Leadership development does not happen instantaneously. It takes time; it happens gradually.

Mentoring leaders understand that they influence people in many different ways ranging from directly to indirectly to organizationally.

Knowing that God develops someone one step after another and that such development is a product of his use of other people, events, and experiences in a person’s life, mentoring leaders exercise a keen attentiveness to development movements.

Leaders take an active approach to leadership with a keen attentiveness to God’s purposes for the ministry and their lives. Continually, they prayerfully considered how God was directing and then promptly responded.

Leadership must be marked by a series of patterned behaviours which are repeated over and over again until each one develops into leadership practice. These practices work together with the organizational biases and behaviours in Part 1 to position a ministry for sustained organizational health even as a leadership change is experienced.

Participation in a healthy relationship significantly increases the level of trust an individual has in leadership.

How you approach leadership—your leadership style and your conduct as a leader—has a direct impact on your relationships and trustworthiness. When you understand the purpose of your position and its limits and act accordingly with humility, you cultivate trust.

Trust is built.

It can be strengthened as you meet the trust-related expectations of those you are leading.

You can built trust as a leader by authentically demonstrating concern and compassion.

Authenticity is vital in this area.

Care should not be feigned and it must be practiced regularly.

Trusted leaders actually care for others—they are concerned and have compassion for them.

Authentic demonstrations of concern and compassion significantly influence the trust-related expectations of others. These behaviours reinforce trust-related expectations.