Authoritative Leadership Quotes

A critical element in nearly all effective social movements is leadership. For it is through smart, persistent, and authoritative leaders that a movement generates the appropriate concepts and language that captures the frustration, anger, or fear of the group's members and places responsibility where it is warranted.

The desire we so often hear expressed today for “episcopal figures,” “priestly men,” “authoritative personalities” springs frequently enough from a spiritually sick need for the admiration of men, for the establishment of visible human authority, because the genuine authority of service appears to be so unimpressive.

Bossy means “given to ordering people around, highhanded, domineering, overly authoritative, dictatorial, abrasive.” ...Could it be that girls are called bossy when they’re… well, bossy? Could it be that boys are also called bossy for the same reason?

It was management oriented and goal dominated, authoritative and quantitative, short-term and cost-benefit driven, hierarchical and technical, rational, pragmatic, materialistic, and male.5

It is necessary to state up front that authoritative positions of leadership in the New Testament church are to be held only by men. Women can and should play leading roles in the church, for a church with a strong masculine presence will have a strong feminine beauty about it as well. But the positions of authority—the roles of teaching and ruling—are restricted to men. To become convinced of the truth and authority of Scripture, and then to read the plain words of the New Testament, is to come to this conclusion easily and naturally.

Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self- direction. Coaching leaders develop people for the future. And coercive leaders demand immediate compliance.

1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

A high-pitched voice may sound less authoritative, more youthful, and less experienced, whereas, a lower pitched voice may be perceived as being more authoritative, confident, and credible. It is unfortunate that listeners will make assumptions based on these differences before even knowing the depth and value of your message. Play with your ranges and find a comfortably low pitch. Practice it to see if it makes a difference in conveying more authority and brilliance.

The evangelical position, represented by the personal stories in this book, including my own, understands that a fully authoritative Bible supports the freedom of women under Christ without male supervision to follow their God-given callings and special gifts of the Spirit, including full leadership ministries. This view can be called the “inclusive” view of ministry

Exhaustive is usually a euphemism for tedious, authoritative generally means a failure to listen and professional has become a way of saying safe, predictable, boring and flat.

If the world is to hear the church's voice today, leaders are needed who are authoritative, spiritual, and sacrificial. Sacrificial, because this trait follows the model of Jesus, who gave Himself for the whole world and who calls us to follow in His steps.

Often truly authoritative leadership falls on someone who years earlier dedicated themselves to practice the discipline of seeking first the kingdom of God. Then, as that person matures, God confers a leadership role, and the Spirit of God goes to work throuh him.

Our research indicates that of the six leadership styles, the authoritative one is most effective, driving up every aspect of climate. Take clarity. The authoritative leader is a visionary; he motivates people by making clear to them how their work fits into a larger vision for the organization. People who work for such leaders understand that what they do matters and why. Authoritative leadership also maximizes commitment to the organization’s goals and strategy.

While technical problems may be very complex and critically important (like replacing a faulty heart valve during cardiac surgery), they have known solutions that can be implemented by current know-how. They can be resolved through the application of authoritative expertise and through the organization’s current structures, procedures, and ways of doing things. Adaptive challenges can only be addressed through changes in people’s priorities, beliefs, habits, and loyalties. Making progress requires going beyond any authoritative expertise to mobilize discovery, shedding certain entrenched ways, tolerating losses, and generating the new capacity to thrive anew.

or foreign-relations policies, I usually offer no opinion. I don’t have enough valid information about those things to have an authoritative opinion. Ask me about some moral or ethical question, however, and that’s another matter. Why? Because I know what Scripture says about those things. I have authority for my opinions on such matters. And when given the opportunity, I always point to my source of authority. I don’t like giving mere opinion.

The political perspective of Bishara and the NDA has been adopted in principle by the majority of the Palestinian intellectual and political leadership in Israel, as reflected in the four Position Papers, released in 2007 by leading Palestinian organizations. One of the papers, “The Future Vision of the Palestinians in Israel,” was issued by the Palestinians’ highest and most authoritative representative vis-à-vis the state—the Higher Follow-Up Committee for Arabs in Israel.27 All four papers demand, first and foremost, that Israel become a state of all its citizens. The Haifa Declaration, for example, calls for canceling the Law of Return, recognizing Palestinian national identity, and implementing collective national rights for Palestinians through representatives in government. These rights include, among others, the ability to veto all matters pertaining to their interests and the right for cultural autonomy.28

Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.

Another significant problem arises from our national leaders’ disagreement over what actually constitutes policy objectives. [...] In practice, the many NSS’ [National Security Strategy] have presented national interests in ambiguous or broad terms or as statements of the obvious, making the value of the exercise suspect. There are respected public officials and scholars who feel strongly that the US must articulate its national interests if we are to successfully chart our future. One such group even developed a hierarchy of interests ranging from “vital interests,” “extremely important interests,” and “important interests,” to “less important or secondary interests.” I saw this problem first hand as a member of the Quadrennial Defense Review Independent Panel, established by Congress to assess the 2010 QDR. Early on, panel members discovered they could find no meaningful and authoritative description of the nation’s vital national interests. Members recognized that without such a description the panel could not effectively assess the QDR. To contend with the issue the co-chairmen established a subcommittee, which it was my privilege to chair, to determine “enduring national security interests of the United States and examine how emerging trends may affect those interests over the next 20 years.” This subcommittee concluded that: At the root of the Department‘s force-planning problem is a failure of our political leadership to explicitly recognize and clearly define these essential strategic interests. To be sure, it would have been easier for the Department had post–Cold War presidents provided more specific guidance on this subject. But what presidents actually do with America‘s military, on a bipartisan basis and over time, indicates what they believe must be done to protect America. It is, therefore, possible to discern the strategic thinking that has guided our country from the strategic practices it has followed. (Excerpt from article “From Grand Strategy to Operational Design: Getting it Right”)

Some intellectuals in the Bolshevik leadership, like Bukharin and Radek, did in fact have little taste for organizing work or administration. But others—among them Lenin, Trotsky, and Kamenev—showed formidable capacity in this field. Stalin fell somewhere in the middle of the spectrum. Whether or not one counts him among the party intellectuals (and not many did in those days), he was, as we have seen, a would-be theoretician of distinction. On the other hand, he was not particularly gifted as an organizer and administrator, although he could be quite effective in setting critical situations to order in an authoritative manner.

He had given Bolshevism strong personal leadership without being a dictator who ruled by arbitrary command. The movement had arisen as his political following in Russian Marxism and developed for twenty years under his guidance and inspiration. Although not institutionalized in an office, his role of supreme leader had entered into the unwritten constitution of Bolshevism, its habitual modus operandi. Lenin had been the movement’s organizer, its chief strategist and tactician, the author of its distinctive version of Marxist ideology, and the authoritative interpreter of party doctrine. He had been the commander-in-chief of the party in the political struggles that led up to the revolutionary conquest of power, and in those that ensued after power was won. He had been the dominant policy-making personality of the ruling party and of the new Third International that came into being under its auspices. His unique authority enabled him to unify an extremely disputatious ruling group whose inner conflicts continually threatened to tear it apart into warring factions. As head of the Soviet government, moreover, Lenin was Bolshevism’s chief executive and director of its foreign relations.

Shamsiel means “Sun of El” and has mythological association with the Babylonian Deific Mask Shamas. This is a Lord of Light, Judge of the Heavens and Earth (as Shamas). The planetary associations of the Sun are traditionally creative, authoritative, courage, leadership, health and spiritual illumination. The balance of the sun is found in both its life-giving warmth and the blazing destructive heat are well noted. Solar Deific Masks such as Shamas, Ra, Apollo, Helios, Sol and in the Destructive solar heat Nergal (as the Black Sun, different power than the Mars association), SetTyphon, Apep/Apophis, Sekhmet, etc.

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