11 BOASTING IN WEAKNESS He can redeem their lives. Allender states that God works through the weakness of leaders to magnify His grace.15 Therefore, a leader must be willing to be honest about his weaknesses and spiritual struggles. Allender does state that there is an inherent risk in doing this.16 However, this transparency can be worth the risk when it leads to a community that is open and honest with one another because of the example provided to them by their leadership. When a community possesses the right mixture of honesty and truth, it results in a community of people who genuinely care for one another and can grow in their Christian faith.17 Leaders who learn to boast about their weaknesses will also embody an essential form of authentic leadership. This leadership style helps form a sense of trust between the leader and those within the organization, a necessary trait for a leader to possess when trust can be lacking in many leaders.18 Moreover, this aspect of boasting in weakness enables the leader to recognize and utilize the strengths and giftings of others in a way that benefits the entire community. Weak Leaders Listen Leaders must not only look to surround themselves with those who complement their weaknesses, but they must also listen to their wisdom. A leader’s ability to listen to others’ advice and input provides an essential way to boast of their weakness. Proverbs 18:13 warns against the dangers of speaking before listening. The author states, “If one gives an answer before he hears, it is his folly and shame.” James echoes this sentiment in James 1:19 and encourages readers to be “quick to hear, and slow to speak.” This sentiment is reinforced in leadership literature as well. James MacGregor Burns highlights President FDR’s ability to know when to listen and when to speak up.19 Liz Wiseman recommends in Multipliers that leaders speak only approximately ten percent of the time. This allows others to voice their opinions and work together to find a solution.20 Stephen Covey encourages leaders to seek first to understand, then be understood. This fourth habit states that leaders must fight the tendency to listen to respond. Moreover, leaders must resist the internal sense of their rightness on an issue. Instead, leaders need to employ an empa-
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