“Servant-leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant—first to make sure that other people’s highest-priority needs are being served.” (Locander & Luechauer, 2006, p.44)

Locander, W. & Luechauer, D. (2006). Trading places. Marketing Management. 15(3), p. 43-45. Retrieved October 15, 2008 from, http://www.liberty.edu:2048/login?url=http://web.ebscohost.com/ehost/detail?vid=3&hid=117&sid=46883516-9238-4b63-b2ef-3a271c6a1f5f%40sessionmgr107&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=21148270

“Leadership is a kind of successful interaction of particular mental abilities, character and affective traits, under particular conditions. But certain so-called character and personality traits do not determine leadership.” (Schoenfeld, 1948, p. 394)

Schoenfeld, B.N. (1948, May). The psychological characteristics of leaderships. Social Forces, 26(4), pp.391-396. Retrieved August 23, 2008, from http://www.jstor.org/stable/2571872?seq=4&Search=yes&term=leadership&term=characteristics&term=psychological&list=hide&searchUri=%2Faction%2FdoBasicSearch%3FQuery%3Dthe%2Bpsychological%2Bcharacteristics%2Bof%2Bleadership%26wc%3Don&item=5&ttl=10496&returnArticleService=showArticle&resultsServiceName=doBasicResultsFromArticle

“To conclude, the Management task is interwoven with elements of Management and Leadership. Both activities are essential to enable objectives and strategies to be achieved, business activities and human resources to be managed, change to be effectively achieved, and projected profits and organizational success to be achieved. " (McLean, 2005, p. 16)

McLean, J. (2005, October). Management and Leadership. Manager: British Journal of Administrative Management (49), p. 16. Retrieved August 23, 2008, from http://web.ebscohost.com/ehost/detail?vid=9&hid=104&sid=c366b7fa-2205-4a71-bf48-a6a43c86c125%40sessionmgr109&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=18391395

17. "Obey your leaders and submit to their authority. They keep watch over you as men who must give an account. Obey them so that their work will be a joy, not a burden, for that would be of no advantage to you."

Hebrews 13:17. The Bible.

“…good leaders are made not born. They maintain that if you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training and experience.” (Radman, 2007, p. 12)

Radman, D. (2007). Nature or Nurture: What makes a great agency leader? Public Relations Tactics, 14(8), 12. Retrieved October 18, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=26163630&site=bsi-live

“Paying attention to others is one of the most important aspects of transformational leadership. Individuals are supported by leaders and leaders are concerned about their personal feelings and needs.” (Jandaghi, Matin & Farjami, 2008, p. 466)

Jandaghi, G., Matin, H. & Farjami A. (2008) Comparing transformational leadership in successful and unsuccessful companies. Proceedings of World Academy of Science: Engineering & Technology 31, 464-469. Retrieved October 15, 2008 from http://www.liberty.edu:2048/login?url=http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=a9h&AN=34101869&site=ehost-live&scope=site

“Organizations need leadership since individual leaders may come and go. Powerful leadership means that an organization’s success will not walk out the door with individual leaders. The key to building leadership: Standardize proven practices that will survive in your organization longer than any individual leader or team.” (Why you should, 2008, p.3)

(2008). Why you should develop leadership-not leaders. HR Focus, p. 3. Retrieved November 12, 2008, from http://web.ebscohost.com.ezproxy.liberty.edu:2048/ehost/pdf?vid=21&hid=114&sid=962c9f01-cabd-4cdc-9f2f-cc30463d74ae%40sessionmgr107

“Leaders act with others around them in creating leadership, rather than merely acting on others. Collective leadership practices recognize that it’s critical for organizations to develop capacity in three areas: encouraging interaction among various people, functions, and constituencies as sources of identity and knowledge; driving the ability to learn from differences and to engage paradoxes; and treating inquiry into the identity of the organization as a path to bringing about useful change.” (Day & O’Connor, 2006, p.9) (Emphasis mine.)

Day, D. & O’Connor, P. (2006). Getting to the source; Four perspectives on leadership. Leadership in Action 26(5), 7-22. Retrieved August 23, 2008 from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=23527663&site=ehost-live&scope=site

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