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160 pages, Paperback
First published March 1, 1997
When I pick up a book on leadership, it's because I feel like I should, not because I really want to. There's almost always something else on my to-read list that looks more inspiring. In my time as an administrator, I have disciplined myself to read something about leadership at least every month or two. Even though I find much of this kind of literature bland and repetitive, I want any resident wisdom from these books to soak into the way I lead and help me grow and develop as a leader (and, for that matter, as a follower).
This is the attitude in which I grabbed the unassuming little book The Leadership Paradox as I packed for a weekend trip. I took it from a free giveaway bookshelf a couple of years ago, and there it has sat on my “Leadership” bookshelf in my office. Honestly, I packed it for this trip because it's really short, and I like the feeling of reading a whole book while on a trip. And I like the satisfaction of checking off one more book from the Leadership shelf. Yes, I am sometimes that shallow.
Looking at the bland cover of The Leadership Paradox, who could blame me? It looks like it's going to be a lightweight. So I was surprised as I began reading to discover that it is an incisive, engaging exploration of a Jesus-centered model of leadership. Denny Gunderson begins almost every chapter with a retelling of a Bible story. I've heard quite a few retellings of Bible stories—the kind that try to imagine “you were there,” adding in details about what the weather felt like, the looks on bystanders' faces, and so forth. Usually I find such efforts contrived and oddly lifeless. But Gunderson is gifted. I found his retellings quite engaging. If his oral storytelling matches what he writes, then I imagine he must be a very enjoyable speaker to listen to.
From each opening Bible story, Gunderson extracts a lesson in leadership attitude. He believes—and I agree—that leadership behavior comes out of the leader's unseen attitudes and beliefs, so his book is not a bulleted list of specific techniques to implement, but rather it is a look inside the heart of the leader him- or herself. There's nothing particularly “new” about this approach; Stephen R. Covey, Henry Cloud, and I'm sure many others have followed the same road. But I found Gunderson's writing very clear and direct.
In fact, the directness sometimes surprised me and made me chuckle. My own decade of experience in a mission organization perhaps increases the resonance I feel with what Gunderson writes from his years with YWAM. Here is a sample of lines that I especially enjoyed:
Some of these ministries seemed to be focused more on perpetuating their ministry (as an organization) than on actually ministering. When talking to the leaders of these organizations, one can't help but notice how much conversation is dominated by talk of fundraising, growth projections, administrative troubleshooting, and public image. . . . Once the noun ministry rather than the verb to minister is emphasized, the dreary inevitability exists that formal leadership positions must be quickly forthcoming. (29)
Newsletters are packed with unembarrassed paeans to our own ministries. Blatant and self-serving stories are told in order to 'release' money. Entire pages are filled in an attempt to convince readers of the strategic role our ministry plays in the evangelical pantheon. (44)
The enticement of success and popularity can easily delude a leader into believing the fallacy that opportunity and guidance are synonymous. (45)
Is no one embarrassed by the competing claims to be on the cutting edge of what God is currently doing? How many Cutting Edge Ministries can there really be? Can one be a self-proclaimed Cutting Edger and a servant leader at the same time? (47)
It's a little unfair of me in reviewing this book to highlight the “zingers” like this, because it is not generally an aggressive or confrontational book. Most of Gunderson's writing is aimed at the refining of the reader's own attitudes toward those he is leading or working with.
Sometimes when books on leadership include “challenging” questions for reflection at the end of a chapter, I don't have to spend much time thinking about them. Gunderson's questions, however, made me think more deeply about my own attitudes and leadership experiences.
The Leadership Paradox is not a book that jumps off the shelf, but I really enjoyed it and would recommend it to other leaders, especially leaders in Christian mission organizations. It is a quick read—I read it in a couple of sittings—and well worth the time.