The Wall and Nehemiah
Nehemiah and 4r Model
According to McCloskey in his research “Transform Leadership- Working Model”, 4 R model identifies four critical leadership variables based on biblical theology and transformational theory. Nehemiah was actively involved to rebuild the city walls in Jerusalem by using a clear understanding of relationships, responsibilities, roles and result models of a leadership as a servant leader from start to end.
Throughout the entire process of rebuilding the walls in 52 days, from Sheep Gate to Hananel Tower, the Fish Gate to Furnaces Tower, Nehemiah had been restoring and maintaining a progressive relationship with God. Before he asked King’s permission, he praised to God, confessed sins and asked forgiveness for his sins. He also prayed and asked forgiveness for other people from Israel. His Emotional Maturity presents in his relationship with God where he was overcoming negative emotions with love of God and hope, respect to others needs, and understanding the social contexts and emotional states of them; “They are your servants and your people, whom you redeemed by your great strength and your mighty hand” (Nehemiah, 1:10). His relationship with God helped Nehemiah to earn his followers’ trust and faith. According to Bass (1985) and House’s (1977) statements about leadership and performances, Nehemiah perfectly displays great transformational leadership character where his strong conviction in the moral rightness of his beliefs integrated with his ethical behaviors, honesty and ability to influence others. He always brings his relationship out with God to motivate his followers; “The God of Heaven will give us success, we his servants will start rebuilding,...” (Nehemiah 2:20).
His relationship with King is significant as well. For his Jew people who exiled in Babylon, he took it upon himself to appeal to King (Nehemiah 2:5). Although having a formidable relationship, King gave permission to Nehemiah’s willing to rebuild the walls and
According to McCloskey in his research “Transform Leadership- Working Model”, 4 R model identifies four critical leadership variables based on biblical theology and transformational theory. Nehemiah was actively involved to rebuild the city walls in Jerusalem by using a clear understanding of relationships, responsibilities, roles and result models of a leadership as a servant leader from start to end.
Throughout the entire process of rebuilding the walls in 52 days, from Sheep Gate to Hananel Tower, the Fish Gate to Furnaces Tower, Nehemiah had been restoring and maintaining a progressive relationship with God. Before he asked King’s permission, he praised to God, confessed sins and asked forgiveness for his sins. He also prayed and asked forgiveness for other people from Israel. His Emotional Maturity presents in his relationship with God where he was overcoming negative emotions with love of God and hope, respect to others needs, and understanding the social contexts and emotional states of them; “They are your servants and your people, whom you redeemed by your great strength and your mighty hand” (Nehemiah, 1:10). His relationship with God helped Nehemiah to earn his followers’ trust and faith. According to Bass (1985) and House’s (1977) statements about leadership and performances, Nehemiah perfectly displays great transformational leadership character where his strong conviction in the moral rightness of his beliefs integrated with his ethical behaviors, honesty and ability to influence others. He always brings his relationship out with God to motivate his followers; “The God of Heaven will give us success, we his servants will start rebuilding,...” (Nehemiah 2:20).
His relationship with King is significant as well. For his Jew people who exiled in Babylon, he took it upon himself to appeal to King (Nehemiah 2:5). Although having a formidable relationship, King gave permission to Nehemiah’s willing to rebuild the walls and
References: Bass, B.M. (1985). Leadership and Performance Beyond Expectations, New York: Free Press. Cook, J. and T. Wall (1980). “New York Attitude Measures of Trust, Organizational Commitment and Personal Need Non- fulfillment.” Journal of Occupational Psychology, 53. House, R.J. (1977). “A 1976 Theory of Charismatic Leadership”. In J.G. Hunt and L.L. Larson (Eds.), Leadership: The Cutting Edge (pp.189-207). Carbondale, IL: Southern Illinois University Press. McCloskey, M. W. (2009). The 4r Model of Leadership: A Virtue-Based Curricular Model For Business Education In A Global Context.