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Sullivan Baptist Association exists S trengthening Christ-like Servant LeadershipB uilding Christ-like Unity and CommunityA dvancing Christ-like Love and Acceptance |
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TRANSFORMATION Very little distance remains between those who we feel affirm Christian values and those who seem committed to the elimination of those values from the American conscience (McManus 2001, 27). Is it possible that it wasn’t the nation that was becoming dangerously secular but the church (McManus 2001, 29). TRANFORMATION*** Its not just head knowledge, but a lifestyle. When I act like a servant, I can still choose whom I will serve, when I will serve and how I will serve. In effect, I remain in charge of my acts of service. If I embrace servanthood, however, I no longer have the right to choose whom, when, and how (Bradley, 1999, 49). Bradley, Yvonne. 1999. Servant leadership: A critique of Robert Greenleaf’s concept of leadership. Journal of Christian Education 42, no. 2 (September): 43-54. TRANSFORMATION* A true servant heart is the by-product of a life surrendered in gratitude to the transforming power of God’s unconditional love and forgiveness. The desire to honor the giver of that love through service to him as Jesus modeled is the primary ambition and animating force of a transformed servant heart (Blanchard, Hybels and Hodges 1999, 80). TRANSFORMATION***, HEART A Christian leader who has been transformed will possess ten strengths: 1. Persuasion – sharing reasons and rationale (1 Cor 2.1-5) 2. Patience – maintaining a long-term perspective and staying committed to goals in the face of short-term obstacles and resistence (Col 1.10-12). 3. Gentleness – dealing with vulnerabilities, disclosures, and feelings followers might express without harshness, hardness, or forcefulness (1 Peter 3.15-16). 4. Teachableness – valuing the different viewpoints, judgments, and experiences followers may have (1 Cor 12.29-30). 5. Acceptance – requiring no evidence or specific performance as a condition for sustaining others’ high self-worth (Acts 10.34-35). 6. Kindness – being sensitive, caring and thoughtful (1 Cor 13.4). 7. Openness – assimilating accurate information and perspectives about followers’ potential while affirming who they are now, regardless of what they own, control, or do (Matthew 18.15-20). 8. Compassionate confrontation – making it safe for followers to risk (1 Peter 3.8). 9. Consistency – congruity among successive acts, ideas, or events so that one’s leadership style becomes a set of values a personal code, a manifestation of one’s character, a reflection of who one is and who one is becoming (Eph 5.8-10) 10. Integrity – matching words and feelings honestly with thoughts and actions, with no desire other than for the good of others (Titus 2.6-8). Certainly it would be difficult to be a transformational leader without these attributes (Lewis, 1996, 13-14). Lewis, Phillip V. 1996. Transformational leadership: A new model for total church involvement. Nashville, TN: Broadman & Holman Publishers. TRANSFORMATION*, church growth When your church is able to consistently facilitate a personal metamorphosis among its people, then it is operating in the realm of effectiveness (Barna 1999, 15). TRANSFORMATION process* From what I have seen over the past two decades, helping individuals to better understand transformation has two components. The various steps in the multistage process, and the driving force behind the process: leadership (Kotter 1996, 31). TRANSFORMATION* 3 levels of change in a church: minor change, major change, and transformational change
7 steps to transformational change:
TRANSFORMATION “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, 20). TRANSFORMATION These works are almost all content based, focusing on how bad tha situation is now, then articulating what excellence means, and finally pleading for some kind of transformational leadership to bring the organization (and, in the encd, the United States) back to the nirvana of excellence. (Rost, 1991, 83). TRANSFORMATION Leaders getting people to do things over and above what is expected, so as to transform an organization according to some criteria of excellence (Rost, 85). TRANSFORMATION and VALUES Leadership in this new orientation is thus enabling strong individuals to join together in a collective creative act of bringing into the world what they all mostly deeply care about and want to see (Fritz, 1986, 161) found in Rost. TRANSFORMATION Transformation is insisting that the changes reflect the mutual purposes of the people engaged in the transformation (Rost, 124). Transformational leadership must apply to the individual, as well as the corporate body. ME TRANSFORMATION* At the core of every person is a spiritual soul. When transformed people lead, chances significantly in-crease for them to bring about transformation in people and organizations (Nelson and Toler 2002, 80). Effective leaders must lead in four directions: downward, upward, lateral and inward (Nelson and Toler 2002, 80). TRANSFORMATION* Renewal is finding God’s Spirit in our hearts and seeing that a ministry of renewal is ahead. The renewal is not a program once and for all. Instead, it is the beginning of a never ending process of nurturing the faith in ourselves (Young 1999, 91). TRANSFORMATION* At the heart of the church is the ongoing transformation of lives. That points us to biblical values and goals. The power of the gospel is that God re-forms us all and shapes us into servants in God’s kingdom. Servant leaders are therefore central to faith transformation and church renewal (Young 1999, 134). TRANSFORMATION* In servant leadership we discover that we all need to be transformed. We all need to be redeemed from lethargy, self-sufficiency, and pride. It’s not just everyone else but we who need renewal (Young 1999, 79). TRANSFORMATIONAL VISION, CHANGE In the end, true innovation will never be a democratic event – it’s just too risky for groupthink. Majorities seldom vote to change (DePree 1992, 99). A leader will pick the tune, set the tempo, and start the music, define a “style.” After that, it’s up to the band to be disciplined and free, wild and restrained – leaders and followers, focused and wide-ranging, playing the music for the audience and accountable to the requirements of the band (DePree 1992, 102-103). TRANSFORMATION – how to be a transformational agent. Focus more on what we need to be, rather than on what we need to do (DePree 1992, 142). Ford p 22. Transformational leadership is, however, a double-edged sword. When we look for leaders who can transform, we need to be aware that people can be transformed down in destructive ways as well as up to lift their level of achievement.TRANSFORMATION “when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, 20). TRANSFORMATION Leaders getting people to do things over and above what is expected, so as to transform an organization according to some criteria of excellence (Rost, 85). TRANSFORMATION and VALUES Leadership in this new orientation is thus enabling strong individuals to join together in a collective creative act of bringing into the world what they all mostly deeply care about and want to see (Fritz, 1986, 161) found in Rost. TRANSFORMATION Transformation is insisting that the changes reflect the mutual purposes of the people engaged in the transformation (Rost, 124). Transformational leadership must apply to the individual, as well as the corporate body. ME TRANSFORM/TRANSACT EXCELLENT!*Leadership: The Competing Roles. FlexibilityDomain: The Organization | Domain: The Future Demand: People | Demand: Innovation Role: The Motivator | Role: The Vision Setter |Internal Focus | External Focus| Domain: The Operating System | Domain: The Market Demand: Efficiency | Demand: Performance Role: The Analyzer | Role: The Taskmaster Stability(Quinn 1996, 149) Our results may be surprising to you because CEOs are thought to be proactive leaders. We found that CEOs more frequently engage in transactional behaviors, like analyzing problems and driving task completion, than in transformational behaviors, like providing vision and motivating people. We found that the most frequently played role was that of taskmaster, followed by analyzer (both transactional roles). The motivator and vision setter roles (transformational roles) were less frequently played.Do CEOs who perform all the roles get a different result from those who emphasize some roles at the expense of others? The answer is yes. The highest levels of performance are achieved by CEOs who frequently engage in all four competing roles. They achieve higher levels of performance regardless of the nature of their firm’s size or the level of competitiveness in the firm’s environment. (Quinn 1996, 150) |
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