Leadership Paradigms - Contemporary Christian Leadership

Name: Craig Anderson - Student Number415090

Course: Masters in Ministry and Leadership

Subject: JM501 Paradigms of Leadership

Lecturer: Dr. Sam Hey

Assignment: Assessment 3 - Case Study &Personal Reflection Framework (4000 words)

Due date: 5th June 2015

1 | P a g e C r a i g A n d e r s o nJ M 5 0 1 Assignment 3 – Case

Study and Personal Reflection Framework.

Word count: 4331

Gordon Keith Mackenzie Moyes, evangelist (1938 – 2015) – An Icon

of Christian Leadership in Contemporary Australia.

Leadership formation is greatly influenced by the

experiences a person goes through during the early years of

life. These events impact on their beliefs and values. In his

early years Moyes had a father who was an alcoholic and died

literally in the gutter when Moyes was only eight years old.

This was tremendously formational, making him determined to be

different and better than his father. Further, after that death,

his mother struggled greatly to raise five children of which he

was the eldest and only through very hard work and long hours

did she manage to carve out a prosperous future for the family.

This was the powerful catalyst of values rooted deep in Moyes’

psyche that said, “hard work was right and good and always paid

off.” He states in his autobiography (Moyes 2005, P.69) a number

of times that he worked 100 hours a week for 50 years.

Moyes wanted to be an evangelist. (Moyes 2005, P.9) He was

saved at age of thirteen in a Church of Christ meeting under the

ministry of Dr. E Ray Snodgrass (Moyes 2005, P 10) and many

years later Moyes travelled to his church in the USA and was

given his gown to wear, a very precious moment and formative.

From very early in his walk he wanted to see new Christians

progress and become mature in Christ. (Moyes 2005, P 11). He 2 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

commenced ministry in the slums of Melbourne when he was only 19

years of age (Moyes 2005, P 19). At this time he saw the needs

of people and began a lifelong emphasis on social care (Moyes

2005, P 19).

Moyes had an insatiable lust for knowledge through

education. All his life he studied and took courses in such

diverse fields as Ministry, Theology, Management, Psychology,

Counselling, and many other areas. Moyes’ foundations were very

deep. His study gave his knowledge a credibility and a breadth

of understanding that left all his contemporaries behind. His

second pastorate was in country Victoria where they experienced

great poverty (Moyes 2005, P 23). He says of that time, the call

to be an evangelist was “thrashing in my veins”. (Moyes 2005, P

23) This was the call of God on his life. His early success in

Ararat through the event called Teen Week set him up for future

success. (Moyes 2005, P 26). That one week created 261 first

time commitments to Christ. Ararat taught Moyes that when you

see a need, you can create a dream, and then a vision, and with

hard work you will get results. This was another pattern that

began here and flowed throughout his life. (Moyes 2005, P 27).

The main call on Moyes’ life was evangelism. Although he

was a consummate pastor in that he cared for the flock, he was

always dreaming up ways to win lost people to Christ. He

travelled much as a visiting evangelist, but also he worked hard

creating evangelism opportunities in his own parish. For example

he visited men in their lunchtimes at work every week for years 3 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

and invariably led many of them to Christ. (Moyes 2005, P. 29)

He was as pleased to sit with a labourer in the gutter as he was

with a director in a board room (Moyes 2005, P 30). He soon

latched onto a methodology. He could get more saved if he took

someone with him and trained them, and later they could both

train another two, and so on until he had a large effective team

of evangelists doing home visitation every Tuesday night and

winning people to Christ in their homes, followed by a baptism

the next Sunday. (Moyes 2005, P. 32) His passion for evangelism never abated. However Moyes never saw himself as an itinerant

evangelist but “preaching the Gospel in a settled place.” This

together with his penchant for meeting social need was his

identity. Moyes deeply valued mentors. His first mentor was

Basil Sterling in the first church in the slums of Melbourne.

(Moyes 2005, P 53) A man who began as resistant, but later

became a long term supporter of the young Moyes. The second

mentor was a named called Charlie Ferris (Moyes 2005, P 53)

Billy Graham became a lifelong mentor to Moyes. As they grew in

friendship Billy used Moyes to assist him in training other

evangelists. (Moyes 2005, pp 37,38,42) Moyes connected with

mentors who were available to lead and guide him through

difficult times. (Moyes 2005, P. 56) He states that having

mentors support meant that he could withstand any social

pressure and with their guidance achieve beyond his natural

capacity (Moyes 2005, P. 58). He claims that he listened to them

and he made himself accountable. (Moyes 2005, P. 58).

4 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

Being such an influential leader begs the question, is

such a leader born or made? In talking to both Moyes’ wife

Beverley (Appendix 1) and his son David (Appendix 2) by

interview, I posed that question to them both. What came across

from their viewpoint was that Moyes was called of God and in

outworking that calling, he excelled. David pointed out that

Moyes never wavered from his calling. He believed that Moyes had

a gift from God upon his life and that he augmented that with

lifelong learning especially in the field of leadership and

management. Beverley similarly noted that Moyes had a gift of

leadership, and that he added management skills to that. Both

the Great Man Theory and the Trait Theory of leadership would

argue that a significant leader has certain innate qualities

from birth that qualify them for leadership. (Avery et al., 2004

p70) The interesting question of leaders being born or made or a

bit of both is addressed well by (Day & Antonakis 2012, P.111)

when they report that around 30% of individual leadership

differences in leadership role occupancy could be attributed to

latent genetic factors. Working with studying sets of twins and

comparing those who took up leadership roles, regardless of how

effective they were, showed there was some non-trivial

proportion of inherited capabilities associated with ascension

to leadership roles (Approximately 30%); however a far larger

proportion of the variance was associated with non-shared

environmental influences. Summarising, (Day & Antonakis 2012,

p.111) make the point that by virtue of good genes some

individuals do have an advantage over others, but that anyone

can become a better leader and increase their odds of moving 5 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

into leadership roles through practice and other interventions.

Such emphasis on innate genetic disposition is separate to the

call of God. In this sense the call of God is something one does

not have control over. Being called of God is God’s choosing and

after the call has been discovered or realised, a person can

then steward the call/gift of God either well or not well.

Stewarding the gift of God well would include developing the

skills of leadership through practice, study and hard work.

Moyes amply demonstrated his dedication in all these three

areas. The making of a leader then has these key elements:

genetic endowment, the gift or call of God, early formational

experiences (Such as the death of Moyes’ father and his mother’s

strong role model) and then practice, studying and learning to

round out the successful leader.

Moyes leadership formation reveals the qualities referred

to by the work of (Erikson 1968) where healthy life experiences

in early childhood lead to the learning of trust with the virtue

of hope being realised. During toddler years a healthy balance

of autonomy verses shame and doubt leads to will power and self-

control being developed. During the preschool years the healthy

balance of initiative versus guilt leads to the development of

purpose and direction. During the primary school years a healthy

balance of industry verses inferiority leads to competence and

method. Later during the adolescent years the healthy balance of

identity versus role confusion leads to fidelity and devotion.

All these positive qualities were amply demonstrated Moyes’ life

and leads us to the conclusion that despite some difficult 6 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

trauma in his early years the positive role model influence of

his mother was important in his leadership formation.

The work of Robert Clinton throws light onto the

development of the Christian Leader (Clinton 1983). Clinton

states that leadership development is influenced by Patterns,

Processes, and Principles. His work reveals the five phases of

development commencing with Phase 1, the Sovereign Foundations.

This would be where Moyes experiences formative input from his

pastor at the time of his father’s death, then later at his

conversion at age thirteen, then a significant energising of his

faith at about 16 or 17 years of age. He begins his preaching

ministry at 19. The second phase of leadership development from

Clinton is Inner Life Growth which matches with his feeling

deeply impacted by the needs of the slum community in inner

Melbourne at his first pastorate. The testing experiences at

that stage were the resistance he found in the older

parishioners and the lack of resources to help the most needy.

Phase 3 is Ministry Maturing and for Moyes, he hits his straps

in Ararat where instead of going to the USA to study as planned

he’s sent to a small country town that’s pretty dead spiritually

and through his innovation and hard work he experiences

unprecedented blessing and fruitfulness. Phase 4 is Life

Maturing and as Moyes moves to Sydney to take over the

beleaguered Wesley Mission he arrives with a 500 page thesis of

how to do church in the inner city and goes about reinventing

the inner city church for the Uniting Church of Australia. Phase

5 is called convergence and this is where Moyes moves into the 7 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

very fruitful era of his life with television, books and radio

where his influence is greatly multiplied culminating in public

office where he assists in forming legislation that works to

alleviate pain and suffering in the community.

The behaviours and traits of leadership that Moyes

demonstrated included Innovation. In Ararat he created Teen Week

as a weeklong event that set the town on fire with Christian

love and engagement of almost half the town folk (Moyes 2005, P.

24). The results of that week made it into newspapers as far

away as Sydney and brought celebrity speakers to Ararat from

Melbourne and Sydney. Another leadership behaviour was

motivating others. In Ararat he created teams of volunteers to

assist him as a new pastor in the local church to make Teen Week

so big and so far reaching into the lives of many people. For

example he asked twenty young people to meet him in his home and

bring their year books from school, He asked them about all

their friends, who they were and where they were now. He then

recruited twenty volunteer typists to write letters to every

young person they could find in the area and invite them to teen

week. (Moyes 2005, P. 25) His ability to raise volunteers began

there and grew in effectiveness right throughout his life as

many tens of thousands of people volunteered to serve God under

his leadership.

A strong leadership behaviour he excelled at was opening

doors. The success of Teen Week drew the attention of the

Premier of Victoria Sir Henry Bolte, who visited Moyes at his 8 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

Ararat church to see what was going on. (Moyes 2005, P. 25) This

trait continued through his life as he broke into radio then

television and even to the point of owning radio stations and

creating content for television series. Moyes use of the media

was a very big part of his success. Through radio and

television, books, and magazines as well as later the internet

he was able to reach countless millions with the message of the

gospel. Moyes was a master strategist. Leading up his

appointment to the Superintendent of Wesley Mission in 1977 he

had written a 500 page thesis on Urban Mission called

Transforming the City Church. This became his blueprint for his

next twenty seven years as the leader of Wesley Mission. (Moyes 2005, P. 33,111) Moyes was able to gain the attention and

assistance of very influential people. Whether it was

entertainment industry stars helping with Easter productions

(Moyes 2005, P. 34). Whether it was Politicians such as the

then Prime Minister John Howard, or whether it was influential

businessmen; he knew them, commanded their attention and gained

their trust, respect and support.

Moyes had to learn was to delegate, and he learned this

early, with numerous committees he formed in the first pastorate

to do all manner of roles and tasks. (Moyes 2005, P. 50) His

role as a counsellor brought him to the realisation that the

time commitment was not warranted if he was going to be

effective in his larger roles, so he multiplied himself and

created ministry roles for many others. (Moyes 2005, P. 278)

Moyes was a prolific writer. His influence spread far and wide 9 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

through his many forms of writing such as church newsletters,

denominational magazines, radio and television spots, books,

booklets, (Moyes 2005, P. 97). Moyes was a master fund raiser.

His creative ingenuity gave him more ideas of how to raise money

than anyone else. He used every idea large and small

continuously to raise over one and a half billion dollars over

his lifetime for the social welfare needs of Australians. (Moyes

2005, P. 110). His unstoppable entrepreneurial style gave him

opportunities to speak in the corporate world which enabled him

to raise enough money to pay his and his secretary’s wage for

many years. (Moyes 2005, P. 313)

Another attribute or behaviour of leadership is learning

how to handle opposition. I’m sure Moyes had high hopes that his

book would bring change to the Uniting Church of Australia

(UCA). His leadership was largely rejected by the hierarchy of

the UCA; yet by his fruitfulness and his unparalleled

achievements he had a voice that could not be silenced. Every

great leader will have critics and opposition, that’s par for

the course, and Moyes had more than his fair share. (Moyes 2005,P. 66,87,102,118,119,123,190) Many in the UCA believed he would

never make it as the superintendent of the Wesley Mission but he

proved them all wrong. (Moyes 2005, P. 109). Moyes was a man of

principle, modelling Authentic Leadership (Gardner et al., 2011

P. 2011) yet he did feel the need to speak out publically about

the abuse of power concerning those who were his own leaders and

elders (Moyes 2005, P. 129) He modelled humility to a high

degree but was also strongly outspoken against duplicity and 10 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

hypocrisy. (Moyes 2005, P. 131). Moyes was an agitator for

change of immoveable objects, a trait of great leaders possessed

of faith. His advice and passionate agitation for change within

the UCA was considered, thoughtful and reasoned, but no doubt

fell on deaf ears. Yet he continued to lobby for change within

what was essentially a liberal and failing denomination that did

not represent his own values. (Moyes 2005, P. 122)

Moyes was a man of faith. Miracles were evident in his

ministry, especially in the realm of acquiring land and

buildings. (Moyes 2005, P. 150) The need to overcome obstacles

was ever present and he showed the capacity of the leader to

move ahead and overcome insurmountable difficulties. (Moyes

2005, P. 152) His courage in the face of opposition was an

evidence of faith, one time in facing a defamation writ because

he spoke out about injustice, he refused to recant and apologise

but moved forward and solved a tricky problem (Moyes 2005, P.

210). Becoming the NSW Entrepreneur of the year in 2002 is an

evidence of being a man of faith. His creativity and faith

oriented outlook allowed him to make such vast changes and build

many large complexes to facilitate the work of the ministry.

(Moyes 2005, P. 232) Self-confidence was a big factor in Moyes

life. In the interview with his wife Beverley and his son David

they spoke of Moyes as having a healthy belief in his own

abilities. He had an ability to believe he could make it happen.

Neither was he ever insecure about others under himself becoming

successful. (Day & Antonakis 2012, p. 116) observe that self-

esteem has a significant positive effect on leadership role 11 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

occupancy, and on leadership advancement. Further to that they

report that intelligence has no effect in terms of intrinsic

motivation or motivation to lead, but that studies show that

intelligence is a robust predictor of a leader’s effectiveness

even if it doesn’t predict emergence. Similarly Gayle Avery

reports (Avery et al., 2004 P.71) that high level intelligence

is a trait of successful leaders, as they need to be able to

gather and process considerable information, formulate

strategies, and solve problems.

Moyes was ultra-accountable. In his first pastorate the

names of people he visited as a pastor were given to the church

elders monthly. He commissioned a time and motion study on his

work life and discovered how he used his time. The study showed

he was working 116 hours a week. (Moyes 2005, P. 69). The results changed the practices of his life in terms of time

usage, including a plan to employ others to do the

administration roles he was doing and stay with the task he was

called and gifted to do (Moyes 2005, P. 67,102,144,169,185,264).

Moyes made sure he met with significant men and women of

influence in business, education and government (Moyes 2005, P.

57). Moyes was a strategic planner; his vast mental capacity

enabled him to think and plan ahead for the future and create

vast change in the organisations that he led. (Moyes 2005, P.

61) Moyes sought to enter the city at every available point

through the “secret access” as he calls it, of radio (Moyes

2005, P. 87). Moyes was a visionary He could look at huge


problems and create a picture of how things could be different

and what it would take to change them. (Moyes 2005, P. 62).

Was Moyes a Charismatic leader? The journey of discovery

about Moyes as to what kind of a leader he was begs the question

was he a charismatic leader? Finding the basic definition of

Charismatic and Transformational leadership to be (Avolio &

Yammarino 2013 P.XXVII) fostering performance beyond expected

standards by developing an emotional attachment with followers

and other leaders which is tied to a common cause and which

contributes to the greater good or larger collective. This

leadership is of high ethical standards and the bonding between

leaders and followers is enhanced by emotional attachment,

respect and trust. In asking both Moyes wife Beverley and his

son David if they thought Moyes was a charismatic leader,

Beverley stated that he had a winsome personality, and was

outgoing and confident. David stated that Moyes was charismatic

in terms of his personality in the leadership environment. Using

Avolio and Yammarino’s definition of what charismatic leadership

looks like, I would say that without any doubt Moyes

demonstrated the same qualities.

Moyes wrote much about the element of trust saying about

fund raising that people give to someone they can trust (Moyes

2005, P. 111). “Response is to a person not an organisation”,

he said. His high value on communicating to individuals who were

in need developed a deep trust not only with those he

communicated to but others who were aware of that commitment. 13 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

Moyes overcame resistance of followers and leaders who initially

opposed his plans and vision by demonstrating his ability to

produce the desired outcome. His track record from the early

days of pastoring in Ararat gave him a platform to boost his

credibility and give him respect among those who had influence.

All the way through his autobiography Moyes is at war with

the Uniting Church of Australia whose leadership paradigm is

bureaucratic-transactional-management approach which is at odds

with the leadership model Moyes lived out which was the

charismatic-transforming-leadership approach. (Avolio &

Yammarino 2013 p.7) Moyes writes about his values throughout

his autograph and he sticks wholeheartedly to his ethics and

values (See appendix 3) often in the face of popular opinion and

political pressure, these are the marks of the charismatic

leadership model. In assessing Moyes through the respected

Multifactor Leadership Questionnaire developed by (Bass & Avolio

1995) now in its latest version MLQ5X we can ask the questions

posed about Moyes and observe from his behaviours the outcome

clearly points to Transformational and Charismatic leadership.

The key questions relate to whether the leader builds trust,

acts with integrity, inspires others, encourages innovative

thinking, and coaches people. These being the indicators of

transformational and charismatic leadership as opposed to the

indicators of; avoids involvement, fights fires, which are the

marks of the passive and avoidant leader. The questionnaire also

asks about the indicators of rewarding achievement and

monitoring mistakes which link mainly to the transactional 14 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

leadership model. One of the most recognisable leadership traits

of great leaders is the ability to read the signs of the times,

to look with vision, speak with skill, and gather people

together to get the job done effectively. Leaders do not wait

for things to happen, they make things happen. (Moyes 2005, P.

113) Moyes perceived early in his ministry life the power and

value of communication. He communicated voluminously through

preaching, writing, and use of the press, radio and television

and later through the internet. (Moyes 2005, P.112)

In studying a great leader we can learn from who they were

and also from what they did. Studying Moyes’ life in leadership

shows that he had innate gifts and abilities within him that

enabled him to excel in so many ways. We also learn that through

his diligence and lifelong learning he applied himself to gain

knowledge and understanding to enhance his leadership

effectiveness. There is much to learn from his practice that can

be applied in a range of ministry applications. The most

important application of change in my life would be the

development of the self-confidence and drive within my inner

world and identity. Moyes leadership paradigm of

Transformational and Charismatic leadership is one which I would

seek to emulate. I believe that this paradigm would be a natural

fit for me in any case and offers great advantages over

transactional and classical or organic leadership paradigms

(Avery et al., 2004, P. 19) My own leadership paradigm has some

similarities in ministry formation with Moyes. His beginnings

with the early death of his father at age eight (me, age seven) 15 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

and interestingly the comment made to him by a significant

authority figure that “You’ll be the man of the house now”

(Moyes 2005, P.336) which also happened to me. This, although

somewhat predictable, is a formative mental picture that creates

the sense of responsibility to act in a way that pushes one to

be engaged and part of the answer. His mother, like mine, was

industrious and determined to forge a good future for her

fatherless family, although Moyes’ early years were more marked

with poverty than my own.

Moyes’ early years in ministry produced significant wins

that brought great confidence and this was similar to my

experience for the first ten years of my ministry formation. The

most outstanding trait of Moyes that shows up right throughout

his autobiography is his extreme work ethic. It is interesting

to contemplate the capacity of a leader. Moyes was a very high

capacity leader. His personal standard of work ethic leaves

almost everyone else far behind due to complacency. He often

admits that his work hours exceeded 100 hours per week and his

intellectual capacity was also enormous having completed study

in recognised courses almost every year of his ministry life.

In considering the challenges I face in my own leadership

paradigm I see myself as a transformational leader, and in

comparing myself to Moyes I see that I have a smaller capacity

and would be already in a stage of life where my accomplishments

will be well short of his. The negative transactional aspects of

leadership that may tend to creep in around my execution of 16 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

leadership are failing to monitor, failing to reward achievement

and this more a result of lower capacity. Using the tool of

reflective thinking I have pondered upon the path to leadership

development and improvement in my own life and can see that

regardless of the innate qualities and traits of leadership

either present or absent from my makeup, I have the opportunity

of growing and learning in the leadership environment. My study

in the Masters is one way in which I intend to grow in my

understanding and knowledge of leadership practice. Yet with all

the learning there must also come a belief in myself. This self-

confidence and drive that was amply demonstrated by Moyes is

somewhat lacking in my own life and the way that can be remedied

is through the application of an integrative framework for

leadership practice.

A welcome and effective tool for such a framework is thee

Wesleyan Quadrilateral which provides a way to engage with input

from four valuable sources; namely Scripture, Reason, Tradition

and Experience. Obviously for Wesley, Moyes and myself, the

supremacy of Scripture is vital but this must be interpreted in

the light of tradition and reason with the lifetime of

experience in walking with God also providing a learning

pathway. The way to approach this framework is to ensure that I

have regular input from reading and studying the scripture, a

mentor who assists me in obtaining a perspective from the point

of view of tradition and reason and a liberal dose of

Theological Reflection to ponder on what God is saying to me

through my experience and the other three avenues of wisdom. May17 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

God bless and favour me with the passion and persistence and

self-belief that Pastor Gordon Keith Mackenzie Moyes possessed.

REFERENCES

Avery, G., Bell, A., Hilb, M. and Witte, A. (2004).

Understanding leadership. London: SAGE.

Avolio & Yammarino 2013, Transformational & Charismatic

Leadership – the road ahead –

Bass, B. M. & Avolio, B. J. (1990). Transformational

leadership development: Manual for the Multifactor

Leadership Questionnaire. Palo Alto, CA: Consulting

Psychologist Press. [Accessed through

http://romania.testcentral.ro/media/mlq-f-en-pdf-

62MDK5XQ.pdf on 20 May 2015]

Clinton, JR 1988, The Making of a Leader, Navpress,

Colorado Springs, CO.

Erikson, E. (1968). Identity, youth, and crisis. New York:

W.W. Norton. [Retrieved through

http://www.businessballs.com/erik_erikson_psychosocial

_theory.htm accessed 20 May 2015]


http://www.businessballs.com/erik_erikson_psychosocial_theory.htm

http://www.businessballs.com/erik_erikson_psychosocial_theory.htm

http://romania.testcentral.ro/media/mlq-f-en-pdf-62MDK5XQ.pdf

http://romania.testcentral.ro/media/mlq-f-en-pdf-62MDK5XQ.pdf

Gardner W.L., Cogliser C.C., Davis K.M., Dickens M.P.,

Authentic leadership: A review of the literature and

research agenda. – The Leadership Quarterly Texas Tech

University, USA.

Moyes, G.K.M. 2005, Leaving a Legacy. Ark House Press.

APPENDIX 1 – INTERVIEW WITH MRS. BEVERLEY MOYES

How do you feel Gordon’s upbringing influenced his ability to lead others?

His father died when Gordon was eight and he was the oldest of

the siblings. He felt a keen sense of responsibility towards his

mother and the youngest being only a baby. At he time a

Christian pastor from the Box Hill Church of Christ remarked to

him that he was now the man of the house and perhaps that gave

him a sense of duty. In his teen years perhaps he was a bit of a

devil at times, but nothing serious I knew him from the age of

13.


How was he able to convince, persuade and engage others to respond to God’s call or

to assist in his vision?

He was not a dominating person but he had a very healthy ego. He

was talented in singing, and sang in the choir. Gordon had a

healthy belief in his own abilities. He had a passion for Christ

and a winsome personality. In his early years he has a minor

speech impediment finding it difficult to say his “th”’s.

Perhaps he was mildly dyslexic. Certainly he spelling was not

good and if he was in a hurry, his spelling would be atrocious.

Gradually he learned to overcome all these things. I think his

elocution lessons and singing cured those things. His healthy

beliefs and passion for Christ stand out to me. He was saved at

age 13, and became exceedingly passionate at age 16 or 17. We

two were together at Box Hill Church of Christ. In his

personality he was able to persuade people, I think that was a

gift from God. He was outgoing, self-confident, and had a few

friends at a deep level. He was a detail person in some arenas

but not in all.

What was his personal manner with other leaders that served under him?

He believed that any person he hired must be able to do a better

job than himself in whatever field that was. They needed to

prove that they were good at that job. He was not a micro-

manager, but would endeavour to enable that person to do a

better job. He was very direct, but kind. Some may have found


him hard line. At the orientation days for new staff at the

Wesley Mission he was very strong. He was just.

How much of his success do you see as a result of his innate gifting and how much was

as a result of skills that he developed?

He had a gift to lead and he added to that management skills. He

developed much from observation and was an avid reader from all

sources. He always studied leadership through his whole life.

How did he use his time? Did he have any down time?

Oh yes he enjoyed Television. He had an efficient use of time.

He was not a workaholic, he knew when to turn off. I was so

heartened over the last weeks of his life how the kids and

grandkids spent those last few days with him. Their experience

was that they never really saw a lack. Perhaps he regretted a

little not spending more time with them but here were no

regrets.

Any final observations?

Gordon had the ability to believe that you could make it happen.

He was an enabler. He enabled others to do it.


APPENDIX 2 – INTERVIEW WITH MOYES’ SON - PASTOR DAVID MOYES

Why do you think your father was so successful?

He had a calling to be an evangelist. He believed in Word and

deed theology, in expressing through deed what the word of God

taught. That was an outworking of social justice. In 50 years he

did not waver from the calling. In the early days under the

Church of Christ he was a bit limited to word theology but later

at Wesley Mission he fully outworked the word and deed theology.

I believe he had a gift of leadership from God. His

understanding of leadership was more than just what some people

talk about. He possessed business and management principles

learned and taught from other people. He helped administrate

what God wanted. He had a god given gift and he built upon that

through education. He read thoroughly on management and

leadership. 22 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

What was his personality like?

He was driven, an extrovert, and he derived energy from being

with people.

Did he have many friends?

He was taught in the Church of Christ that a pastor could not

have friends in the church, but he had good friends outside the

church.

How did he relate to others?

With people who were volunteers and staff he was quite direct,

he had a high work ethic, and he expected that of others. He had

a very high standard and he expected that of others.

Did you see him as a charismatic person?

In terms of personality – yes, in the church environment.

How was he able to convince, persuade and engage others to respond to God’s call or

to assist in his vision?

He would talk about vision, he could paint the picture. Often he

would paint the picture of the skeleton and ask others to finish


the picture off with flesh and skin. He was visionary and he

helped others nurture their own vision.

Was he a workaholic?

Maybe in the early days at Church of Christ in Melbourne, there

were some regrets, but not generally. I think he had a high work

ethic but it was balanced. He took Mondays off, and was always

home in the evenings between 6.00pm and 7.30pm to be with the

family around the evening meal table. He was always available

for family birthdays and for my sporting events. I only have

fond memories of our years growing up.

Did your father have any fears and worries?

I am sure he did but he never mentioned any. My parents shielded

the children form things like that. He had his critics on all

sides, both conservatives and liberals. I remember at one stage

the Uniting Church tried to sack him and that was difficult.

Have you tried to emulate your father in your current ministry role as a church pastor?

My dad modelled servant leadership, He always told me to put on

people that were better than me and not to be threatened by

that. He taught me that great leaders were never insecure about

others success under them. He taught me a high value of

visitation. It is important for connection and talking to people

about the vision and hearing their hurts and hopes. Even when he24 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

served in Wesley Mission and it was so busy, he still visited at

least one person a week. I now visit at least five people a

week. He taught me to never give up - to pursue my calling

especially in these recent times when ministry is getting

tougher and tougher.

APPENDIX 3 – GORDON MOYES ETHICS, VALUES AND PHILOSOPHY OF

MINISTRY, PREACHING AND ETHOS.

Ethos

How we perceive ourselves greatly determines how we live our

lives (Moyes 2005, P. 79)

In serving needy people even though the task is too big and our

money is too limited, we bring glory to God. (Moyes 2005, P. 81)

Every ministry must be tough and disciplined especially in his

commitment to a sacrificial salary and a holy and blameless

life. (Moyes 2005, P. 84)

Moyes’ stated that he and his wife had found that their prayers

have been answered by God. That is why they live in confidence.

They know He hears their prayers and answers their needs. (Moyes

2005, P. 147)

Church is a community not a group of individuals (Moyes 2005, P.

93)

Making people wait is a power game and one which I have never

employed. (Moyes 2005, P. 108)

People give to someone they trust (Moyes 2005, P. 111)25 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

How do you shift mountains by faith? With Faith you require only

two things, work and persistence! (Moyes 2005, P. 144)

Philosophy of Ministry

God is preparing people for us to meet (Moyes 2005, P. 65)

Disciples not decisions (Moyes 2005, P. 80)

We must adapt our message to the culture into which we minister.

(Moyes 2005, P. 93)

The ministry of miracles, signs and wonders are outside the New

Testament purpose unless they are directed towards helping

people accept the gospel (Moyes 2005, P. 83)

Without the ministry of the word and deed together the impetus

for good works is lost. (Moyes 2005, P. 110)

Doctrine determines practice (Moyes 2005, P. 111)

The church is the church when it is the church in mission (Moyes

2005, P. 114)

In a not-for-profit the CEO should be the major fund raiser. (Moyes 2005, P. 115)

Service and worship are inextricably bound together. (Moyes

2005, P. 164)

Evangelism is primary in the provision of welfare and social

justice (Moyes 2005, P. 167)

The role of the pastor is not only focussed on the people of the

worshipping congregation of the church, but in a real sense, any

minister relating to the community becomes a pastor to that

community (Moyes 2005, P. 243)26 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

One key function of a pastor I to be a priest on behalf of God’s

people, especially in praying for them. (Moyes 2005, P. 274)

The church should not be in debt at all and the only way out of

debt is hard work. (Moyes 2005, P. 296)

Leaders are called to lead. They are called to skill themselves

and to give total commitment to build a team to multiply their

own effectiveness. I must work like it all depends on me and

pray like it all depends on God. (Moyes 2005, P. 316)

Philosophy of Preaching

Preaching was the most important thing a man could ever do.

(Moyes 2005, P. 75)

The call to preach carries such dignity and high value that I

leaves no room to live an immoral life, or to countenance sin or

any lifestyle that is not holy and acceptable to God. (Moyes

2005, P.79)

It’s a good discipline to concentrate on the great doctrines of

the faith and at the same time remain contemporary and relevant.

Moyes deliberately raised difficult intellectual issues to give

students a handle on their faith. (Moyes 2005, P. 95)

Philosophy of welfare.

Wesley Mission responded to the needs of people on the street,

not just with band-aids: the emergency relief, clothing, food

and accommodation that is a basic right for people, but with

programs aimed at bringing people to confront themselves, making

for personal awareness, causing people to consider their future,

encouraging self-help, providing employment, training, and 27 | P a g e C r a i g A n d e r s o n J M 5 0 1 A s s i g n m e n t 2 – A d d r e s s i n g a L e a d e r s h i p C h a l l e n g e

placement programs of people into jobs and better accommodation.

Then when the person is ready, they can see we act out of an

even higher motivation, and desire them also to know true inner

security that holds them fast in any storm. (Moyes 2005, P. 216)


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