FROM THE CO-EDITOR
Joshua D. Henson, Ph.D.
Regent University
School of Business and Leadership

On behalf of Regent University's School of Business and Leadership and the editorial board of the Journal of Biblical Perspectives in Leadership, I thank you for supporting the journal.

This issue continues our mission of exploring, engaging, and extending the field of knowledge and understanding of the phenomenon of leadership as found within the contexts of the Hebrew and Christian scriptures. The latest issue is an extension of the previous issue theme, catalyzed by the growing conversation on emotional intelligence as central to effective leadership.

We would like to welcome JBPL's two new co-editors, Paul Palma and Alex Wright. Both are seasoned leadership and biblical studies scholars, bringing years of publishing and editorial experience to the team.

As of this issue, I will officially transition out of my role as editor of JBPL. I have been blessed to serve on the editorial team for the journal since 2017; however, the priorities of my schedule and responsibilities now require fresh vision and leadership for JBPL. I am excited to see the vision and excellence with which Drs. Palma and Wright will lead this journal. I am grateful for the leadership and engagement of Dr. Doris Gomez and Dr. Bruce Winston. It was because of their support that I was able to resurrect JBPL and work with so many amazing scholars and practitioners. Thank you for the honor to serve.

Grace and peace in the name of Jesus Christ.

Joshua D. Henson

This manuscript examines the vital role of teaching and mentorship in fostering integrity within modern leadership development, drawing on an exegetical analysis of Titus 2. By exploring Paul's instructions to Titus, the study highlights how leaders can apply sound doctrine, moral character, and relational mentorship principles to contemporary contexts, thereby nurturing ethically grounded and transformational leaders. The comprehensive approach to leadership development in Titus 2 includes teaching, mentorship, ethical behavior, and growth, emphasizing the importance of these elements in cultivating integrity.

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This research examined how Kotter's (1995) leading change framework is illustrated through Jesus' organizational change as presented in Matthew 5:17-48. Limited research exists on the application of organizational change models in biblical studies. Using socio-rhetorical analysis, specifically inner texture and intertexture analyses, this study explored exemplary examples of how Jesus created a vision, communicated change, and empowered action, enacting steps three through five of Kotter's (1995). In Matthew's gospel, Jesus redefined holiness from adherence to the teachings of the Pharisees and scribes to the pursuit of righteousness as the path to heaven. His change message was rooted in Old Testament scripture, aligning with His audience's beliefs, and illustrated through provocative examples. He also set clear expectations, urging compassion towards one's enemy as well as one's neighbor. This research shows effective strategies for executing three steps of Kotter's (1995) leading change process but does not show the entire process end-to-end. Additional pericopes would be required to show how Jesus led organizational change from initiation to institutionalization.

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Ephesians 4:12-13 instructs Christian leaders to "equip the saints for the purpose of ministry" (Eph 4:12 ESV). Paul's call is not for pragmatic results or greater productivity, while such outcomes may rightfully occur. He instead proposes equipping's end as a transformation into "the measure of the stature of the fullness of Christ" (Eph 4:13). As such, this article builds a transformational team leadership model, Christian Transformational Team Leadership (CTTL), based on individual and environmental transformation in Jesus Christ. The CTTL argues an appropriate and Christian team-building process follows these steps: 1) For God's glory through gospel transformation (purpose/why), 2) calling (mission/what), 3) character (values and beliefs/who), 4) competency (strategy/how), 5) and convictional discipleship into environmental transformation (vision/where). Scripture and modern Christian and secular academics support the thesis.

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Leadership is understood as influence, process, and stewardship, with stewardship drawing its meaning from a range of historical, Biblical, and contemporary sources. Steward leadership in the church has multiple points of intersection with discipleship. A useful framework for developing and deploying followers of Jesus through the church is the Deliberately Developmental Organization (DDO). A DDO is built around the assumption that organizations will flourish when they are deeply aligned with people's strongest motive, which is to grow. This alignment requires overcoming internal obstacles to change, taking stock of and intentionally transcending blindspots, and leveraging errors and weaknesses as prime opportunities for transformation. A DDO framework can benefit the church by bolstering her identity as a colony of heaven in two ways: strengthening her internal health, which Kuyper understands as institution, and strengthening her external presence, which Kuyper understands as organism. A DDO framework strengthens the church by providing the structures and processes that form, equip, and release followers of Jesus for life and ministry.

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Analyzing the intersection of Christian theology and leadership theory in undergraduate coursework at selected Baptist colleges and universities contributes data about the breadth of students' exposure to popular leadership theories. Empirical evidence correlates participating faculty members' rate of theoretical introduction to perceptions about each theory's theological compatibility with Christian orthodoxy. Trends in the number of leadership theories presented are shown to vary as a function of undergraduate enrollment. The survey invites further study on patterns of theoretical coverage and the process of theological analysis of leadership theory.

Keywords: Christian theology, leadership theory, Christian higher education

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This cross-disciplinary study examines the overlap between Jesus' Sermon on the Plain and Milgram's experiments. Whereas a great deal of social scientific research has been conducted since Milgram's experiments, these studies and findings were pivotal and are still widely discussed both in academia and popular culture. A summary of Milgram's experiments, including differing opinions as to the significance of the findings, is included. Jesus' Sermon on the Plain is examined utilizing exegetical research. The themes from this examination, which are applied to the treatment of stakeholders in contemporary organizations, are: (a) treat stakeholders ethically even if superiors give contrary orders, (b) manage the fear of non-compliance (c) treat all stakeholders well, not just those who can reciprocate (d) increase physical and mental proximity to stakeholders, and (e) avoid resignation to unethical stakeholder treatment. While social scientific and exegetical research are applied to organizational leadership, the current literature has done little to combine the insights from these disciplines in the context of organizational leadership; this article seeks to address that gap.

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