Leadership Outline

I. Introduction

a. Statement of the problem

i. Despite the importance of humility in leadership, there is a lack of empirical research that examines the relationship between humility and effective leadership among Christians in public leadership roles (Irving & Strauss, 2019; Kelemen et al., 2023).

ii. Given the unique challenges faced by these leaders, it is essential to understand the role of humility in promoting positive leadership outcomes in this context (Irving & Strauss, 2019; Kelemen et al., 2023; Malphurs, 2003; Morris et al., 2005).

b. Purpose and delimitations of the study

i. The purpose of this study is to investigate the relationship between humility and effective leadership among Christians in public leadership roles. The study will focus on:

1. exploring the specific ways in which humility influences leadership outcomes,

2. as well as how other traits such as integrity, authenticity, communication skills, adaptability, emotional intelligence, narcissism, and remoteness impact leadership effectiveness.

3. The study will be limited to Christians in public leadership roles.

ii. Limitations refer to factors that may affect the accuracy, reliability, and generalizability of the findings.

1. These factors may include limitations in the research design, sample size, data collection methods, data analysis techniques, and the availability of resources such as time, funding, and access to participants.

2. For example, a limitation of this study may be the sample size, as it may not be possible to survey all Christians in public leadership roles.

3. Another limitation may be the reliance on self-reported data, which may be subject to social desirability bias.

4. Yet another might be subjective bias of the research. To overcome this, member checking will be conducted to ensure that the interpretation of the data collected is consistent with the meaning that the participants intended (Candela, 2019).

5. It is important for researchers to acknowledge and address these limitations to ensure that the findings are interpreted appropriately and not overstated.

iii. Delimitations, on the other hand, refer to the specific boundaries of the study. These boundaries may be determined by the research question, the sample population, the time frame, the geographic location, or the specific variables being studied.

1. For example, the delimitations of this study include focusing on the relationship between humility and effective leadership among Christians in public leadership roles, and exploring the role of other traits in complementing or detracting from humility.

2. These delimitations help define the scope of the study and ensure that the findings are relevant and meaningful within that specific context.

c. Theoretical perspective

i. This study seeks to contribute to the growing body of literature on the importance of humility in leadership, and in so doing it aims to explore the extent to which Rational Choice Theory can be applied to the study of leadership.

ii. Additionally, it aims to include ethical leadership theories based in virtue ethics, social learning theory, and transformational leadership theory (Kelemen et al., 2023).

d. Research questions

i. What is the relationship between humility and leadership effectiveness among Christians in public leadership roles?

ii. How do other traits, such as integrity, authenticity, communication skills, adaptability, and emotional intelligence, complement humility in promoting positive leadership outcomes among Christians in public leadership roles?

iii. How do traits such as narcissism and remoteness negatively impact effective leadership among Christians in public leadership roles?

e. Philosophical foundations

i. This study is grounded in the belief that effective leadership requires humility, integrity, authenticity, strong communication skills, adaptability, and emotional intelligence (Acharya, 2020; Ali et al., 2021; Sarwar et al., 2020; Zaim et al., 2021).

ii. It acknowledges the potential negative impact of traits such as narcissism and remoteness on effective leadership (Stein, 2013). The study seeks to promote ethical leadership practices among Christians in public leadership roles.

II. Literature Review

a. Theoretical framework

i. Rational Choice Theory is a social theory that has its roots in economics and political science. It assumes that individuals are rational and self-interested decision-makers who weigh the costs and benefits of different choices in order to maximize their own interests (Brennan & Brooks, 2014). The theory suggests that individuals make choices based on the expected outcomes of different options and the utility or satisfaction that they expect to derive from those outcomes (Zyuzev, 2022).

ii. Rational Choice Theory has its roots in economics, specifically in the work of scholars such as Adam Smith, Jeremy Bentham, and John Stuart Mill, who developed the idea of utilitarianism. The theory was later adapted and expanded upon in political science, where it became known as Rational Choice Institutionalism (Zyuzev, 2022). In the 20th century, Rational Choice Theory became increasingly influential in a variety of social sciences, including economics, political science, sociology, and psychology. The theory has been refined and expanded upon by a number of prominent scholars, including Anthony Downs, James Coleman, Mancur Olson, and Gary Becker. Today, Rational Choice Theory is a widely accepted and influential social theory that is used to explain a wide range of phenomena in both the social and natural sciences.

iii. Rational Choice Theory has been applied to a wide range of topics, including voting behavior, criminal behavior, and consumer behavior (Brennan & Brooks, 2014). For example, in the context of voting behavior, the theory has been used to understand why individuals choose to vote or not vote in elections. In the context of criminal behavior, the theory has been used to explain why individuals choose to engage in illegal activities.

iv. Rational Choice Theory can be applied in the study of leadership by focusing on the decision-making processes that leaders use to make choices in specific situations (Brennan & Brooks, 2014). In this context, leaders are viewed as rational actors who weigh the costs and benefits of different options and choose the one that maximizes their utility.

v. Leaders who operate according to Rational Choice Theory are assumed to be goal-oriented and to have a clear understanding of the alternatives available to them. They are also assumed to have the ability to process information quickly and accurately, and to be capable of evaluating the potential outcomes of different decisions (Sindane, 2011).

vi. The theory can be used to explain a wide range of leadership phenomena, including how leaders set priorities, how they allocate resources, and how they manage conflicts. It can also be used to analyze the behavior of leaders in different contexts, such as in crisis situations or in negotiations with other leaders.

b. Related literature

i. Brennan and Brooks (2014) examine the assumptions, methodologies, and theoretical frameworks that underpin this approach. They argue that rational choice theory provides a useful framework for understanding leadership decision-making, but it has its limitations, particularly in explaining the social and psychological factors that influence leadership behavior.

ii. Irving and Strauss (2019) explore the concept of Christian leadership in their book, arguing that Christian leadership is based on the biblical principles of servant leadership. They suggest that Christian leaders should prioritize serving others over personal gain, and they offer guidance on how to navigate ethical dilemmas that Christian leaders may face.

iii. Malphurs (2003) argues that effective Christian leadership requires a deep commitment to God, a willingness to serve others, and a clear sense of purpose. According to the author, authentic Christian leadership is based on a strong sense of calling and a deep commitment to serving others.

iv. Effective leadership requires self-awareness, humility, and a willingness to confront one's own flaws, as explored in McIntosh and Samuel's (2007) book on the "dark side" of leadership. The authors argue that leaders who cultivate humility, self-awareness, and accountability can overcome negative tendencies and become more effective and ethical leaders.

v. Humility is also identified as a key factor in building trust and enhancing organizational performance in Morris et al.s (2005) examination of the role of humility in effective leadership....…or behaviors that could be perceived as disrespectful or offensive, and treating participants with dignity and professionalism.

V. Identification of One Overarching Theory by Name

a. Rational Choice Theory suggests that individuals make decisions based on a rational assessment of the costs and benefits associated with each option. This theory emphasizes the importance of decision-making in leadership, and suggests that effective leaders must be able to make rational decisions that are in the best interest of their organization and its stakeholders.

b. In the context of this study, Rational Choice Theory may be relevant because it provides a framework for understanding how leaders make decisions regarding their leadership style, and how this may be influenced by various factors, including humility. For example, a leader may choose to adopt a more humble leadership style because they believe it will lead to greater trust and engagement among their followers, and ultimately, better outcomes for the organization.

c. Rational Choice Theory may also be relevant for exploring the impact of negative leadership traits, such as narcissism and remoteness, on leadership effectiveness.

i. This theory suggests that leaders may be more likely to engage in these negative behaviors when they perceive that the benefits of doing so outweigh the costs, such as when they are under pressure to achieve certain goals or when they are facing external threats.

ii. By understanding the rational calculations that underlie these decisions, it may be possible to identify strategies for mitigating the negative impact of these traits on leadership effectiveness.

VI. Independent and Dependent Variables

a. Independent variables ae variables that are manipulated or changed by the researcher in order to observe their effect on the dependent variable.

i. The independent variable is the presumed cause in a research study, and the researcher is interested in measuring the extent to which changes in the independent variable affect the dependent variable (Rogers & Revesv, 2020).

ii. In an experimental study, the independent variable is deliberately manipulated by the researcher, whereas in a non-experimental study, the independent variable may be naturally occurring or selected by the researcher.

b. Dependent variables are variables that are measured by the researcher in order to observe the effects of the independent variable.

i. The dependent variable is the outcome or effect that is presumed to be influenced by the independent variable (Rogers & Revesv, 2020). In other words, changes in the dependent variable are believed to be caused by changes in the independent variable.

ii. In a research study, the researcher will typically measure the dependent variable before and after the independent variable has been manipulated, in order to observe any changes in the dependent variable that are attributable to the independent variable.

c. In the context of this study, an example of an independent variable (IV) would be the level of humility exhibited by the Christian leader in a public leadership role, while the dependent variable (DV) would be the effectiveness of their leadership.

i. In other words, the independent variable in this context would be the leader's traits or characteristics, while the dependent variable would be the quality or effectiveness of their decision-making.

1. The rationale for these variables is based on the logic of Rational Choice Theory, which suggests that individuals make choices based on the expected outcomes and utility of different options.

2. By possessing certain traits, leaders may be more likely to make rational and effective decisions, which in turn may lead to better outcomes for their organizations or constituents.

ii. The DV will be measured by employee perceptions of job satisfaction, organizational commitment, and ethical decision-making.

iii. The rationale for choosing these variables is that they represent important outcomes of effective leadership and are relevant to Christians in public leadership roles.

iv. Based on the literature, it is expected that humility will positively influence these outcomes and that other complementary traits will further enhance the positive effects of…