Benton 1

Gabriel Benton

Corbo

English 12

21, January, 2021

I-Search Paper

Introduction:

My senior capstone project was a career exploration rather than a passion project.

Throughout my life, I have been immersed in numerous different leadership experiences. I feel

that I am called to pursue my talent of leadership as a career, which is why my career exploration

was on a Camp Director for a Young Life camp. At the beginning of my project, I wanted to find

out more information about leadership and study what it means to be a leader, as well as how to

become a Camp Director the most effective way possible. Throughout my research, I stayed true

to those inquiries and obtained much incredible information. Additionally, I shadowed Clayton

Schultz as he led Young Life campaigners, getting hands-on experience and insight on being a

Young Life leader. This project was a long process, but through it all, I found information that

will stick with me through the years and give me confidence in pursuing this career.

What I Knew:

I have been immersed in leadership my entire life. In first grade, I joined the Cub Scouts,

later joining the Boy Scouts in middle school and getting my Eagle Scout at 16 years old. The

Scouts have done the most for me in learning leadership. One of the core values of being a Boy

Scout, and especially an Eagle Scout, is how to be an effective servant leader. Because of this, I

immersed myself in hands-on leadership situations for years. Even after I got my Eagle Scout, I

went on to become the highest attainable youth staff position, the Senior Patrol Leader, in the
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Boy Scouts of America’s National Youth Leadership Training (NYLT). This experience, and my

years staffing before Senior Patrol Leader, put me in countless stressful situations that taught me

how to get a group of people organized to achieve a similar goal under high-stress situations, no

matter what the case may be. Not only that, but the Scouts, and NYLT in particular, exposed the

two most important things I think are necessary to be an effective leader. The first and most

important is to be a servant leader. Instead of being a boss telling everyone what to do, it is vital

to only ask of people things you are willing to do yourself and prove it to them. Second,

communication is key. Without good communication, it is impossible to organize a group of

people to get even the simplest tasks done. Other communication skills such as conflict

resolution (E.A.R. Method), how to properly teach someone something (E.D.G.E. Method), and

effective presentation skills are all also key parts of the communication aspect. If you master

these two aspects first, many of the other more complex aspects of leadership will fall into place.

I have had many other leadership positions in my short 18 years on this planet, and I have just

always felt at home being the one to inspire and lead the people I am around. These experiences

and my skill for it is the reason I have chosen to go down the leadership path. I have also been

involved with Young Life almost all of my high school career, so I am familiar with the way it

works. It changed my life forever, and the thought that I can do that for even one of the kids that

comes to my camp makes my heart melt.

What I Wanted to Know:

I want to learn three main things during the duration of this project. I want to learn the

most efficient and cost-effective way to become a Young Life Camp Director first and foremost,

how to lead a camp physically, spiritually, emotionally, and what any downsides are. Other

leading questions could be: What exactly will I be in charge of? What kind of people will I be
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working with and who will I have to delegate leadership duties with? Is it a steady career, and

will I have to move a lot? How much will I get paid annually, and exactly what benefits are

there? Is it a good job to have when married with kids? Will I get to travel?

Learning how to get the job in a way other people may not think of could be very

beneficial down the road. What kind of college should I go to and what should I major in? Also,

I want to figure out what the application process looks like and how soon I can apply after

college, and if there are any internships I could utilize. As for the three leadership aspects, I

have experience leading people physically, and somewhat emotionally, but spiritually is a vital

point of leadership for a Young Life camp that I am not yet confident in. For downsides, from the

research I have done already, it seems like a great job that has full benefits and is reliable. I am

aware that it is probably a very competitive position, but that is not going to stop me from trying.

Everything has a downside, however, so I would like to uncover any worms under the rock and

make sure there aren’t any significant downsides that would drive me away from this career.

The big “why” I want to do this job is because I feel like it is what God is calling me to

do. Originally, I wanted to do an ROTC program in college and fly for the Air Force or Marines.

I needed a 26 on the ACT to even qualify for the scholarship, and after taking it multiple times, it

just did not happen. I figured that ROTC and being a pilot wasn’t what God wants me to do.

Since I have always been involved in leadership, and Young Life has a special place in

my heart, I feel like this career path is the best for me. Plus, I wanted to get a bachelor’s in

Outdoor Leadership at Colorado Christian University anyway, which fits the criteria for this job

perfectly. So, with this career path in my headlights, I want to learn about this job from every

angle so that I am confident in my ability to do this job effectively and confidently if and when I

get the job.

What I Learned:

Over the course of this project, I read articles, evaluated studies, watched videos, read

books, talked with mentors, and looked at many different opinions on leadership to try and

obtain a better understanding of what it means to be a leader. At the beginning of my project, I

looked into three main things: the best way to become a Young Life Camp Director, how to lead

people physically, emotionally, and spiritually, and what any downsides might be. I feel I

researched everything I originally wanted to extremely well, except for looking at the downsides.

I believe my main research results were broken down into four categories: how to lead

physically, spiritually, and emotionally, what it means to be a Young Life Camp Director and

what I need to do to get there, basic leadership statistics I need to keep in mind, and information

I got from my mentorship hours.

My research on physical, emotional, and spiritual leadership was by far the most

prevalent thing I researched. Physical leadership seemed to be the type of leadership with the

most information that I could find. I read about president Lincoln’s physical (and emotional)

style of leadership in Lincoln on Leadership by Donald Phillips, and how important

communication is with information from the Center for Creative Leadership. The main concept I

learned about in the book was that "the foundation of Abraham Lincoln's leadership style was an

unshakable commitment to the rights of the individual" (Phillips 3). Phillips also described how

many people have tried and failed to define the true meaning of leadership, so rather than trying

to learn about it in textbooks, we should look at significant leaders from history, such as Gandhi,

Lenin, Franklin Roosevelt, and Lincoln. Interestingly enough, all these leaders faced some kind

of trauma growing up and were faced with a hard task in their time of leadership. For Lincoln, he

had to reunite the country in a time of unmatched divide before that time and inevitable civil war,
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all while the Union had almost no military. Many thoughts of Lincoln as unequipped for the job,

but he pulled it off due to his outstanding leadership style, which is broken down in this book.

The two parts of this book that were especially relevant to physical leadership were: Part I: Get

Out of the Office and Circulate Among the Troops, and Part II: Build Strong Alliances. Part I was

especially interesting because it talks about how "... Lincoln spent 75 percent of his time meeting

with people" (Phillips 16). Lincoln spent more time out of the White House than in it, meeting

soldiers on the field and wounded in the hospital, as well as allowing ordinary people to just

walk in and meet with him. It helped people view him in a positive manner and as very

trustworthy - rather than a boss who sits on his high horse all day commanding everyone what to

do. Part II talked about how Lincoln got to know his subordinates personally so that he could

know who he would rely on and so they could know how he would react to any situation and act

accordingly - removing delay and inactivity. “‘... a good manager needs to listen at least as much

as he needs to talk. Too many people fail to realize that real communication goes in both

directions” (Phillips 28). The Center for Creative Leadership website’s main point seemed to be,

"Communication is a core leadership function and a key characteristic of a good leader. Effective

communication and effective leadership are closely intertwined. Leaders need to be skilled

communicators in countless relationships at the organizational level, in communities and groups,

and sometimes on a global scale” (www.ccl.org). While their website talked about a lot, the main

thing I picked up on was their three main facts about what good communication in leaders looks

like. Number one: "authenticity counts - a lot." Be down to earth and a normal person when

talking to people. Don’t use a corporate voice and let people see you for what you really are.

Number two: "visibility is a form of communication." Just like Lincoln, be visible to your team

and don’t just hide behind emails and phone calls. Go out and get dirty with the tasks you assign.
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And number three: "Listening is a powerful skill." It is just as important to listen as well as to

give advice, if not more so. People need to feel heard. By listening, you get an idea of how they

are really feeling and can relate to them on a personal level.

For my emotional leadership research, I looked into the difference between emotional

leadership and emotional intelligence, the six different leadership styles, a Ted Talk on how

conductors lead, and a Ted Talk on motivation. Emotional Leadership was defined as “a process

that leaders use to influence their followers in a common goal”

(www.courses.lumenlearning.com). Emotional intelligence was defined as “the ability, capacity,

or skill to perceive, assess, and manage the emotions of oneself, of others, and of groups”

(www.courses.lumenlearning.com). The six different leadership styles discussed were: “the

authoritative (visionary) leader, the coaching leader, the affiliative leader, the democratic leader,

the pacesetting leader, and the coercive leader (www.intranet.ecu.edu.au). This was just one

websites’ opinion, but I found it useful to start using and comparing with other websites and

opinions. The first Ted Talk I watched, Lead Like the Great Conductors by Itay Talgam, had an

incredible approach to leadership I have not previously thought about. Itay Talgam mentions in

his talk that when he mentions joy in the workplace to senior leadership, many of them get

uncomfortable or angry. When conductors lead an orchestra, they can get very emotional with

the music, lots of times with overwhelming joy. Talgam mentions that the conductor’s joy comes

from “enabling other people’s stories to be heard at the same time" (Talgam). One conductor, in

particular, Kleiber, can be a very controlling conductor, but also conducts by just sitting back and

enjoying what the soloist or orchestra is doing. He is enabling soloists to create beautiful music

without continuously controlling their beat and mood, and enjoying the work the people do in his

orchestra individually. I think this style of leadership is different than many of the main ones we
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follow today, and it is beautiful in nature. “Control is no longer a zero-sum game. You have this

control you have this control. And you put it all together, in partnership, brings about the best

music” (Talgam). The next Ted Talk, The Puzzle of Motivation, mentions the Candle Problem:

people are given a box of thumbtacks, matches, and a candle. Individuals are told to put the

candle on the wall in a way that the wax from the candle does not drip on the table. It is a

challenge to see how people solve problems when given a simple task. Using this challenge, Sam

Glucksburg conducted an experiment to see the power of incentives. He timed his participants to

see who solved the problem faster; one group was to establish averages for how long it takes

people to figure out the problem, and the other group got rewards. Top 25% of everyone’s time,

that person gets $5. The fastest person out of everyone gets $20. The group that had incentives

took 3.5 minutes longer. Glucksburg did the same experiment, but took the thumbtacks out of the

box, making it much easier to figure out. The incentive group kicked the norm group’s butt;

“if-then rewards work really well for those sort of tasks, where there is a simple set of rules, and

a clear destination to go to. Rewards, by their very nature, narrow our focus, concentrate the

mind, that’s why they work in so many cases.” This study and Ted Talk pretty much summarizes

that trying to reward people for problems that require more creativity and fewer guidelines leads

to poor performance, so rather than incentives we should motivate people with doing work that is

intrinsic and that they care about. All of these sources have given me a thorough and inquisitive

take on what it means to be an effective emotional leader, and I am very grateful I was able to

learn about this topic.

My final discussion of what it means to be an effective leader was studying spiritual

leadership. This is a less common type of leadership, so it was harder to find material on it. I

only researched the topic from one website. According to www.cru.org, “We march to the beat of
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a different drummer. A spiritual leader is always a person being lead before he or she is a leader”

(www.cru.org). A person who is a leader has a very important job and must be experienced to be

effective, but an effective spiritual leader is so much more. They are a follower of something

much greater than anything found on Earth. Additionally, www.cru.org discussed our

responsibility to lead as a shepherd. “The primary duties of a shepherd are to lead, feed and meet

the needs of the sheep. When we stop caring for people we relinquish the right to lead”

(www.cru.org). As a Christian, I am called to lead for a purpose greater than myself, which I feel

makes leadership more meaningful, personal, and rewarding.

The second main topic I researched was what it means to be a Young Life Camp Director

and what I need to do to get there. Overall, I did not do as much research around this as the

leadership styles, but I found a bunch of incredible information. First of all, I looked at the

requirements for becoming a Young Life Camp Director. I learned about the 9 responsibilities:

"Mission and Methods, Spiritual Formation, Attentive Hospitality, Interpersonal Relationships,

Comprehensive Stewardship, Talent Development, Embracing Excellence, Training

Expectations, and Camp or Job Specific Working Conditions," the qualifications: "Education

(bachelor’s), Young Life experience, 3-5 years general management and supervisory experience,

involvement in ministry, proven leadership and relationship skills, demonstrates operational

disciplines," the benefits: "medical, dental, vision, paid leave, 401k (up to 4%), pension

contributions, health club, etc," and some other important keynotes (www.younglife.org). I was

also curious to see the basic starting rate for a Young Life Camp Director. According to

glassdoor.com, “The typical Young Life Area Director salary is $46,660. Area Director salaries

at Young Life can range from $31,733 - $68,490” (www.glassdoor.com). This information was
 Benton 9

extremely valuable in giving me a clear outline of what to expect from this job, and how I need

to be prepared for it.

After researching my end goal position, I looked into what I have to do to get there. I

have known since I applied for colleges in October that I wanted to end up at Colorado Christian

University, majoring in Outdoor Leadership. It just so happens that this degree at this college

seems to be the perfect fit for this job, so I researched the Outdoor Industry at CCU and some

requirements that go into getting that degree. In reviewing the general Outdoor Leadership

department at CCU, I learned their key values: "Character formation, Leadership development,

Authentic Community, Skill acquisition, and Spiritual transformation (C.L.A.S.S)"

(www.ccu.edu). I also learned that I pay the same amount whether I take 12 or 18 credit hours, so

I can take all the classes and cool electives I want. The website also mentioned some of the

things I can do with that major: Outdoor/wilderness guide, challenge course instructor, camp

staff, entrepreneurial ventures, and graduate studies. Diving further into the website, I found

more information specifically for the Outdoor Leadership program as my major rather than a

minor. On the website, they mentioned: "According to the Outdoor Industry Association, outdoor

recreation generates $646 billion in consumer spending and 6.1 million direct jobs”

(www.catalog.ccu.edu). This section of the website also went over all of the graduation

requirements with this as my major, as well as a list of every possible class I can take to fulfill

this major. Both of these websites were very informative on what I will be going into when I go

to college at CCU and answered many of my initial questions.

In order to get more information and sources to get a better understanding of leadership, I

researched polls, data, opinions, etc. I researched one website’s six different leadership styles,

including “the authoritative (visionary) leader, the coaching leader, the affiliative leader, the
 Benton 10

democratic leader, the pacesetting leader, and the coercive leader” to compare with other

opinions on leadership styles (www.intranet.ecu.edu.au). Next, I took a leadership quiz online

that was created by Mark Murphy, who has created many leadership criteria, including some

books that are New York Times Best Sellers. According to him, there are 4 leadership styles:

“pragmatist, idealist, steward, and diplomat” (www.leadershipiq.com). After taking the

fourteen-question quiz, I got diplomat. Diplomat style leaders tend to be kind, social, and giving.

They are known for building deep, personal bonds with their employees and resolving conflicts

peacefully. A diplomat is ranked higher in feeling rather than challenging. In other words,

diplomat style leadership is focused on building personal relationships and making sure needs

are met rather than always forcing people to give 100% every day. The third source I researched

was a website that listed eight leadership qualities to motivate and inspire your team: “provide a

vision and a purpose, set clear goals, lead by example, encourage teamwork, be optimistic and

positive, give praise and rewards, communicate with the team, and empower team members”

(www.deakinco.com). These are all ideas that I have heard before, but it was beneficial for me to

see them all in one place. For my fourth source, I went over to Forbes and looked at a study

about What Employees Want From Leaders And Their Workplace Culture. They conducted a

study of 200,000 employees from around the world and their main findings were, “Without

deliberate and intentional efforts to improve workplace culture and leadership, companies face a

significant risk of increases in burnout, disengaged employees and declining business results”

(www.forbes.com). Some more findings were: "Only 45% of employees say they had a peak

moment at work in the past month, a full 79% of employees report suffering from mild,

moderate, or severe burnout, a surprising 54% of employees report that their leader actually

knows what they do at work, and only 51% of employees think their organization is great at
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listening to employees" (www.forbes.com). This study seems to point out that much of the

traditional "boss" style of running a place of work doesn't work as well as many might think. If I

become a Camp Director, I want to be a servant leader who leads like Abraham Lincoln and not

the leaders of these 200,000 employees in the study. I looked into another study by Forbes: The

Changing Face of Leadership: 10 New Research Findings All Leaders Need To Understand.

These ten findings were: "CEO concerns about talent, need for digital leadership skill, why

gender diversity improves profitability, develop leadership potential earlier, value Gen X more,

tech leaders are failing, senior leaders need greater alignment, HR needs developed skill in

people analytics, the 3 cultural shifts needed most, and do-it-yourself leadership growth doesn’t

cut it" (www.forbes.com). Each of these findings had more information on the website, but I feel

the information is summed up sufficiently with the basic ten findings. My last and final source

was one website's opinion about 8 Ways to Spot Leadership Potential In Your Employees. I

thought this would be a good source to look at because if I am trying to become a senior leader in

any field, I should know what people are looking for. Their eight ways were: "they show a higher

level of engagement, they are comfortable with failure, they have great communication skills,

they know when to listen, they don’t need to show off, they get the best out of others, they can

multitask, they know that education never stops" (www.zippia.com). These values are all things I

have seen before as well, but they reminded me of some things I have learned in the past that I

almost forgot about. I wanted to look at many different opinions, polls, and research findings so

that I could get some real, down-to-earth information about what actual people look for in

leaders. I could research leadership idealism all I wanted, but the only way true leadership can be

learned is through experience, which is why I was encouraged to research leadership through the

lens of real people and what they had to say about it.
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The final aspect of my research was time with my mentor. For my mentor hours, I did not

do the traditional interview where I ask them a bunch of questions. But rather, since leadership is

learned through experience, I shadowed Clay while he led Young Life campaigners. Young life

campaigners consist of setting up, mingling at first, then large group discussions where we

review what we covered last week and introduce a new lesson for this week. As the night goes

on, we split between large group and small group breakouts. We also always have some cool

activity that we do that relates to the lesson for that week. For example, on February 22, each

table had a 48 piece puzzle to solve, except the puzzle pieces were mixed up and each table had

to go find which table had the rest of their puzzle. The analogy was that we are trying to put the

puzzle pieces of our life together, but we have foreign pieces of the puzzle in our lives (sin), and

we need to go find the missing pieces (Jesus). It was a very cool analogy. I observed Clay as he

led these large group breakouts and learned a lot about the way he maneuvers a large group

versus a small group. Clay was not in my small group, so I took it upon myself to lead my small

group and initiate some of the questions. And after campaigners ended, I would sometimes talk

with Clay about the night and things I noticed, as well as key lessons he thought I should know.

Upon asking him the most important note or piece of advice that he can think of when it comes

to leadership, he told me “1 Corinthians 11:1,” and “my own leadership advice would be that you

must create the environment for people to thrive and become who they were made to be”

(Schultz). 1 Corinthians 11:1 states: “Follow my example, as I follow the example of Christ.”

Much of my research was based around leadership involving Jesus, and Clay was a wonderful

guide to what leadership with Christ looks like. If I do become a Camp Director for Young Life,

this will have to be something I have mastered, and I can’t think of anyone I would have rather

learned from than Clay Schultz.

Finally, I talked to my CCU enrollment counselor, Maddi Hogan, about many of the

questions I still had before committing either this fall or next fall. I know for a fact that I will be

attending CCU eventually to get a major in Outdoor Leadership, I just had some questions I

needed to answer before I could make a real decision. To get these questions answered I had a

meeting with my counselor and my mom. Some questions included: if I go to Red Rocks first,

will I have to re-apply as a transfer student? How will I know if the classes I take at Red Rocks

will transfer over? What is the best way to complete the Outdoor Leadership major over 4 years?

Will my scholarships stay with me if I get my freshman and sophomore general education credits

done beforehand? Since I live relatively close to campus, can I live at home and save money on

room and board? She told me that if I have over 15 college credits already done, no matter how

long it takes for me to get it done, I will lose all the scholarships I have now and have to re-apply

as a transfer student. Maddi also sent me an email with the general education requirements for

Outdoor Leadership with which ones would be transferable from other schools, along with the

Outdoor program’s recommended course load to get the major done in 4 years. She also

mentioned that since I live within 50 miles of campus, I can stay at home and still attend, saving

me around $11,000 a year if I decide to do that. The only downside is that I will not get the

college campus experience, which is a key aspect of the CCU experience. We talked for about an

hour, and I counted this interview towards my mentorship hours because finding information

about CCU was a key point in my research. I think my mentorship hours have been extremely

productive in getting lots of questions answered, as well as getting hands-on experience with

much of what this career will entail.

Why This is Important to Me:

My physical, emotional, and spiritual leadership research was the most successful part of

this project for me. Every week I had a goal of getting four to five sources, and I definitely met

that goal. All of this research was an incredible expansion to a lot of what I already knew, as well

as learning a lot more about how to lead people spiritually, which is an aspect that I am not as

familiar with. My familiarity with leadership is primarily through getting my Eagle Scout, three

years of staffing the Boy Scout’s National Youth Leadership Training, senior leadership positions

in my Boy Scout home troop, two-year wrestling captain, student leader through Young Life, two

years of Outdoor Lab high school leadership, being a Link Crew leader my junior year, and

more. It is these experiences that have driven me to pursue this career as a Camp Director for

Young Life, and my research around leadership has given me so much insightful information that

I will never forget whether I become a Camp Director or not.

The second most important part of my project was shadowing Clay Shultz. He has been

my Young Life leader since I was a sophomore in high school, and he is one of if not the biggest

role model in my life. I have been watching him lead and learning from his wisdom for years,

and this project helped me push that learning process a step further. While shadowing Clay at

Young Life campaigners, I got to interact with him leading large group discussions and small

group discussions, comparing the differences and similarities between the two, as well as initiate

many questions in small and large group discussions. Additionally, asking and talking with Clay

afterward about his views on leadership and what comes to mind when thinking of leadership

was extremely beneficial. My time shadowing Clay and learning from his wisdom and

experience taught me lessons of leadership that I will remember for years to come, and my

research has given me extremely valuable insight on many things I haven’t thought of before
 Benton 15

when thinking of leadership. I am proud of all of the work I have put into this project, and I truly

believe I have learned a lot through this whole process.

Works Cited

“Bachelor's Degree in Outdoor Leadership.” Outdoor Leadership Degree | Colorado Christian

University, www.ccu.edu/undergrad/outdoor-leadership/.

Boundless. “Boundless Management.” Lumen,

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~:text=Emotional%20Leadership%3A%20Emotional%20leadership%20is,of%20others%2C

%20and%20of%20groups.

Caprino, Kathy. “The Changing Face Of Leadership: 10 New Research Findings All Leaders

Need To Understand.” Forbes, Forbes Magazine, 28 Feb. 2018,

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earch-findings-all-leaders-need-to-understand/?sh=77ac528b6197.

Hogan, Maddi. Personal Virtual Interview. Enrollment Counselor, Colorado Christian

University. March 1, 2021.

Jobs,

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nager-III.aspx.

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team.
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Nordstrom, David Sturt and Todd. “New Research: What Employees Want From Leaders And

Their Workplace Culture.” Forbes, Forbes Magazine, 2 Oct. 2019,

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rs-and-their-workplace-culture/?sh=31c069d13f90.

“Outdoor Leadership Major.” Program: Outdoor Leadership Major - Colorado Christian

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“Quiz: What's Your Leadership Style?” Leadership IQ,

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Schultz, Clayton. Personal In-Person Interviews. Young Life Staff, Young Life. February 8 -

March 8, 2021.
 Benton 18

Six Emotional Leadership Styles.

https://Www.mindtools.com/Community/Pages/Article/Emotional-Leadership.php,

intranet.ecu.edu.au/__data/assets/pdf_file/0006/755637/Six-Emotional-Leadership-Styles.pdf

Swanson, Eric. Crutweets. “Spiritual Leadership: Cru.” Cru.org,

www.cru.org/us/en/blog/leadership/spiritual-leadership.html.

Talgam, Itay, director. Lead like the Great Conductors. TED,

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“8 Ways to Spot Leadership Potential in Your Employees.” Zippia For Employers, 7 Sept. 2018,

www.zippia.com/employer/8-ways-spot-leadership-potential-employees/.

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scale.

“Young Life .” Young Life Area Director Salaries, 4 Feb. 2021,

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3%20%2D%20%2468%2C490.
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