Philosophy of Personal Leadership

Personal Leadership Philosophy
Joseph Harmon
Indiana Wesleyan University
Advanced Seminars and Internship in Organizational Leadership
DOL 860C
Dr. Larry Lindsay

Jul 07, 2006

Personal Leadership Philosophy

Central Domain: Servant-Leader as World Changer

The Need for Leaders

The Bible says, “And he gave some as apostles and some as prophets and some as evangelists and some pastors and teachers, for the equipping of the saints for the work of service to the building up of the Body of Christ” (Rainbow Bible, 1992, Eph. 4:11, 12).

I am challenged by the words of the apostle Paul concerning God’s call for leaders to equip the Body for ministry and outreach. The church has a great mission that Christ set before us and that mission is to reach the world with the Gospel. The Bible says people will perish without vision (Rainbow Bible, 1992, Proverbs 30:18).

The need is great for leaders who will provide the leadership to empower the Body of Christ to fulfill the mission of the church. The church must raise up the kind of leaders who will have the vision and focus to prepare the church to reach the world for Christ, “The church is in need of strong servant-leaders who will commit their lives to using their natural abilities, marketplace experience, education, training and spiritual gifts to maximize their call to lead God’s people forward” (Barna, 1997, p. 19). The need for leaders has never been greater than it is today.

My purpose in presenting the domain of Servant Leader as World Changer is to connect my personal leadership philosophy with the philosophy of the Doctorate in Organizational Leadership Program of Indiana Wesleyan University. The program of Organizational Leadership is founded on the living concepts of world changing and servant leadership. “This foundation is based on a conviction that the world can, and must be changed through the power of a servant-minded approach to leadership” (Syllabus, DOL 760, p. 6).

Leadership Definitions

Leadership.

I have developed my own personal definition: Leadership is a process where the leader (leaders) influences others to action to accomplish a shared purpose. This definition is guided by the four essential elements: “Vision (insight)” is seen through the goal of reaching for an accomplishment of a shared purpose. “Action (initiative)” is where followers are moved to action working the plan. “Mobilization (influence)” is the voluntary commitment of people to fulfill the mission. The fourth element is “Change (impact)” (Laub, 2004, DOL 710), through ministry, the harvest will be reached with the Gospel and lives will be changed.

Leader.

In developing my own definition of a leader, I included the four elements necessary in order to have a true definition. A leader “mobilizes” others to “action” which produces “change” therefore fulfilling the “vision” and mission of the organization. A leader must have an understanding of the vision and mission of the organization. Through this insight, he/she will be able to mobilize others to take the action necessary to bring the change that is needed.

Understanding Leadership and Management

Leadership and management work together in the day-to-day life of an organization. Both of these provide an important part in fulfilling the mission of the organization. There is a lot of debate over the leadership, management issue. On the one hand, many believe there is a profound difference between the two while others believe the two are interchangeable. Still others teach that there is absolutely no difference in the two.

Rost states that, “Confusing leadership and management and treating the words as if they were synonymous have a long and illustrious history in leadership studies.” He also says, “Some scholars, including myself have had serious conceptual problems with using leadership and management as synonymous words" (Rost, 1993, p. 129). According to Rosenbach,

Leadership is not hierarchical, top-down or based on positional power and authority. And although effective managers must practice good leadership and effective leaders must possess managerial skills leadership is not management. If one is to understand leadership, one must understand its essential nature—that is, the process of followers and the leaders engaging in reciprocal influence to achieve a shared purpose (Taylor, 1998, p. 1).

In order to develop a better understanding concerning the relationship between leadership and management I will first present the essential ingredients as well as the essential elements for each.

Essential Elements

Leadership.

A definition of leadership includes the following essential elements.

• First, vision (insight)—the ability to conceptualize a preferred future.

• Second, action (initiative)—the power to do what needs to be done to move toward that preferred reality.

• Third, mobilization (influence)—the influencing of people to voluntarily engage and move into the leadership process with you

• Fourth, change (impact)—a result achieved through intentional action toward the preferred reality (Laub, 2004, DOL 710).

Management.

Rost gives four essential elements for a phenomenon labeled management:

1. Management is an authority relationship.

2. The people in this relationship include at least one manager and one subordinate.

3. The manager (s) and subordinate (s) coordinate their activities.

4. The manager (s) and subordinate (s) produce and sell particular goods and/or services (Rost, 1993, p.145).

Leadership provides the vision to develop a strategic plan of action that guides the organization in the development of the goals necessary to fulfill the mission and purpose of the organization. Management is the day-to-day coordination of the activities and actions in an effective manner in order to carry out the vision.

Leadership Theories

The study of leadership theories reveal that there are as many theories on leadership as there are students of the subject or so it seems. Rost provides a summary of these theories and a time line to understand their period of key impact:

These are frequently boiled down to the great man theory which was popular in the early part of this century, group theory in the 1930’s and 1940’s, trait theory in the 1940’s and 1950’s, behavior theory in the 1950’s and 1960’s, contingency/situational theory in the 1960’s and 1970’s and the excellence theory in the 1980’s (Rost, 1993, p. 17).

My understanding of leadership would include a combination of the different theories. Using key leadership theories, I would explain leadership as follows: Leadership involves certain criteria that can be traced to the different theories.

Traits theory.

The leader is a key part of the equation. A leader will have certain traits that equip him/her for leadership. Traits like character, integrity, and vision surely enhance a person’s capability to lead. It is important to remember that the trait theories cannot define the final picture of a leader. It is important to understand that no one list of traits can be used to distinguish leaders from followers. In fact, no two leaders are alike; leaders have certain traits that are important when it comes to their ability to lead others. However, it is a mistake to develop a set of traits and believe that every leader will have a leadership profile, like that of other leaders.

Situational theory.

Situational leadership as a very real part of the mix, different situations demand different kinds of leadership. I have pastored five churches in thirty years and each situation has been unique and has called for different approaches in leading each church to fulfill its mission and purpose. Therefore, I would also include the contingency theory where leaders are matched to appropriate situations.

Transformational theory.

Transformational leadership plays a key role in the process of leadership. As a leader relates with followers they are transformed and motivated to fulfill the mission set before them. People are transformed from the inside out, transcending their own self-interest for the good of the group. This is the very basis of transformational leadership.

Servant-leadership theory.

The final building block in the combination of theories would be servant leadership. The very nature of servant leadership makes it the foundational theory in order to have a biblically sound leadership philosophy.

Servant leadership is more than a leadership style. Instead, it is an altogether different way of thinking about the purpose of leadership, the true role of the leader, and the potential of those being led. The servant leader sees leadership not primarily as a vehicle for accomplishing the organizations objectives, but as an opportunity to serve others who shared those objectives (Syllabus, DOL 760, p. 7).

In practice the servant-leader, places the good of others above his/her own self-interest.

Domain One: Personal Authenticity

Leadership is in a very real way determined by who you are and the unique design of God for your life. The ability to lead is guided by core values, talents, and personality profile.

Personal Mission

When it comes to my personal leadership and what guides the way I put it into practice, it

is important to understand that I did not start out to be a leader. In fact, I would have been the last person on earth I would have picked to lead. God has a way of changing people from the inside out and he certainly changed me through his saving power and grace. I was saved at the age of twenty-two and had not been a Christian very long when I knew God was calling me into full time Christian service. It was the call to preach the Gospel that opened my eyes to the fact that God was calling me into the area of leadership in his church.

As I pursued the call to full time Christian service to my surprise not much was taught about leadership. The place I first began to understand the need to develop my leadership skills was at a time management seminar taught by Dr. Ted Engstrom and Mr. Ed Dayton. From that point on I knew that God had called me to a ministry of leadership and service in the Wesleyan Church.

I have a calling to lead the people of God to reach the harvest field with the Gospel. My personal mission is to equip the Body of Christ I serve to reach their neighbors, friends, and family with the Good News of Jesus Christ. As a leader in the Wesleyan Church, I believe God has called me to develop a tool that will provide focus to local churches in the area of harvest vision.

Core Values

The values that provide the foundation for my life and ministry are based on God’s value system. I have made it a personal goal to make God’s values my values. I believe that as a Christian every part of my life is to be guided by my relationship with Christ. When I became a Christian, Jesus did not just become a part of my life, he is my life. Serving him is the most important thing in my life and my desire is to develop the gifts of leadership he has endowed me with to make a difference in the world in which I live. His value system provides the core values for my life. The core values that guide my life would include love, truth, compassion, and passion.

Love.

Jesus was asked, “What is the greatest commandment?” His response was,

“Love the Lord your God with all your heart, with all your soul, with all your strength and with all your mind, and the second is the same as the first, love others as your love yourself. And on these two hang all the law and the prophets” (Rainbow Bible, 1992, Matthew 22:34-40). Love is not just an emotion; it is a key value in serving God. Servant-leadership will provide a foundation for the value of love to be practiced in my personal leadership. Loving God and others will provide the motivation to guide my leadership as I seek God’s will and the best for others.

Truth.

Jesus Said, “I am the truth the life and the way.” (Rainbow Bible, 1992,

John 14:6) and, “…the truth shall set you free” (Rainbow Bible, 1992, John

8:32). Truth as a value will include integrity, honesty, and character. This will prove invaluable in relation to my personal governance style and leadership. Truth will validate my personal leadership providing a foundation for authentic servant-leadership.

Compassion.

Compassion for the lost is a key value in my life. God called me to preach the Gospel; compassion for a lost world is a vital part of who I am. When I speak of compassion, I am defining as caring enough for others to do what needs to be done to bring about redemption in peoples hearts and lives.

Passion.

The Passion of the Christ gave a clear picture of the sacrifice (passion) Jesus made for a lost world. His passion fuels my passion to serve Him and others.

Personal Mastery

Personal leadership style and strengths.

In the area of my personal leadership style and strengths, I also apply the domain of Personal Authenticity. In the DOL 760 syllabus, we find this truth stated,

Effective leaders must understand themselves, learn to set goals, and work to achieve

those goals through their self-selected plans and abilities (Kouzes and Posner, 1993). This type of self-understanding includes area such as strengths, weaknesses (Nahavandie, 2000), authenticity (Ruderman and Rogolsky, 2001), and self-leadership (Manz and Sims, 1997). Personal development as a leader is a process that includes discovering who you are, as well as what skills you possess (Bennis, 1989) (Syllabus, DOL 760, p. 10).

After looking at the various organizational leadership styles and personal leadership assessments, I realize I am more of a positive paternalistic leader in style and practice. My personal goal is to learn more about servant-leadership and to make it a lifelong pursuit to become a servant-leader for Christ and those I serve.

Assessments

MBTI.

According to my personal MBTI assessment, I am an ENTJ when it comes to my personality type and leadership potential. “People with ENJT preference are natural leaders and organization builders. They conceptualize and theorize readily and translate possibilities into plans to achieve short-term and long-term objectives” (Myers-Briggs Type Indicator, 2004, pp. 2, 3). One key element of my personality type is the fact that I am a people person. “ENTJs love and are energized by, stimulating interactions with people” (Myers Briggs, 2004, p. 3). This is a valuable personality trait in the area of leadership. It is my goal to increase my ability to relate with others. I plan to accomplish this by learning and applying the following skills, better listening (understanding others), more fellowship time (getting to know others), and learning better ways to serve.

IMAGE.

My personal IMAGE profile confirmed again, God’s call on my life to pastoral

leadership. The IMAGE patterns of my life based on the assessment are as follows: My personal pilot motivation is in the area of managing and this is a clear preference (IMAGE, 2004, p. 3). The results reveal the, “Proactive Motivations”, that influence who I am consist of; “Managing/ Proclaiming/Exhorting”, while my reactive motivations are; Giving/Helping/Comforting/ Researching” (IMAGE, p. 4). I believe the proactive motivations produce within me a proactive blend where all three work together producing a strong foundation for leadership. My motivational profile also reveals an equal blend of the four reactive motivations.

Through my personal IMAGE profile, I have a better understanding of how God made me with a unique design, which provides inner motivation to lead others in the area of Christian Ministry. Through my pilot motivation “Managing”, I have, “The inward motivation to organize and coordinate the activities and efforts of others and to set goals for them to meet in these activities and efforts” (IMAGE, 2004, p. 6).

Summary of assessments.

A brief summary of my leadership style and strengths would read as follows:

I believe God has called me to leadership and has given me the gifts necessary to fulfill that calling. I am a naturally gifted leader of others and a strong organizational leader. Casting vision, setting goals and then developing a strategy to implement a plan of action to reach those goals is one area in which I excel. I believe in people and desire to empower them to lead and make a difference for the Kingdom of God. I am a team player who is concerned about the team both personally and professionally.

Domain Two: Organizational Learning

Organizational Learning Philosophy

“The learning organization incorporates the full realm of theory, praxis, and practices in recognition of its norms and values” (Syllabus, DOL 760, p. 11). As part of my personal leadership philosophy I plan to develop an organizational culture where organizational learning is practiced in order to develop skills, strategies, and concepts where team members are equipped and empowered to succeed and fulfill the mission of the organization. The goal will be to develop an organizational foundation where real learning is accomplished and applied to organizational culture.

Organizational Learning Theories & Human Development

As a world changer, I will implement leadership theories for the purpose of building an organization through human development. This will be accomplished through integrating best practices relating to building a learning organization. The following organizational learning theories will provide a foundation for organization learning. First, the Androgogy Theory, which teaches the power of human resource development also known as the social capital theory. The foundation of which is through the development of human resources as a basis of organizational learning the purpose and mission of the organization will be fulfilled. The Androgogy theory utilizes the following factors: self-directing, reservoir of experience, readiness related to social role, and immediacy of application (2005, DOL 800). Human skills and knowledge provide purpose and value to the organization. This is a valid approach to being a learning organization, according to Pedler, “‘an organization which facilitates the learning of all its members and continuously transforms itself.’”, is a learning organization (Jones and Hendry, 1994, p. 155).

Second, the Behaviorist Learning Theory involving the following factors:

• Reinforcement causes behavior to be repeated

• Immediacy of reinforcement is necessary for effectiveness

• Strength of behavior is related to type of reinforcement

• Individuality of motivation is important in selecting reinforcer

• Variability in the schedule of reinforcement strengthens behavior

• Mutuality is the realization that both teacher and student are reinforced in the learning process

• Successive approximation is the progressive reinforcement of elements of desired behavior (DOL 800, 2005)

Organizational Learning Projects

Organizational learning projects will provide tools for, “…human development, knowledge management and organizational learning issues” (Syllabus, DOL 800, p. 5). Through the implementation of learning projects an organizational culture will be established where ministry team members make a difference. The ultimate goal is to develop an atmosphere where ministry team members are qualified, motivated, and empowered for ministry.

Instructional Design

The learning in this area has provided a guideline for developing instructional instruments for the purpose of training and teaching team members. In order for my organization to be a learning organization, I will lead in this area. The goal is for the organization I lead to be more than a place where team members learn, but an organization where learning is part of the culture by design. The implementation of instructional design instruments for organizational learning will provide innovative ways to equip, train, and develop team members.

Foundations for Organizational Learning

It is crucial for organizational learning to develop a culture where adults can learn and grow. The following laws and principles provide a foundation for adult learning:

Laws.

• Law of Effect – Behavior followed by satisfying experience will be repeated

• Law of Exercise – More time that is spent on learning a task, the more powerful the learning

• Law of Relevance – Adults will more readily learn information that is relevant to them

• Law of Spaced Practice – Learning broken up into shorter time periods with breaks between is more powerful learning

• Law of Association – New facts, ideas or concepts are more easily learned when associated with known information (2005, DOL 800)

Principles.

• Individual Learning Rates – Each person learns at a rate that is different

• “Hands on” Principle – Adults learn best by doing – present actual task

• Whole-Part-Whole Principle – Learning will be more effective when the whole concept or task is presented and then is presented in individual parts

• Reinforcement Principle – Positive reinforcement such as praise and recognition enhance learning

• Stimulation Principle – We learn through our senses so use multiple sensory approach

• Self-Readiness Principle – The learning process can be facilitated by the trainer but must be activated by the learning

• Lifelong Learning – Adult will engage in learning throughout their lifetime (DOL 800, 2005)

Current Organizational Learning

In this section of the paper, I want to present current organizational learning that is relevant in my personal leadership development. This will involve elements combined to build the model or framework that will be used to develop the desired organizational culture.

Organizational leadership theories.

Leadership is about direction, developing a sense of purpose and mission. The field of organizational learning includes the study of theories, concepts and models in order to help leaders understand the complexity of organizational culture. “A theory is defined as, “…a set of statements about the interrelationships between concepts that allow us to predict and explain various processes and events” (Greenberg and Baron, 2003, p. 624). Learning different leadership theories, each based on a different focus and approach, provides a way to examine organizational culture for the purpose of culture improvements.

Theories are used to define and redefine the organization through assessments, research, and other studies. The importance of theories is seen in the following statement,

Specifically, theories serve three important functions—organizing, summarizing, and

guiding. First, given the complexities of human behavior, theories provide a way of organizing large amounts of data into meaningful propositions…Second, theories help us to summarize this knowledge by making it possible to make sense out of bits and pieces of information that otherwise would be difficult—if not impossible to understand. Third, and finally, theories provide an important guiding function. That is, they help scientists identify important areas of needed research that would not have been apparent without theories to guide their thinking (Greenberg and Baron, 2003, p. 625).

The following theories have made an impact on my organizational and personal leadership:

• Servant-leadership has become the goal for me personally as well as the vision to create an organizational mindset of servant leadership. Sendjaya and Sarros (2002) gave the following about servant-leadership, “Servant leaders portray a resolute conviction and strong character by taking on not only the role of a servant, but also the nature of a servant” (p. 64). It is my desire to surrender myself to God for the purpose of service to Him and others.

• Motivational theories based on the theory Y expectations of people include goal setting theory, expectancy theory, and reinforcement theory. I will apply these theories of motivation believing that people will respond in a positive way.

• Contingency theories are a modern approach to research in OB, “It suggests that worker behavior/productivity depends on many factors which must be considered simultaneously…Encourages multivariate research” (Levins, 1998, p. 33).

Self-directed learning.

This framework of learning is one of action, where leadership learning is applied to

relevant issues faced day-to-day in the organization. The combination of academic and field-based learning with a self-directed approach provides a way to apply leadership principles I am learning to current organizational leadership responsibilities.

Domain Three: Culture and Behavior

Organizational Culture

God has called me to leadership in the fulfillment of the great commission, to reach the harvest field with the Gospel of Jesus Christ through the ministry of the Wesleyan Church. In order to lead the church in the area of harvest ministry it is my desire to develop an organizational culture where servant-leadership is the guiding leadership theory. I want to serve God and others with the leadership gifts and abilities God has given me and to empower those I lead to reach their full potential in Christ.

Organizational behavior (OB).

The study of OB is a key to improving, “…organizational effectiveness and the quality of life at work” (Greenberg and Baron, 2003, p. 5). OB by definition is a study of the culture of organizational activity, the actions and attitudes of people in organizations.

“Organi-zational behavior can help managers identify problems, determine how to correct them, and establish whether the changes would make a difference” (Sims, 2002, pp. 1, 2). The following fundamental assumptions are paramount to understanding

the nature of OB:

• OB Recognizes the Dynamic Nature of Organizations

Open Systems: “Self-sustaining systems that transform input from the external

environment into output, which the system then returns to the environment” (Greenberg and Baron, 2003, p. 8).

• OB Assumes There Is No “One Best” Approach

Contingency Approach: “A perspective suggesting that organizational behavior is affected by a large number of interacting factors. How someone will behave is said to be contingent upon many different variables at once” (Greenberg and Baron, 2003, p. 9).

The study of OB will bring a better understanding of the organizational culture, and will play an essential role in assessing and increasing organizational effectiveness in fulfilling its purpose and mission. The study of OB provides understanding of situations, attitudes, and actions within the organization. This provides a powerful dynamic for developing an organizational culture where people work together to reach a preferred future.

Organizational Assessments

Assessments are valuable tools for leaders to have a better understanding of the organization. It is important to realize that assessments are limited as to the information provided because not all aspects of the organization are assessed by a particular assessment. The important thing is to use the research results to improve the culture of the organization. Leaders need to be open to the results, regardless of what they reveal. It is essential to the health of the organization for all levels of leadership to be open minded. First, the results provide the perception of those involved in the organization about the organization, which will give data that can be utilized for organizational improvement. Second, the research data can be used to do further research in other key areas of concern. Third, understanding the organizational culture is beneficial to strategic planning, goal setting, and developing a plan of action based on the actual situation before implementation.

Personal assessment.

Assessments are also valuable tools for leaders to have a better understanding of who they are. The assessments we have taken in the DOL program have provided valuable understanding of my leadership orientation and unique design. As a leader, it is necessary again for me to be open to the results and use them to improve my personal leadership skills and to develop my personal leadership philosophy in order to provide clear direction for the organization which will enhance the health of the organizational culture.

Building bonds.

It is essential for the culture of the organization to create an atmosphere of team work and camaraderie in order to develop unity and vision sharing. The personal development goal in this area is to provide connecting points in the organizational framework for bonding and team building. The action steps will include the following: First, through weekly meetings with staff members I will develop a culture of collaboration for promoting teamwork and partnership in the ministry. Second, interaction between team members on a regular basis will be provided to enhance group dynamics including communication, decision-making, and performance.

The intentional development of bond building as an organizational dynamic will enhance

the performance of the leadership team; therefore producing emotional intelligence and organization health, consistent with organization’s mission and goals.

Domain Four: Innovation and Change

Leadership and change are guided by theory and research, understanding the dynamics of change is critical in relation to leadership. It is essential to servant-leadership that change be intentional and strategic. It is my personal goal to guide the organization I serve in the fulfillment of its purpose and mission and this will be accomplished through change that is planned. Through the implementation of desired change the result will be a preferred future.

Change

Dynamics of strategic change.

In looking at the dynamics of change, it is important to understand the role change has in determining an organizations success.

Constructive change is a vital element to an organization that desires to succeed. Such an organization must learn how to work with and bring about change. The organization must not only be ready to adapt to change, but it must be able to implement change when it is desired (Millard, 2005, p. 10).

Strategic change involves both classical and modern approaches to change theories. The key is to learn from the different models, establish an approach that will facilitate change within the organization. An essential foundation for change in my leadership will involve a grounded theory approach involving research that produces data to provide valid change dynamics. Strategic change will produce a positive plan of action to guide the organization in the fulfilling of its mission and purpose. A second foundational approach I plan to implement is the Kotter theory to cultural change it will involve the following:

1] Establish a Sense of Urgency

Talk of change typically begins with some people noticing a vulnerability in the organization. The threat of losing ground in some way sparks these people into action, and they in turn try to communicate that sense of urgency to others. In congregations it is typically membership loss, financial struggles or turnover in key volunteers and leaders. Kotter notes that over half the companies he has observed have never been able to create enough urgency to prompt action. "Without motivation, people won’t help and the effort goes nowhere…. Executives underestimate how hard it can be to drive people out of their comfort zones". In the more successful cases the leadership group facilitates a frank discussion of potentially unpleasant facts: about the new competition, flat earnings, decreasing market share, or other relevant indicators. It is helpful to use outsiders (say, for us, to bring in consultants, the unchurched, people from other denominations, regional or national staff people) who can share the "big picture" from a different perspective and help broaden the awareness of your members. When is the urgency level high enough? Kotter suggests it is when 75% of your leadership is honestly convinced that business as usual is no longer an acceptable plan.

2] Form a Powerful Guiding Coalition

Change efforts often start with just one or two people, and should grow continually to include more and more who believe the changes are necessary. The need in this phase is to gather a large enough initial core of believers. This initial group should be pretty powerful in terms of the roles they hold in the church, the reputations they have, the skills they bring and the relationships they have. Regardless of size of your organization, the "guiding coalition" for change needs to have 3-5 people leading the effort. This group, in turn, helps bring others on board with the new ideas. The building of this coalition – their sense of urgency, their sense of what’s happening and what’s needed – is crucial. Involving respected leaders from key areas of your church in this coalition will pay great dividends later.

3] Create a Vision

Successful transformation rests on "a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision helps clarify the direction in which an organization needs to move". The vision functions in many different ways: it helps spark motivation, it helps keep all the projects and changes aligned, it provides a filter to evaluate how the organization is doing, and it provides a rationale for the changes the organization will have to weather. "A useful rule of thumb: if you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process".

4] Communicate that Vision

Kotter suggests the leadership should estimate how much communication of the vision is needed, and then multiply that effort by a factor of ten. Do not limit it to one congregational meeting, a sermon by the minister, or a couple of mailouts to members. Leaders must be seen "walking the talk" – another form of communication -- if people are going to perceive the effort as important. "Deeds" along with "words" are powerful communicators of the new ways. The bottom line is that a transformation effort will fail unless most of the members understand, appreciate, commit and try to make the effort happen. The guiding principle is simple: use every existing communication channel and

opportunity.

5] Empower Others to Act on the Vision

This entails several different actions. Allow people in the church to start living out the new ways and to make changes in their areas of involvement. Allocate budget money to the new initiative. Carve out time on the Session agenda to talk about it. Change the way your church is organized to put people where the effort needs to be. Free up key people from existing responsibilities so they can concentrate on the new effort. In short, remove any obstacles there may be to getting on with the change. Nothing is more frustrating than believing in the change but then not having the time, money, help, or support needed to effect it. You can’t get rid of all the obstacles, but the biggest ones need to be dealt with.

6] Plan for and Create Short-Term Wins

Since real transformation takes time, the loss of momentum and the onset of disappointment are real factors. Most people won’t go on a long march for change unless they begin to see compelling evidence that their efforts are bearing fruit. In successful transformation, leaders actively plan and achieve some short term gains which people will be able to see and celebrate. This provides proof to the church that their efforts are working, and adds to the motivation to keep the effort going. "When it becomes clear to people that major change will take a long time, urgency levels can drop. Commitments to produce short-term wins help keep the urgency level up and force detailed analytical thinking that can clarify or revise visions".

7] Consolidate Improvements and Keep the Momentum for Change Moving

As Kotter warns, "Do not declare victory too soon". Until changes sink deeply into a

church’s culture -- a process that can take five to ten years -- new approaches are fragile and subject to regression. Again, a premature declaration of victory kills momentum, allowing the powerful forces of tradition to regain ground. Leaders of successful efforts use the feeling of victory as the motivation to delve more deeply into their organization: to explore changes in the basic culture, to expose the systems relationships of the organization which need tuning, to move people committed to the new ways into key roles. Leaders of change must go into the process believing that their efforts will take years.

8] Institutionalize the New Approaches

In the final analysis, change sticks when it becomes "the way we do things around here", when it seeps into the bloodstream of the corporate body. "Until new behaviours are rooted in social norms and shared values, they are subject to degradations as soon as the pressure for change is removed". Two factors are particularly important for doing this. First, a conscious attempt to show people how the new approaches, behaviours, and attitudes have helped improve the life of the church. People have to be helped to make the connections between the effort and the outcome. The second is to ensure that the next generation of congregational leaders believe in and embody the new ways. (Coutts, 2000, ¶ 3)

Change agents.

Leadership involves change that is intentional, “proactive, strategic involving vision, and mission enhancement” (DOL 750, 2004). Change agents deal with “planned change” (Caluwé and Vermaak, 2003, p. 1). Through strategic planning the change agent leads the organization into a desired future. The following will provide a foundation for intentional change:

• Strategic Vision: The more central the change is to the mission of the entity involved, the more successful it will be in becoming institutionalized.

• Culture & Climate: The more conducive the culture of the organization is to the change proposed, the more likely the change will be to occur. The climate of the organization needs to exhibit above average readiness for change.

• Leadership Dynamics: The paradigm, style, and support of leadership will greatly affect the success of any change initiative. Leadership that pursues implemented, shared change will be more effective in the end than leadership that utilizes

imposed mandates to bring about change.

• Organizational Structure: An organizational structure and process that interests, expedites, and releases workers to carry out the change rather than stifling them greatly enhances the ability of change to occur.

• Personal Care: Change effects need to address the personal feelings and needs of people as much as they do the facts of the change initiative.

• Instruction & Training: Support the entire effort to mobilize change with foundational instruction and ongoing training.

• Assessment & Accountability: When introducing change, assess the people, facilities, need for jobs, and current policies to make maximum use of resources in the initiative and to provide a source of accountability.

• Incentives & Appreciation: Provide meaningful incentives and show frequent public and personal appreciation of those involved with the change (DOL 750,

PowerPoint, Change Quest, Slides 21-40).

A vital part of my leadership philosophy will involve acting as a change agent. The organizations’ future will be determined through implemented planned change. It will be my role as a servant-leader to guide TWC through the changes necessary in order to fulfill the mission of harvest outreach. I intend to take the lead in establishing cultural change, together with the staff and lay leadership I plan to empower the organization to become who it is God has called them to be, the Body of Christ reaching the harvest field with the Good News of salvation.

Innovation and Entrepreneurship

Leadership requires innovation and entrepreneurship in the area of change management. Using intentional change in a constructive way will produce the wanted results fulfilling the strategic plan of action. It takes special effort to initiate change in an organization. The change will be more than reformation it will be transformational in nature, requiring a paradigm shift in thinking. The domain of change innovation and entrepreneurship provide the tools necessary to lead with vision and focus. Its mission and purpose will determine the future of the organization. Leadership will need to be proactive concerning strategic change, providing a climate where the organizational culture is healthy and ready for change.

Domain Five: Globalization and Multiculturalism

God’s call on my life is to lead His Church in harvest outreach, reaching beyond ourselves with the Gospel. This will involve reaching out to other cultures with the Good News of Jesus Christ. In order for this to become a reality, it is essential to have an understanding of the world and develop the ability to operate effectively in a global environment.

Relating Responsibly and Sensitively with Those of Other Cultures

Leadership in a global environment will require cultural diversity, understanding that people are different and have value systems, customs, and backgrounds that are different from my own. Cultural diversity is part of global reality and each culture needs to be respected. My goal is to seek to understand other cultural perspectives and connect with people of other cultures. In order for this to happen, I will apply the following:

• Respect for cultural diversity

• A willingness to reexamine and alter my personal attitudes and perceptions

• Expand personal learning related to the global environment

• Be open and flexible in the area of cultural diversity

• Seek more self understanding (attitudes, perceptions) then be willing to change if needed

Dealing Ethically in International Relations and Negotiations

It is in this area my values and beliefs provide the foundation for leadership. When dealing with other cultures, I need to find a way to communicate, while at the same time being true to who I am. The areas that form the synergistic skill for global management include the following:

• Respect: It is imperative to learn and respect other cultures

• Tolerating Ambiguity: I need to learn the skill of how to respond to other cultures

• Relating to People: A key factor is international negotiations will involve learning how to relate to differences, being nonjudgmental and empathetic

Reaching the Global Marketplace in a World of Constant Change

The world is changing at a rapid pace; it is imperative for leadership to be prepared. The following criteria will provide the skill necessary for reaching the global marketplace:

• Ongoing training to develop a better understanding of global cultures

• Training to better equip leadership to communicate effectively

• Personal learning relating to cultural understanding

• Training related to awareness to cultural differences and the tools to cross cultural barriers

Preparing for the Future, Given New Global Relations

Understanding the need for personal learning related to global leadership has given me new insight. In preparing my organization for future outreach, I envision training to prepare team members for cross-cultural ministry. The world around us is changing; it is imperative for harvest outreach success that the church prepares to connect across cultural lines.

Domain Six: Ethics and Leadership (Governance)

This section of the paper deals with my philosophy related to ethics and leadership. I will present my personal understanding of ethical leadership.

Commitment to a Personal and Professional Code of Ethics

As a Christian leader I believe in order to lead, God’s values must become my values.

The DOL program says the following, “One of the most important components is developing a servant-leader to change the world is the application of ethical principles to govern and administer the organization” (DOL 760 Syllabus, p. 15). These two ideas work together to supply a leadership philosophy where ethical principles are developed based on God’s value system.

The core values that provide foundation for my life and ministry, guide the ethical cultural transformation and strategic innovation of my personal leadership. These include the following:

• Love (Matthew 22:34-40)

• Truth (John 14:6; 8:32)

• Compassion (Christ’s compassion fuels my passion to serve Him and others)

• Passion (Christ’s passion fuels my passion to serve Him and others)

Value-based ethics provide a foundation for doing the right thing. It is my personal goal to apply my values in leadership, everything I do must be value-based. My desire as a servant leader is to, first, apply my values to everything I do as a leader. Second, build on the values I share with others. Third, create or add value to other’s lives through my leadership.

Beliefs and Ethical Leadership

My leadership is guided by a Christian worldview, a life of inner integrity shaping my behavior and empowering for leadership. This provides a backdrop for ethically sound leadership. Metz presents what he calls, practical biblical ethics:

• Honesty in business affairs (Romans 12:17)

• Truthfulness in speech (Eph. 4:25)

• Conscientiousness in workmanship (Prov. 12:99)

• Integrity in personal relationships (Prov. 20:7) (Metz, 1971, p. 262)

Commitments to Ethical Leadership

It is crucial for the organizations future to be committed to ethical values to guide all leadership and policymaking. In developing personal and organizational policies, ethical values need to guide in the design of all policies and behaviors. The following plan of action will be used to empower the organization in areas of ethics and values:

• Top leadership will set the ethical policy and practice what is established

• Establish an ethics action team to oversee the ethical management of the organization

• Appoint a staff member to oversee the committee

• Review the values and ethical guidelines annually

Governance

Ethics, values, and integrity will provide the foundation to govern my leadership philosophy. The following are my personal fundamental governance guidelines:

• Ensure conditions where leadership is guided by ethical and biblical values

• Ensure organizational culture is guided by core-values

• Develop leadership structures and policies

• Develop leadership procedures and guidelines

Mode of Governance

The three modes of governance listed by Chait:

• Type I — the fiduciary mode, where boards are concerned primarily with the stewardship of tangible assets

• Type II — the strategic mode, where boards create a strategic partnership with management

• Type III — the generative mode, where boards provide a less recognized but critical source of leadership for the organization (Chait, Ryan, & Taylor, 2005, pp. 6, 7).

The three types of governance provide a key element to board leadership. Each mode of governance provides a foundational element of board leadership, “Type I…the fiduciary work intended to ensure that nonprofit organizations are faithful to mission, accountable for performance, and compliant with relevant laws and regulations…Type II concerns the strategic work that enables boards (and management) to set the organizations priorities and course, and to employ resources accordingly…Type III...the generative mode is about leadership” (Chait et al.,

2005, pp. 8, 9).

It is my goal to establish a mode of governance where all three work together to create what Chait calls, “tri-model” boards (Chait et al., 2005, p. 9). The foundational element will be the generative mode of governance, leadership empowering the board to a new level of thinking. This would include what I call, possibility thinking, what would happen to the organization if executive leadership and the board work together, producing, “…a fusion of thinking, not a division of labor” (Chait et al., p. 95). The board (both management and lay members) have a responsibility to lead the organization into the future, a moral responsibility to lead with purpose, vision and mission. Dixon and Dogan conclude, “…good corporate governance requires directors to recognize the limitations of their understanding of corporate governance reality, to treat all truth claims skeptically, and never to resort to self-deception or self-delusion just to avoid unpleasant corporate governance truths” (Dixon & Dogan, 2003, p. 39). The bottom line is, as a board, we have a lot to learn as servant-leaders, it is our moral obligation to learn all we can about board governance. The “tri-mode” governance model will provide a venue for continued learning related to board leadership. The generative mode as the foundational mode will generate the leadership to lead the organization in the strategic planning necessary to ensure the fulfilling of the purpose and mission of the church.

Business Ethics and Business Law

Business Ethics guide the organization in behavior and practices assuring the right questions are asked: “What is right and wrong, good and bad, and harmful and beneficial regarding decisions and actions in organizational transactions?” (Weiss, 2006, p. 7). It is imperative for organizational health and optimum effectiveness for leadership to provide a value

based ethical environment.

Business Law provides the framework for careful and ethical business procedures. The goal of leadership is to create a cultural environment where all stakeholders are treated with respect and dignity. It is essential for all business to be done ethically, morally, and fairly protecting the church and all involved.



















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