vel that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recr

Through 1 Timothy, Paul provides his young partner in ministry with qualifications for those called to leadership – Self-discipline, Mentoring, and relationships. He also provides contemporary leaders with resources for success. Paul first gets across the importance of understanding how the leader’s behavior shapes organizational culture – leaders must recognize how their values affect their behavior, which in turns affects the organization. “In every setting, leaders need to have clear values and live those values. Only with this self-development does a person become a confident and competent leader of character.”1.

Secondly, Paul discussed the cross-cultural and global impact of leadership values. Leaders need to understand the cultural patterns within their organizations. “Organizations that maintain an optimum balance between clarity regarding core cultural dimensions, coupled with the flexibility to welcome innovation at all levels, will not only survive but flourish.”2. The organization's leadership is a crucial element in socialization efforts and in the management of culture at any stage in an organization's life cycle. "Managers who are trying to change the behavior of subordinates . . . often encounter resistance to change at a level that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recru

s organizational culture – leaders must recognize how their values affect their behavior, which in turns affects the organization. “In every setting, leaders need to have clear values and live those values. Only with this self-development does a person become a confident and competent leader of character.”1.

Secondly, Paul discussed the cross-cultural and global impact of leadership values. Leaders need to understand the cultural patterns within their organizations. “Organizations that maintain an optimum balance between clarity regarding core cultural dimensions, coupled with the flexibility to welcome innovation at all levels, will not only survive but flourish.”2. The organization's leadership is a crucial element in socialization efforts and in the management of culture at any stage in an organization's life cycle. "Managers who are trying to change the behavior of subordinates . . . often encounter resistance to change at a level that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recr

econdly, Paul discussed the cross-cultural and global impact of leadership values. Leaders need to understand the cultural patterns within their organizations. “Organizations that maintain an optimum balance between clarity regarding core cultural dimensions, coupled with the flexibility to welcome innovation at all levels, will not only survive but flourish.”2. The organization's leadership is a crucial element in socialization efforts and in the management of culture at any stage in an organization's life cycle. "Managers who are trying to change the behavior of subordinates . . . often encounter resistance to change at a level that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recr

levels, will not only survive but flourish.”2. The organization's leadership is a crucial element in socialization efforts and in the management of culture at any stage in an organization's life cycle. "Managers who are trying to change the behavior of subordinates . . . often encounter resistance to change at a level that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recr

vel that seems beyond reason."3. This resistance is beyond reason because it is cultural and the leadership has not taken the opportunity to step back and understand the type of culture he or she is cultivating.

Finally, Paul provides Timothy with talent management techniques such as succession planning, recruiting and keeping talented leaders, and how to align conflicting values. Most importantly, he provides Timothy and contemporary leaders with insight on how to lead leaders through leadership development and godliness. The importance of focusing on God first is that the moral elements referenced in 1 Timothy comprise an important aspect of how leaders should behave. In the immediate context, Paul is speaking of church leaders. However, “Spiritual Leadership is not just for Pastors and Missionaries.”4. Rather the professional leaders that strive to understand leadership in light of God’s calling on their lives.

1 Frances Hesselbein and Eric K. Shinseki, Be-know-do: Leadership the Army Way: Adapted From the Official Army Leadership Manual, (San Francisco: John Wiley & Sons, Inc., 2004), 13.

2 Mary L. Mohan, Organizational Communication and Cultural Vision: Approaches for Analysis, (Albany: State University of New York Press, 1993), 79.

3 Edgar Schein, Organizational Culture and Leadership, (San Francisco: Jossey-Bass, 1992), 5.

4 Henry T. Blackaby and Richard Blackaby, Spiritual Leadership: Moving People onto God’s Agenda, (Nashville: Broadman and Holman Publishers, 2001), 13.