaders who make the biggest differences are those with long tenure. Great impact requires a lengthy term of leadership” (191). Long-haul commitment is what enables leaders to weather individual storms. “Some days, you just have to live with the fact that, if today is all there is, the folks who hired me would never hire me again. As a matter of fact, if today is all there is, I wouldn’t hire myself” (195). Many leaders are guilty of “building a long resume but casting no shadow…. They prove the awful truth that you can serve in a leadership position and never really lead” (196).
12. One of the most significant ways to lead is by shaping the worldview of your followers. Mohler says, “The leader must shape the way followers think about what is real, what is true, what is right, and what is important (47; emphasis his).” The leader must shape the priorities of his followers, since priorities as well as values determine direction. As the leader continues to emphasize worldview, those who buy in will gravitate to the center of the organization, and those who don’t will move to the periphery. This process is natural and healthy.
13. “Leaders are distinguished by ‘their tender loving care of time’” (184, attributed to Peter Drucker). It may be helpful to analyze how you spend your time, since leaders are often distracted by peripheral matters. One of the ways that leaders waste time is by being too available. “The expectation of constant availability will defeat any leader and render leadership ineffective” (187). “The effective leader learns how to be available at the right times—the times that will make the most difference” (186). When are those times? Since, “the essence of leadership is the transformation of conviction into corporate action,” the “right times” are “the times that reinforce the transfer of conviction into the mission of the organization” (187). “Institutions and organizations don’t actually need a president every day. But on the days a president is needed, it is because only the president can make the difference between success and failure” (194-195). “Followers rarely know what the burden of leadership requires, but then can and do sense whether or not the leader is ready when duty calls, confident in plan and purpose, and anchored in conviction and passionate about the mission. They may not understand everything the leader does with his time, but they will be able to tell if the leader stewards it well” (187). For the Christian leader, “knowledge of eternity affirms that our lives mean more than ire time can contain. Our earthly lives must be measured by an impact that is eternal rather than merely temporal” (186).
14. Much of what is referred to as leadership is actually management. Leadership is not less than management, but is also much more. A manager can take his particular skill set and manage any number of things. A leader is driven by his beliefs to a particular course of action. “Managers are people who do things right and leaders are people who do the right thing” (117, credited to Warren Bennis). If you don’t feel strongly about the organization you’re leading, quit and get a new job (39).
15. It is important for leaders to be passionate. Mohler says, “Passionate leaders attract and motivate passionate followers. Together, they build passionate movements” (54).
16. Use media to get your message across. “Never apologize for having a message and for wanting that message to receive the widest possible coverage and exposure. That is why you are leading” (158). However, if you want to be heard, you’ve got to be way more than interesting. Roger Ailes rated his guest appearances “boring,” “okay,” “interesting,” “memorable,” or “book him back” (163). If you want to become more interesting, focus on becoming a better conversationalist. As far as types of media to use, be active online; after all, “the digital world is the real world” (175). Post on social media, and make sure to have a blog (179). However, don’t overlook print media, either. “More people will read your newspaper column than your blog, even if they read the newspaper online” (160). When it comes to your website, “offer good content, and visitors will come back. Let it grow old, and they will go elsewhere. This means a loss for your organization and its mission” (178). If you ever face a reporter, be clear, concise, honest (lying inevitably brings disgrace on you, the organization, and the Lord), and bold. Be careful not to use Christian jargon.
17. “The movements that make history are those that breed loyalty, and the leaders who want to see that kind of loyalty must first demonstrate it themselves” (153). Your followers must know that you are committed to the organization and not just looking for the next big opportunity. Optimally, you should make a public commitment to stay (191). “Do [your followers] see you living with less commitment to the mission that you are asking them to have? Congratulations, you just undermined your loyalty” (153). Another way to build loyalty is to celebrate the accomplishments of others. “When difficulty comes, and it will come, loyalty is what we all give to each other and to the cause we serve” (153).
18. The primary task of leadership is communication. Words matter, so leaders must be eloquent. Churchill said that his people were like lions; however, “I had the luck to be called upon to give the roar” (126). Leaders must “give the roar.” And they must repeat themselves often. (Ronald Regan had only one speech.) “When a true leader shows up, we already know what he is going to say” (97). Naturally, he will zoom in and out and highlight particular aspects of his message at different times. However, “the entire body of conviction arrives when the leader arrives” (129).
19. Leadership is narrative (37). “The excellent leader is the steward-in-chief of [the organization’s] story, and the leader’s chief responsibilities flow from this stewardship. Leadership comes down to protecting the story, bringing others into the story, and keeping the organization accountable to the story. The leader tells the story over and over again, refining it, updating it, and driving it home” (38). During WWII, Hitler and Churchill were both telling stories. “And the future of the human race depended on the right story prevailing” (39). “Leadership that matters grows out of the leader’s own belief that the story is true, that it matters, and that it must both expand and continue…. The leader must articulate how he came to be a part of this story, how it came to possess him, and why he now gives himself to it” (39). For the Christian, the most important story is the story of history from the Garden to the Cross to the New Jerusalem. The Christian leader must be able to articulate the way in which his organization’s story fits into The Story (40-42). In addition, we must “redefine public speaking as storytelling” (127).
20. Credibility is essential to leadership. Credibility is gained through character, competence, and a history of good decision-making. “A good leader stands out when character is matched by competence and the central virtue of knowing what to do” (83). Mohler says, “Leadership is about a sense of direction and purpose, and a competence that puts the room at ease…. If someone else possesses those fundamental competencies, that person is the leader, not you. If no one in the room possesses those competencies, the organization faces imminent disaster” (84-85). However, credibility can be earned or regained. For instance, Winston Churchill regained his credibility prior to WW2 precisely when the rest of the English political establishment lost theirs.
21. Leaders lead by making decisions (32). Decisions are so important that a bad decision is often better than no decision at all (142). The effective leader develops habits of thinking that allow him to make some decisions “intuitively” without having to agonize over them (34-35). However, some decisions require much more work. Great leaders refuse to stop working and make a decision until the facts make sense (144). Some decisions should not even be considered, because they contradict conviction (143). When great leaders do make decisions, they walk people through the facts and alternatives, and show them why a particular choice is the best one. Good leaders must make the right decision almost all of the time. If they don’t, they have failed. 60% is not a passing grade when it comes to leadership and decision-making.
October 24, 2024
I audio booked this one and will definitely have to go back and read the physical copy. Too often I wanted to replay a portion of it so that it would be ingrained in my mind. This is definitely a highlighter book.
August 7, 2025
5/5 stars
This book changed me and my thinking drastically. I was immediately convinced of Mohler’s thesis: “Conviction is a belief of which we are thoroughly convinced.” And, “the full strength of conviction [of the gospel and of the Word of God] is what sets the Christian leader apart.”
I’ve thought and have been taught that leadership is about being confident, persuasive, and clever. And most good leaders are these things. But those traits are not the roots of the leader. The roots of the leader is their conviction of what is good and true. Everything else stems from it.
I felt that every chapter was helpful; with some more than others. His closing chapters on legacy and death were very convincing and impactful. People will forget my name, what I did, and what I was like. But if people carry on any conviction of mine which came from God’s Word, then that will be the greatest heritage I pass on. My flower will fade and die. But God’s Word will endure forever!
Overall I would gladly give this to pastors, lead pastors, and anyone who leads people in any capacity. I wish I would’ve read this in any of my seminary classes or church internships. This was spiritually and practically beneficial for me. Mohler has become a huge encouragement and inspiration to me. I'm grateful to God for him and his ministry.
This book changed me and my thinking drastically. I was immediately convinced of Mohler’s thesis: “Conviction is a belief of which we are thoroughly convinced.” And, “the full strength of conviction [of the gospel and of the Word of God] is what sets the Christian leader apart.”
I’ve thought and have been taught that leadership is about being confident, persuasive, and clever. And most good leaders are these things. But those traits are not the roots of the leader. The roots of the leader is their conviction of what is good and true. Everything else stems from it.
I felt that every chapter was helpful; with some more than others. His closing chapters on legacy and death were very convincing and impactful. People will forget my name, what I did, and what I was like. But if people carry on any conviction of mine which came from God’s Word, then that will be the greatest heritage I pass on. My flower will fade and die. But God’s Word will endure forever!
Overall I would gladly give this to pastors, lead pastors, and anyone who leads people in any capacity. I wish I would’ve read this in any of my seminary classes or church internships. This was spiritually and practically beneficial for me. Mohler has become a huge encouragement and inspiration to me. I'm grateful to God for him and his ministry.
July 30, 2024
This was pretty good, and I wasn't expecting it to be. I tend to balk at books on leadership - they often to feel too much like self-help and success strategies divorced from relational depth and theological edge. But Mohler's entire thrust in his work on leadership is one that I hold very near and dear: conviction. Leaders must be believers. "[They] cannot faithfully lead if [they] do not faithfully believe." As a leader, whether in the church or without, it is vital not only to have a posture of “leaning into the truth," but also of inspiring those you lead with the passion and excitement you have for your convictions. This theme is the backbone that drives the book.
Not every chapter was a home run. Mohler has a natural orientation to be stirred by political leaders and the example they set, while I tend to find leaders in the church/Christian faith more profound and internally consistent. So there were a lot of illustrations he used that, while I appreciate them and have tucked them away for later, didn't really strike me as much as I think he intended for his audience. Be prepared for a ton of Churchill. Also, his argument for the leader’s “responsibility” to be noticeably active on social media platforms was a bit farfetched to me.
But overall, the characteristics Mohler elucidates for "convictional leadership" were insightful and rousing. His chapter on death was so poignant it struck up a debate between my wife and I as to whether I should buy a skull replica for my writing desk in memento mori. 1st time read. 3/5.
Not every chapter was a home run. Mohler has a natural orientation to be stirred by political leaders and the example they set, while I tend to find leaders in the church/Christian faith more profound and internally consistent. So there were a lot of illustrations he used that, while I appreciate them and have tucked them away for later, didn't really strike me as much as I think he intended for his audience. Be prepared for a ton of Churchill. Also, his argument for the leader’s “responsibility” to be noticeably active on social media platforms was a bit farfetched to me.
But overall, the characteristics Mohler elucidates for "convictional leadership" were insightful and rousing. His chapter on death was so poignant it struck up a debate between my wife and I as to whether I should buy a skull replica for my writing desk in memento mori. 1st time read. 3/5.
August 20, 2020
Chapter one identifies two cultures within modern Christian leadership. There are the believers and then there are the leaders. Believers tend to have strong convictions but lack leadership ability. Leaders tend to possess the skill but lack the foundational beliefs that give substance to their leadership. In this book, Mohler seeks to wed the two by creating leaders infused with conviction and instilling those with conviction with the ability to lead. Each one of the 25 principles makes the reader look beyond themselves and their task and forces one to think about influence and legacy through numerous helpful stories and personal examples. The only critique would be that it lacks more practical steps on how to bring these principles to life. Highly recommended for any leader, especially one who is engaged in Christian ministry.
April 15, 2024
Describing the heart of leadership as “the convictions that lead to united action,” Mohler’s insights on leadership and the principles he draws out in this book are phenomenal and highly practical. Mohler’s tenure as a Seminary President certainly shines through his clear explanation of what makes leaders excel. The personal anecdotes and historical illustrations keep the reading experience engaging throughout, and the bite sized chapters make it far less daunting to tackle.
This is a must read for anyone serving or aspiring to a leadership role, regardless of if that role is in ministry, business, or elsewhere.
This is a must read for anyone serving or aspiring to a leadership role, regardless of if that role is in ministry, business, or elsewhere.
April 17, 2020
Really enjoyed Mohler’s emphasis on language—on the importance that leaders be writers, readers, and communicators. Didn’t care much for the tendency to praise Republican presidents for great leadership and criticize Democratic presidents for poor leadership. Also didn’t care much for the implicit, unspoken assumption throughout the book that women aren’t capable of much leadership. Who knew? Mohler, I guess. So all in all, a mixed bag for me.
June 3, 2023
A meh book in my opinion. The best idea I gleaned from it (and it’s in the title) was “you must lead from conviction”. After you get through that point, the rest of the book is a rehash of every other leadership principle you’ve probably already heard (“leaders are readers,” “leaders need to think about their legacy” etc.) I thought he had some good insights on public speaking, but besides that, there isn’t much new or exciting here.
July 1, 2015
I'm not one to read lots of leadership books as it's just not something that I'm drawn to. I did find this book helpful in many ways. Mohler not only talked about what it looks like to be a leader but also had plenty of application to help you get there. I found the chapters on reading, writing, time, and social media/digital age most helpful.
May 15, 2013
Really more of a 4.5 star book. The 25 short chapters is an ideal format because it keeps everything concise. The insights are strong. The practical and visionary aspects are equally balanced and strong. I really appreciated this book.
July 18, 2015
Great resource for any leader. Mohler combines his experience in training the next generation of Christian leaders with the best of what you can find in other leadership genres. The difference for Mohler, though, is leadership grounded in truth.
January 3, 2013
Excellent. Best book on leadership I've read.
December 11, 2015
Second read - Dec '15
First read - March '13
Easily my favorite book on leadership. Almost every word was written for me. Lots of clarity and wisdom herein.
First read - March '13
Easily my favorite book on leadership. Almost every word was written for me. Lots of clarity and wisdom herein.
August 4, 2014
One of the best books on leadership. I especially enjoyed the chapters on "leaders are thinkers" (ch. 7) and leaders are writers (ch. 20).
August 8, 2025
Mohler on conviction and leadership is Mohler at his best.
If you are like me and you know there is good stuff for you in secular leadership books but you don’t want to sift through them, just read this. Mohler already read those books for you.
If you are like me and you know there is good stuff for you in secular leadership books but you don’t want to sift through them, just read this. Mohler already read those books for you.
July 21, 2019
Chock-full of sound wisdom for Christians aspiring to positions of leadership.
June 29, 2023
Very Helpful! I will probably read this again in the future.
May 18, 2024
Such a good read!!
I greatly admire Al Mohler’s experience and wisdom that he shares on leadership. Feeling pumped to evaluate my own walk and how I can boldly and biblically lead others towards Christ!
I greatly admire Al Mohler’s experience and wisdom that he shares on leadership. Feeling pumped to evaluate my own walk and how I can boldly and biblically lead others towards Christ!
March 17, 2025
Ehh. This may be a 2.5. It is outdated, and it feels a little braggadocios at times.
But it is still Mohler, and he is wonderful. Leadership books are just really all the same - and that’s not a good thing.
Favorite quote - “Without conviction you might be able to manage but you won’t be able to lead.”
But it is still Mohler, and he is wonderful. Leadership books are just really all the same - and that’s not a good thing.
Favorite quote - “Without conviction you might be able to manage but you won’t be able to lead.”
March 21, 2013
Dr. Albert Mohler is qualified to speak authoritatively on many subjects, but there are perhaps few he is more qualified to address than leadership. For that reason when he writes a book on leadership it is safe to assume that your time will be well spent reading it. The Conviction to Lead is precisely that; a book on leadership written by Dr. Mohler. While it is a book on leadership its design is to be something other than one more volume to add to the mountainous pile of works dedicated to the perfection of leadership skills. “I want to fundamentally change the way leadership is understood and practiced,” proclaims Dr. Mohler in the opening paragraph of this book. What this book then promises to be is a seasoned leader’s attempt to change our understanding and application of leadership at a foundational level.
One would assume that after all the books, lectures, interviews, and conferences aimed at perfecting the art of leadership that the demand for leadership resources would be dwindling, but in fact the exact opposite seems to be true. The experts keep writing books, and the would-be leaders keep buying them. Why haven’t we all reached the peak of leadership refinement? What’s the problem? “The problem is a lack of attention to what leaders believe and why this is central,” Dr. Mohler concludes (italics in original). The contention of this book is that leaders are failing to lead because they have no passion about the fundamental beliefs of those they are seeking to lead, or as the title suggests, they lack conviction. What we are experiencing today in churches, universities, businesses, and broader movements is leaders who are not believers and believers who cannot lead. So, Mohler’s hope for his book is to “redefine Christian leadership so that it is inseparable from passionately held beliefs, and to motivate those who are deeply committed to truth to be ready for leadership.”
This is a vital perspective on leadership especially for Christians looking to set themselves apart from the lemming like mentality of the broader culture. It would be an exaggeration to suggest that the church is facing unprecedented opposition, but it is no stretch to say that opposition to the historically held beliefs of the church is escalating rapidly. Those who lack conviction about the truth of God’s Word will be swept away by the pressure of cultural conformity. At the same time those with conviction but no determination to lead in the fight against the erosion of our beliefs will be of little consequence. If ever there was a time to sound the call for leaders to be fueled by conviction, and for true believers to be infused with the skills and determination to lead it is now.
Mohler’s book does that, and does it well. He is convincing in his argument that the great flaws of today’s leader are a lack of conviction or a misplaced conviction. His call to identify ourselves in the story of God’s unfolding plan of redemption and to do so with authenticity is compelling. Using death to set the importance of leading from our convictions in high relief is quite effective. Only when we drive our convictions deep into the heart of our organization or movement does our contribution live on after our death.
However, the quality of this book’s chapters varied widely from very good to almost completely useless. In general I believe the beginning and ending of the book to be the essential parts, specifically chapters 1-6 and 23-25. The rest in the middle read to me like a series of blog posts turned book chapters, which draw as their source material varying degrees of Scripture, Peter Drucker, and Dr. Mohler’s personal experience. There are certainly helpful insights to be gleaned even from the middle portion of the book, but they were hardly unique and certainly would not “fundamentally change the way leadership is understood and practiced.”
I would recommend this book. The opening and closing sections are remarkable. However, I would not hype this book. The middle is much of the same old stuff when it comes to books on leadership.
One would assume that after all the books, lectures, interviews, and conferences aimed at perfecting the art of leadership that the demand for leadership resources would be dwindling, but in fact the exact opposite seems to be true. The experts keep writing books, and the would-be leaders keep buying them. Why haven’t we all reached the peak of leadership refinement? What’s the problem? “The problem is a lack of attention to what leaders believe and why this is central,” Dr. Mohler concludes (italics in original). The contention of this book is that leaders are failing to lead because they have no passion about the fundamental beliefs of those they are seeking to lead, or as the title suggests, they lack conviction. What we are experiencing today in churches, universities, businesses, and broader movements is leaders who are not believers and believers who cannot lead. So, Mohler’s hope for his book is to “redefine Christian leadership so that it is inseparable from passionately held beliefs, and to motivate those who are deeply committed to truth to be ready for leadership.”
This is a vital perspective on leadership especially for Christians looking to set themselves apart from the lemming like mentality of the broader culture. It would be an exaggeration to suggest that the church is facing unprecedented opposition, but it is no stretch to say that opposition to the historically held beliefs of the church is escalating rapidly. Those who lack conviction about the truth of God’s Word will be swept away by the pressure of cultural conformity. At the same time those with conviction but no determination to lead in the fight against the erosion of our beliefs will be of little consequence. If ever there was a time to sound the call for leaders to be fueled by conviction, and for true believers to be infused with the skills and determination to lead it is now.
Mohler’s book does that, and does it well. He is convincing in his argument that the great flaws of today’s leader are a lack of conviction or a misplaced conviction. His call to identify ourselves in the story of God’s unfolding plan of redemption and to do so with authenticity is compelling. Using death to set the importance of leading from our convictions in high relief is quite effective. Only when we drive our convictions deep into the heart of our organization or movement does our contribution live on after our death.
However, the quality of this book’s chapters varied widely from very good to almost completely useless. In general I believe the beginning and ending of the book to be the essential parts, specifically chapters 1-6 and 23-25. The rest in the middle read to me like a series of blog posts turned book chapters, which draw as their source material varying degrees of Scripture, Peter Drucker, and Dr. Mohler’s personal experience. There are certainly helpful insights to be gleaned even from the middle portion of the book, but they were hardly unique and certainly would not “fundamentally change the way leadership is understood and practiced.”
I would recommend this book. The opening and closing sections are remarkable. However, I would not hype this book. The middle is much of the same old stuff when it comes to books on leadership.
September 2, 2013
Dr. mohler has done an excellent job assisting and empowering the Christian leader in his newest book, The Conviction to Lead. The goal and through line of the book is, just as the title indicates, conviction. Mohler agrues that conviction is the overarching trait that trumps all other leadership skills. A leader without conviction will fail. The thing that I really appreciate about this book is that it is very practical. There are no pie in the sky ideas. Rather Mohler offers clear and concise chapters outlining very important traits that a leader must have including intelligence, knowledge of worldviews, ability to teach, credibility, and writing skill. He also deals with more modern ideas like dealing with media, the internet, and use of social media. Atogether, the advice is practical and sound.
It is important to note that this book is not pastoral. There is little in this book about pastoring, but, then again, it's not a pastoral care book. It is important to note this because the danger is that pastors will take too much too quickly, try to put a bunch of things in place, and tell all of the people who do not share his convictions to hit the road. Take this book for what it is, an excellent book on Christian leadership. As Mohler mentions, very little can be changed in a year. These tactics take time, effort, and faithfulness to master.
It is important to note that this book is not pastoral. There is little in this book about pastoring, but, then again, it's not a pastoral care book. It is important to note this because the danger is that pastors will take too much too quickly, try to put a bunch of things in place, and tell all of the people who do not share his convictions to hit the road. Take this book for what it is, an excellent book on Christian leadership. As Mohler mentions, very little can be changed in a year. These tactics take time, effort, and faithfulness to master.
August 13, 2021
Every once in a while you pick up a book that you hope will be good and find it to be even better than you hoped. Such is the case with this one. I have my theological differences with the author, and they are substantial, but on this subject he has both lived and written an excellent book.
So often, it seems, books on leadership are merely collections of disparate/unconnected essays packaged together to masquerade as a book. Mohler easily could have done that, pulling from decades worth of other writing. But he didn't. He wrote a book that matches the title, logically and intellectually connecting like a thread through each of his 25 chapters. And what very good chapters they are, for the most part. Each one a well thought through discussion of one particular aspect of ministry leadership.
At my age, I rarely read books again. I do not have time in my life to read all the books I want, let alone reread them. But I will reread this one. Further, I suspect I will incorporate it in teaching/mentoring others. This is a balanced, scriptural book on an important topic clearly written by a man who has lived what he writes. If you are looking to study/strengthen your sense of leadership in a Christian ministry I urge you to think your way through it. You will be most edified.
So often, it seems, books on leadership are merely collections of disparate/unconnected essays packaged together to masquerade as a book. Mohler easily could have done that, pulling from decades worth of other writing. But he didn't. He wrote a book that matches the title, logically and intellectually connecting like a thread through each of his 25 chapters. And what very good chapters they are, for the most part. Each one a well thought through discussion of one particular aspect of ministry leadership.
At my age, I rarely read books again. I do not have time in my life to read all the books I want, let alone reread them. But I will reread this one. Further, I suspect I will incorporate it in teaching/mentoring others. This is a balanced, scriptural book on an important topic clearly written by a man who has lived what he writes. If you are looking to study/strengthen your sense of leadership in a Christian ministry I urge you to think your way through it. You will be most edified.
March 4, 2015
At the end of my bookshelf, I have a few books which are so bad I keep them facing backwards. This joins the ranks.
As a daily Bible reading Christian involved deeply in leading others , I wanted to like this book. But it was empty. Empty of spiritual or business value. The stated goal of the book: "...to fundamentally change the way leadership is understood and practiced." Mission Unaccomplished.
I agree with the author's belief that "the last thing the church needs is warmed over business theories decorated with Christian language." Mission accomplished.
It felt like Fox News--straw man arguments and imaginary enemies.
Instead, read Strengthening the Soul of Your Leadership, by Ruth Barton. You will find real leadership lessons.
As a daily Bible reading Christian involved deeply in leading others , I wanted to like this book. But it was empty. Empty of spiritual or business value. The stated goal of the book: "...to fundamentally change the way leadership is understood and practiced." Mission Unaccomplished.
I agree with the author's belief that "the last thing the church needs is warmed over business theories decorated with Christian language." Mission accomplished.
It felt like Fox News--straw man arguments and imaginary enemies.
Instead, read Strengthening the Soul of Your Leadership, by Ruth Barton. You will find real leadership lessons.
March 19, 2013
This book is solid gold. Though Dr. Mohler is a first-rate preacher, he is even more fundamentally a leader. Leadership is where Mohler has made (and is making) his most enduring mark on the world and in this book we learn how he does it.
The 25 brief chapters throb with the passion and conviction that Mohler embodies and believes is required of all true leaders. Here is wisdom gleaned from Mohler's extensive leadership experience as well as leadership experts and great leaders from history. Reading the chapter titles and subtitles alone is sufficient to taste the clarity that characterizes the whole book.
This is a book I enjoyed reading and anticipate turning to again and again.
The 25 brief chapters throb with the passion and conviction that Mohler embodies and believes is required of all true leaders. Here is wisdom gleaned from Mohler's extensive leadership experience as well as leadership experts and great leaders from history. Reading the chapter titles and subtitles alone is sufficient to taste the clarity that characterizes the whole book.
This is a book I enjoyed reading and anticipate turning to again and again.
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