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The Church: Leading by Example. The church must model out the racial, tribal and other unities needed by the nation. The Church must be the prophetic conscience of the nation The Church must be the evangelistic agency to the nation. - PowerPoint PPT Presentation
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Hope Africa - Christian Leadership and Management Hope Africa - Christian Leadership and Management 11
The Church: Leading by ExampleThe Church: Leading by Example
1.1. The church must model out the racial, tribal and other unities The church must model out the racial, tribal and other unities needed by the nation.needed by the nation.
2.2. The Church must be the prophetic conscience of the nationThe Church must be the prophetic conscience of the nation3.3. The Church must be the evangelistic agency to the nation.The Church must be the evangelistic agency to the nation.4.4. The Church must be the main instrument of peace and The Church must be the main instrument of peace and
reconciliation in the nationreconciliation in the nation5.5. The Church must uphold Christian principles for personal The Church must uphold Christian principles for personal
public lifepublic life6.6. The Church must care compassionately for the powerless, The Church must care compassionately for the powerless,
poor, marginalised, oppressed and needy, and embrace their poor, marginalised, oppressed and needy, and embrace their causes before the powerful causes before the powerful
Source: Michael Cassidy Christian Leadership in a Country of DiversitySource: Michael Cassidy Christian Leadership in a Country of Diversity
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Biblical Principles of LeadershipBiblical Principles of Leadership
An Effective Christian Leader:An Effective Christian Leader:1.1. Has spiritual commitment & personal Has spiritual commitment & personal
faithfaith2.2. Is a listener to God- through daily Is a listener to God- through daily
scripture reading and prayerscripture reading and prayer3.3. Is a humble person Is a humble person 4.4. Has integrity and leads by exampleHas integrity and leads by example5.5. Has a servant spiritHas a servant spirit
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Biblical Principles of LeadershipBiblical Principles of Leadership
An Effective Christian Leader: An Effective Christian Leader: 6.6. Is a person of justice, fair play. Honours Is a person of justice, fair play. Honours
dignity, equality and all people.dignity, equality and all people.
7.7. Is willing to pay the price Is willing to pay the price
8.8. Sees the big pictureSees the big picture
9.9. Knows the source of their strengthKnows the source of their strength
10.10. Shares power Shares power
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Leadership Myths Leadership Myths
1.1. Leadership is a rare skillLeadership is a rare skill2.2. Leaders are born, not madeLeaders are born, not made3.3. Leaders are created by extraordinary Leaders are created by extraordinary
circumstancescircumstances4.4. Leadership exists only at the top of an Leadership exists only at the top of an
organisationorganisation5.5. The leader controls, directs, prods, The leader controls, directs, prods,
manipulatesmanipulates6.6. Leaders are charismaticLeaders are charismatic7.7. It is immoral to seek power It is immoral to seek power
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The five levels of leadershipThe five levels of leadership- J. Maxwell- J. Maxwell
Each leader needs to work through the following levels.Each leader needs to work through the following levels.
1.1. POSITIONPOSITION
2.2. PERMISSIONPERMISSION
3.3. PRODUCTIONPRODUCTION
4.4. PEOPLE DEVELOPMENTPEOPLE DEVELOPMENT
5.5. PERSONHOODPERSONHOOD
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Level 1: Position Level 1: Position
The only influence you have is that which comes with a title. The only influence you have is that which comes with a title. People who stay at this level get into Real leadership is being People who stay at this level get into Real leadership is being
the person others will gladly and confidently follow. the person others will gladly and confidently follow. A person may be in charge because he/she has been appointed A person may be in charge because he/she has been appointed
and has the authority to be ‘THE PRIEST”and has the authority to be ‘THE PRIEST” Real leadership is being the person others will gladly and Real leadership is being the person others will gladly and
confidently followconfidently follow A real leader knows the difference between being the boss and A real leader knows the difference between being the boss and
being the leader.being the leader. They have territorial rights, focus on protocol, tradition, and They have territorial rights, focus on protocol, tradition, and
demand respect which they have not necessarily earned.demand respect which they have not necessarily earned. Leaders on the Position Level often lead by intimidation. Leaders on the Position Level often lead by intimidation.
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Level 2: PermissionLevel 2: Permission ““Leadership is getting people to work for you when they are Leadership is getting people to work for you when they are
not obligated.” not obligated.” A person on the Permission Level A person on the Permission Level leads by leads by
interrelationshipsinterrelationships. The agenda is not the pecking order, but . The agenda is not the pecking order, but personal relationshipspersonal relationships. On this level, time, energy, and focus . On this level, time, energy, and focus are placed on the are placed on the individual’s needs and desires. individual’s needs and desires.
People People who are unable to build solidwho are unable to build solid, lasting relationships , lasting relationships will soon discover that they are unable to sustain effective will soon discover that they are unable to sustain effective leadershipleadership
To sustain a leadership based on permission uou need to spend To sustain a leadership based on permission uou need to spend time with them. You need to know their personal time with them. You need to know their personal backgrounds. You need to create a way so that they feel free backgrounds. You need to create a way so that they feel free to communicate with you. to communicate with you.
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Level 3: ProductionLevel 3: ProductionLeading by doing Leading by doing
On the third level of leadership, things begin to happen - good On the third level of leadership, things begin to happen - good things. things.
Profit increases. Morale is high. Needs are being met. Goals Profit increases. Morale is high. Needs are being met. Goals are being realized. are being realized.
People follow production leaders because of what they People follow production leaders because of what they accomplish. People are drawn to successful project.accomplish. People are drawn to successful project.
So the productive level is about being able to lead a team of So the productive level is about being able to lead a team of people as no person can get everything done on their own people as no person can get everything done on their own
People might be willing to work with a successful project People might be willing to work with a successful project leaders, but without a relationship they will jump out of the leaders, but without a relationship they will jump out of the way if the project starts to fail. way if the project starts to fail.
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Level 4: People Development Level 4: People Development
A leader is great, not because of his or her power, but A leader is great, not because of his or her power, but because of the ability to empower others. Success because of the ability to empower others. Success without a successor is failure.without a successor is failure.
Since every leader is different, the true leader can be Since every leader is different, the true leader can be recognized because somehow or other recognized because somehow or other his/her people his/her people consistently demonstrate superior performance.consistently demonstrate superior performance.
““A worker’s main responsibility is doing A worker’s main responsibility is doing the work himself. “the work himself. “
““A leader’s main responsibility is A leader’s main responsibility is developing others to do the work.”developing others to do the work.”
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Level 5 :Personhood Level 5 :Personhood The fifth level of leadership, The fifth level of leadership, personhood, personhood, is the level that can is the level that can
be achieved only through extreme dedication, personal vision, be achieved only through extreme dedication, personal vision, and hard work. Only a lifetime of proven leadership will allow and hard work. Only a lifetime of proven leadership will allow us to sit at level 5 and reap the rewards that are eternally us to sit at level 5 and reap the rewards that are eternally satisfying. satisfying.
Personhood is a level reserved for those who have spent years Personhood is a level reserved for those who have spent years growing people and organizations. growing people and organizations. The key characteristic of The key characteristic of leaders who have achieved personhood is leaders who have achieved personhood is respectrespect. .
People follow leaders here because of who they are and what People follow leaders here because of who they are and what they represent. They are admired and followed not because of they represent. They are admired and followed not because of their position, but because of their disposition.their position, but because of their disposition.
You cannot place yourself on the You cannot place yourself on the Personhood LevelPersonhood Level. Only . Only others can do that. The best you can do is dedicate yourself to others can do that. The best you can do is dedicate yourself to working your way up through the levels of leadershipworking your way up through the levels of leadership
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People DevelopmentPeople DevelopmentSUCCESSFUL LEADERS ARE PEOPLE DEVELOPERS. SUCCESSFUL LEADERS ARE PEOPLE DEVELOPERS.
PEOPLE DEVELOPERS ASK THE RIGHT QUESTIONS ABOUT PEOPLEPEOPLE DEVELOPERS ASK THE RIGHT QUESTIONS ABOUT PEOPLE
1.1. Am I building people or am I building my dream and using Am I building people or am I building my dream and using people to do it?people to do it?
2.2. Do I care enough to confront people when it will make a Do I care enough to confront people when it will make a difference?difference?
3.3. Am I listening to people with more than my ears; am I Am I listening to people with more than my ears; am I hearing more than words?hearing more than words?
4.4. What are the major strengths of this individual?What are the major strengths of this individual?
5.5. Have I placed a high priority on the job?Have I placed a high priority on the job?
6.6. Have I shown the value the person will receive from this Have I shown the value the person will receive from this relationship? relationship?
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A successful people developerA successful people developer Realises that people are his or her most valuable Realises that people are his or her most valuable
asset. asset. Places a priority on developing peoplePlaces a priority on developing people Becomes a model for others to followBecomes a model for others to follow Pours leadership efforts into the top 20 percent of his Pours leadership efforts into the top 20 percent of his
or her peopleor her people Exposes key leaders to growth opportunitiesExposes key leaders to growth opportunities Is able to attract other winners/producers of the same Is able to attract other winners/producers of the same
goalgoal Surrounds himself or herself with an inner core that Surrounds himself or herself with an inner core that
complements his or her leadership. complements his or her leadership.
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Action Learning Action Learning
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My leadership Journey My leadership Journey Using the Journey on the following pages as a guide reflect on and track your leadership journey in the church. Using the Journey on the following pages as a guide reflect on and track your leadership journey in the church.
At each stage or period highlight the key events and happenings and the role models that influenced your At each stage or period highlight the key events and happenings and the role models that influenced your development. development.
Use the following as guidelines. Use the following as guidelines. How your values were shapedHow your values were shaped Your experience of the institutional churchYour experience of the institutional church Your experience of doctrineYour experience of doctrine Your spiritual developmentYour spiritual development Your own emerging theologyYour own emerging theology The role model leaders who impacted on your lifeThe role model leaders who impacted on your life The contribution you made as a Christian leaderThe contribution you made as a Christian leader The role you would like to play as a Christian Leader The role you would like to play as a Christian Leader
Draw your “journey” in the space below and then transfer it to a piece of newsprint. Use colours, symbols and Draw your “journey” in the space below and then transfer it to a piece of newsprint. Use colours, symbols and metaphors to explain the various happenings in your life. metaphors to explain the various happenings in your life.
Share your journey with a buddyShare your journey with a buddy
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10 characteristics of a servant-leader10 characteristics of a servant-leader
1.1. ListeningListening2.2. EmpathyEmpathy3.3. HealingHealing4.4. AwarenessAwareness5.5. PersuasionPersuasion6.6. ConceptualisationConceptualisation7.7. ForesightForesight8.8. StewardshipStewardship9.9. Commitment to the growth of peopleCommitment to the growth of people10.10. Building communityBuilding community
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Visionary LeadershipVisionary Leadership
Vision is about possibility, not Vision is about possibility, not probabilityprobability
Vision attracts human energyVision attracts human energy Vision must be articulated clearlyVision must be articulated clearly
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INTEGRITYINTEGRITY
The dictionary defines The dictionary defines integrity as:integrity as:““the state of being complete, unified.”the state of being complete, unified.”
Integrity builds trustIntegrity builds trust Integrity facilitates high standardsIntegrity facilitates high standards Integrity results in a solid reputation, not Integrity results in a solid reputation, not
just imagejust image Integrity means living it myself before Integrity means living it myself before
leading othersleading others Integrity helps a leader be credible, not Integrity helps a leader be credible, not
just cleverjust clever Integrity is a hard-won achievementIntegrity is a hard-won achievement
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HOMEWORKHOMEWORK
Reflect on your own integrity as a leader and Reflect on your own integrity as a leader and your own leadership as a servant and visionary your own leadership as a servant and visionary leader.leader.
Prepare something to share with the group Prepare something to share with the group about yourself as a leader tomorrow.about yourself as a leader tomorrow.
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Unbuntu – Unbuntu – a new paradigm for a new paradigm for leadershipleadership
Ubuntu ngumuntu ngabantuUbuntu ngumuntu ngabantu
Ubuntu is built upon the following Ubuntu is built upon the following principlesprinciples UnityUnity Collective work and responsibilityCollective work and responsibility Empowerment: Ubuntu encourages Empowerment: Ubuntu encourages
empowerment, discipline and purposeempowerment, discipline and purpose PurposePurpose
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The African tree – a model The African tree – a model for leadershipfor leadership Leadership legitimacyLeadership legitimacy
-participation-participation-responsibility-responsibility-spiritual authority-spiritual authority-transparency-transparency-accountability-accountability-legitimacy-legitimacy
Communal enterpriseCommunal enterprise-common vision-common vision-commitment to vision-commitment to vision-common values-common values
Value sharingValue sharing-respect and dignity-respect and dignity-interconnectedness-interconnectedness-continuous integrated development-continuous integrated development-collectivism and solidarity -collectivism and solidarity
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Sources of conflictSources of conflict
Resources Resources Pyschological needs Pyschological needs ValuesValues Divergent goalsDivergent goals Incongruent role expectations and behavioural Incongruent role expectations and behavioural
normsnorms
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Mapping the conflict Mapping the conflict
Step 1: What’s the problem?Step 1: What’s the problem? Define the problem in broad terms e.g. where the issue is someone in the Define the problem in broad terms e.g. where the issue is someone in the
workplace who is not doing their fair share of the job, the problem can be workplace who is not doing their fair share of the job, the problem can be stated as “workload division”.stated as “workload division”.
Don’t define the problem in terms proposing a yes/no, either/or choice. Don’t define the problem in terms proposing a yes/no, either/or choice. Keep the problem definition open-ended.Keep the problem definition open-ended.
Step 2: Who is involved?Step 2: Who is involved? Identify the major parties involved. These could be individuals, groups or Identify the major parties involved. These could be individuals, groups or
organisations.organisations.Step 3: What do they really want?Step 3: What do they really want? For each major party, you then list the significant For each major party, you then list the significant needs needs and and fears fears that are that are
relevant to the issue. In this way you clarify the real motivations behind the relevant to the issue. In this way you clarify the real motivations behind the position that has been taken. Both needs and fears motivate: needs move position that has been taken. Both needs and fears motivate: needs move people toward something, fears move them away from it.people toward something, fears move them away from it.
Sometimes it’s difficult for people to get off their solutions and go back to Sometimes it’s difficult for people to get off their solutions and go back to needs. Shift them by asking a question such as “Your answer to the needs. Shift them by asking a question such as “Your answer to the problem is to do X. What needs will be met?”problem is to do X. What needs will be met?”
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Five styles of handling conflict Five styles of handling conflict WIN-LOOSEWIN-LOOSE Competition Competition I try to dominate you and I try to dominate you and
control the relationship control the relationship
LOSE- WINLOSE- WIN Giving in Giving in I let you dominate me and I let you dominate me and control the relationshipcontrol the relationship
LOSE-LOSELOSE-LOSE Avoidance Avoidance I try to keep the conflict out of I try to keep the conflict out of the relationship OR I act as the relationship OR I act as though there is no relationshipthough there is no relationship
WIN A BIT- LOSE A BIT WIN A BIT- LOSE A BIT Compromise Compromise We see ourselves as being on We see ourselves as being on different sides, with a problem different sides, with a problem to solveto solve
WIN-WIN WIN-WIN Co-operation or partnership Co-operation or partnership We see ourselves as being on We see ourselves as being on the same side, with a problem the same side, with a problem to solve togetherto solve together
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How to read your map How to read your map look for new learning’s and insightslook for new learning’s and insights look for common ground – similar needs or interestslook for common ground – similar needs or interests look for a common vision – build on the values and ideas that look for a common vision – build on the values and ideas that
are upheld by all.are upheld by all. look for the areas of difficulty that most need attentionlook for the areas of difficulty that most need attention look for what it would take to make wins for all partieslook for what it would take to make wins for all parties
Now design win/win solutions, which meet as many of the needs Now design win/win solutions, which meet as many of the needs and address as many of the fears of all parties as possibleand address as many of the fears of all parties as possible
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Who:
Needs
Fears
Who:
Needs
Fears
Who:
Needs
Fears
Who:
Needs
Fears
Issues
Mapping the C onfl ict
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EI- Personal CompetenceEI- Personal CompetenceThese competencies determine how we manage ourselves.These competencies determine how we manage ourselves.Self-Awareness - Self-Awareness - Knowing one’s internal states, preferences, resources and intuitionsKnowing one’s internal states, preferences, resources and intuitions Emotional Awareness: Emotional Awareness: Recognising one’s emotions and their effectsRecognising one’s emotions and their effects Accurate self-assessment : Accurate self-assessment : Knowing one’s strengths and limitsKnowing one’s strengths and limits Self-confidence: Self-confidence: A strong sense of ones self worth and capabilitiesA strong sense of ones self worth and capabilities
Self-Regulation - Self-Regulation - Managing one’s internal stateManaging one’s internal state Self-control: Self-control: Keeping disruptive emotion and impulses in checkKeeping disruptive emotion and impulses in check Trustworthiness: Trustworthiness: Maintaining standards of honesty and integrityMaintaining standards of honesty and integrity Conscientiousness: Conscientiousness: Taking responsibility for personal performanceTaking responsibility for personal performance Adaptability: Adaptability: Flexibility in handling changeFlexibility in handling change Innovation: Innovation: Being comfortable with novel ideas, approaches, and new information.Being comfortable with novel ideas, approaches, and new information.
Motivation -Motivation -Emotional tendencies that guide or facilitate reaching goalsEmotional tendencies that guide or facilitate reaching goals Achievement drive: Achievement drive: Striving to improve or meet a standard of excellenceStriving to improve or meet a standard of excellence Commitment: Commitment: Aligning with the goals of the group or organisationAligning with the goals of the group or organisation Initiative: Initiative: Readiness to act on opportunitiesReadiness to act on opportunities Optimism: Optimism: Persistence in pursuing goals despite obstacles and setbacksPersistence in pursuing goals despite obstacles and setbacks
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EI- Social Competence EI- Social Competence EmpathyEmpathy - - Awareness of others’ feelings, needs, and concernsAwareness of others’ feelings, needs, and concerns Understanding others: Understanding others: Sensing others’ feelings and perspectives, and taking an active Sensing others’ feelings and perspectives, and taking an active
interest in their concernsinterest in their concerns Developing others: Developing others: Sensing others’ development needs & bolstering their abilitiesSensing others’ development needs & bolstering their abilities Service Orientation: Service Orientation: Anticipating, recognising, and meeting customers’ needsAnticipating, recognising, and meeting customers’ needs Leveraging Diversity: Leveraging Diversity: Cultivating opportunities through different kinds of peopleCultivating opportunities through different kinds of people Political awareness: Political awareness: Reading a group’s emotional currents & power relationshipsReading a group’s emotional currents & power relationships
Social SkillsSocial Skills - - Adeptness at including desirable responses in othersAdeptness at including desirable responses in others Influence: Influence: Wielding effective tactics for persuasionWielding effective tactics for persuasion Communication: Communication: Listening openly and sending convincing messagesListening openly and sending convincing messages Conflict management:Conflict management: Negotiating and resolving disagreements Negotiating and resolving disagreements Leadership: Leadership: Inspiring and guiding individuals and groupsInspiring and guiding individuals and groups Change catalyst: Change catalyst: Initiating or managing changeInitiating or managing change Building bonds: Building bonds: Nurturing instrumental relationshipsNurturing instrumental relationships Collaboration and cooperation: Collaboration and cooperation: Working with others toward shared goalsWorking with others toward shared goals Team Capabilities: Team Capabilities: Creating group synergy in pursuing collectiveCreating group synergy in pursuing collective
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Becoming an Emotional Becoming an Emotional Intelligent leaderIntelligent leader Accept the EI and people connectionAccept the EI and people connection Admit the need to changeAdmit the need to change Use the spiritual transformational Use the spiritual transformational
power of EIpower of EI Expand your EI horizonExpand your EI horizon Develop a change strategyDevelop a change strategy
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10 EI things we need from 10 EI things we need from people & people need from people & people need from us:-us:-1.1. CommunicationCommunication
2.2. CommunityCommunity
3.3. IntimacyIntimacy
4.4. LaughterLaughter
5.5. LoveLove
6.6. PassionPassion
7.7. SharingSharing
8.8. SupportSupport
9.9. TouchTouch
10.10. TrustTrust
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Leadership and ManagementLeadership and ManagementTwo sides of a coin Two sides of a coin
The person in a leadership position The person in a leadership position cannot be an effective leader if he or cannot be an effective leader if he or she is an incompetent managershe is an incompetent manager
The managerial work of someone The managerial work of someone who co-ordinates day-to-day who co-ordinates day-to-day management functioning is management functioning is undermined if there is no holistic undermined if there is no holistic view of the organisation’s long-term view of the organisation’s long-term development. development.
The functions of leadership and The functions of leadership and management are inseparable. management are inseparable.
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Differences between Leadership and Management Differences between Leadership and Management
LeadershipLeadership Management Management GuidesGuides
MotivatesMotivates
InitiatesInitiates
AnticipatesAnticipates
Builds visionBuilds vision
CreatesCreates
Moves forwardMoves forward
InspiresInspires
Develops the teamDevelops the team
Breaks boundariesBreaks boundaries
Co-ordinatesCo-ordinates
OrganizesOrganizes
MaintainsMaintains
StabilisesStabilises
RealisesRealises
StructuresStructures
Establishes how to do and limits Establishes how to do and limits
Handles problemsHandles problems
Makes sure tasks completedMakes sure tasks completed
Sets boundaries Sets boundaries
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Leadership Styles Leadership Styles
Autocratic“ I tell, you listen and I decide.”
Democratic“I raise issues, we discuss and we decide.”
Situational“Let’s look at the situation
first before we tackle the problem.”
Consultative“I ask, you answer, I explain, and I
decide.”
Laissez-faire“You decide as you please-
don’t worry me.”
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Autocratic Style Autocratic Style
Task centred styleTask centred style Spends less time on explanations and Spends less time on explanations and
discussions and more on orders.discussions and more on orders. Use it when the decision would not change Use it when the decision would not change
with input from others with input from others Advantages: gets things done quickly. Advantages: gets things done quickly. Disadvantages: can distance participants. It Disadvantages: can distance participants. It
does not allow participants to thing for does not allow participants to thing for themselves. Often just and easy option. themselves. Often just and easy option.
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Democratic StyleDemocratic Style
Leader involves team in decision making Leader involves team in decision making Advantage – everyone gets a say this Advantage – everyone gets a say this
motivates and develops participantsmotivates and develops participants Disadvantage – sometimes not appropriate to Disadvantage – sometimes not appropriate to
the situation the situation
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Laissez FaireLaissez Faire
Leave a group to make a decision Leave a group to make a decision Works best when people are capable and Works best when people are capable and
motivated and there is no requirement for a motivated and there is no requirement for a central co-ordinated.central co-ordinated.
Sometimes not appropriate and they need to Sometimes not appropriate and they need to make decisions and followers are looking for make decisions and followers are looking for stronger leadershipstronger leadership
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Situational LeadershipSituational Leadership
Look at motivation and capability of the teamLook at motivation and capability of the team The leaders' perception of the follower and the The leaders' perception of the follower and the
situation will affect what they do rather than situation will affect what they do rather than the truth of the situation. the truth of the situation.
The leader's perception of themselves and The leader's perception of themselves and other factors such as stress and mood will also other factors such as stress and mood will also modify the leaders' behaviour.modify the leaders' behaviour.
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Discovering your leadership Discovering your leadership style:style: The Visionary styleThe Visionary style The Directional styleThe Directional style The Strategic styleThe Strategic style The Managing styleThe Managing style The Motivational styleThe Motivational style The Shepherding styleThe Shepherding style The Team-building styleThe Team-building style The Entrepreneurial styleThe Entrepreneurial style The Re-engineering styleThe Re-engineering style The Bridge-building styleThe Bridge-building style
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Male and Female Styles of Male and Female Styles of LeadershipLeadership
Eagly and Johnson (1990), concluded that Eagly and Johnson (1990), concluded that women were often found to lead in a more women were often found to lead in a more interpersonally oriented leadership style and interpersonally oriented leadership style and men were found to lead in a more task-men were found to lead in a more task-oriented style.oriented style.
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LOCAL CHURCH LOCAL CHURCH MANAGEMENTMANAGEMENT
The 5 essential for management The 5 essential for management excellence in the local church:-excellence in the local church:-
Specific strategiesSpecific strategies Realistic resourcesRealistic resources Empowered peopleEmpowered people Clear communicationClear communication Practical policies and proceduresPractical policies and procedures
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THE 4 FUNCTIONS OF THE 4 FUNCTIONS OF MANAGEMENTMANAGEMENT
PLANNINGPLANNING ORGANISINGORGANISING DIRECTING (LEADING)DIRECTING (LEADING) CONTROLLINGCONTROLLING
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Planning Planning The language of planningThe language of planning The words ‘aims’, ‘objectives’, ‘goals’ and ‘targets’ are often used interchangeably - They all The words ‘aims’, ‘objectives’, ‘goals’ and ‘targets’ are often used interchangeably - They all
What is important is not what they are called, but the What is important is not what they are called, but the time scale time scale involved.involved. An An aim aim is an overall objective or goal: what the organisation would achieve if it was 100 per is an overall objective or goal: what the organisation would achieve if it was 100 per
cent successful. It defines why the organisation exists, its purpose, and its reason for being. cent successful. It defines why the organisation exists, its purpose, and its reason for being. This is sometimes called the organisation’s This is sometimes called the organisation’s missionmission, as expressed in a , as expressed in a mission statementmission statement or or
statement of core purposestatement of core purpose.. ObjectivesObjectives are what the organisation wants to achieve within certain time periods. All of the are what the organisation wants to achieve within certain time periods. All of the
organisation’s objectives, whether long, medium or short term, and all its activities should be organisation’s objectives, whether long, medium or short term, and all its activities should be in line with its core purpose.in line with its core purpose.
The time periods for strategic objectives in a fairly well established small or medium sized The time periods for strategic objectives in a fairly well established small or medium sized organisation might be three to five years for long term, two to three years for medium term, organisation might be three to five years for long term, two to three years for medium term, and 12 to 18 months for short term. For a larger organisation long term might be as long as 10 and 12 to 18 months for short term. For a larger organisation long term might be as long as 10 or 20 years, while for a new organisation long term might be as short as one year. or 20 years, while for a new organisation long term might be as short as one year.
Short term or immediate objectivesShort term or immediate objectives (for this year, this month, this week) might be called (for this year, this month, this week) might be called objectives, goals or targets.objectives, goals or targets.
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Types of planning Types of planning Development Planning: Development Planning: long term, with a broad overview of long term, with a broad overview of
policies, current activities and new activities.policies, current activities and new activities. Action or Tactical Planning: Action or Tactical Planning: steps to implement a strategic steps to implement a strategic
plan or reach long term goals.plan or reach long term goals. Recurrent or Cyclical Planning: Recurrent or Cyclical Planning: for events or activities for events or activities
which occur regularly or must be regularly undertaken, for which occur regularly or must be regularly undertaken, for example yearly planning, termly planning.example yearly planning, termly planning.
Project Planning: Project Planning: for a specific, time-limited piece of work.for a specific, time-limited piece of work. Operational Planning: Operational Planning: to keep the school and functioning to keep the school and functioning
smoothly and able to carry out the work it has to do.smoothly and able to carry out the work it has to do. Day to day Planning: Day to day Planning: specific actions needing to be done specific actions needing to be done
immediately.immediately. Contingency Planning: Contingency Planning: allowing for the unforeseen.allowing for the unforeseen.
Hope Africa - Christian Leadership and Management Hope Africa - Christian Leadership and Management 4343
Planning action spiral Planning action spiral
Hope Africa - Christian Leadership and Management Hope Africa - Christian Leadership and Management 4444
Learning to delegateLearning to delegateo Identify a “whole task”to one personIdentify a “whole task”to one persono Identify the actual outcome you want & expectIdentify the actual outcome you want & expecto Identify the “right”individual for this projectIdentify the “right”individual for this projecto Meet to outline results & any limitationsMeet to outline results & any limitationso Don’t underestimateone’s potential to do Don’t underestimateone’s potential to do
things for youthings for youo Make sure they understand what is expectedMake sure they understand what is expectedo Make arrangements for feedbackMake arrangements for feedbacko Make sure they come with recommendationsMake sure they come with recommendationso Avoid surprises Avoid surprises