Improving the Resource Accountability Practices in DLi Corporate

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DLi states that its vision is to see World Class Servant Leaders Raised Up In Every Vocation. Since servant leadership is enshrined in the vision of the company, it would therefore be reasonable to assume that the company has clearly examined what Servant Leadership is and developed measureable outcomes against which to measure results. Page (2009) states that ‘good Christian servant-leaders serve God through investing in others so that together they may accomplish a task for God’s glory” (p.439). One can therefore measure the extent to which the company subscribes effectively to and operates according to the Transformational Servant, Results Based Leadership model by examining the extent that DLi is investing in and then expecting results from others to accomplish the task of spiritually multiplying movements.

The paradox, however, in Servant Leadership at the macro-level in DLi comes in that a Servant Leader seeks not his own will, but that of his master which in this case is those he serves as they seek to reflect God’s glory. Because of communication security concerns, DLi was established almost 30 years ago with relatively independent entities that came to be established in seven different locations. Originally a very detailed and uniform set of expected outcomes was followed that each member was expected to report upon monthly.

With time and distance distinct strategies developed among different entities and different cities. Since the members play widely different roles at different times within those emerging strategies, this ‘boiler plate’ reporting led to discouragement rather than empowerment. The monthly reports of the “fruit” each person saw acted like performance reviews of the people that Lebow and Spitzer ...

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