Transcript Slide 1

ACPE Academy for Continuing Education
Pastoral Professionals
as Leaders in
Institutions and Organizations
June 16, 2011
Presenter:
Martin Montonye
ACPE Supervisor
Email: [email protected]
Webinar Objectives
1. Define leadership from a historical perspective
2. Review survey results of Spiritual Care
Collaborative membership on leadership
3. Describe four strategies most commonly used
in leadership training
4. Explain how CPE prepares Pastoral
Professionals to assume leadership roles in
institutions and organizations.
Leadership Lessons:
Alice in Wonderland
Time Management
Leaders vs. Followers
Latest Leadership Trends
MBO
“Off With her head!”
Possibilitarian
Leader?
Chaordic Guide
Leadership Lessons:
Alice in Wonderland
 White Rabbit – Time Management
 Caterpillar – Latest Leadership Trend
 Cheshire Cat – Management by Objective
 Red Queen – Impatient Monarch
 White Queen – Anything is Possible
 Mad Hatter – Chaordic Guide
Definitions of Leadership
“Always, it seems, the concept of leadership eludes us or
turns up in another form to taunt us again with its
slipperiness and complexity. So we have invented an
endless proliferation of terms to deal with it . . . and still
the concept is not sufficiently defined."
- Warren Bennis
Leadership Development
Programs
- Genetic or Learned?
- Plato’s Republic
- Military Field Administration
- Business Education
- 1960s - 1970s: Interpersonal skills, T-groups
- 1980s – Change agent, action learning
- 1990s – 2000:
-
Personal Growth
Conceptual Understanding
Feedback
Skill Building
Approaches to Leadership Theory
Trait Approach
Skills Approach
Style Approach
Situational Approach
Contingency Theory
Path-Goal Theory
Transformational
Leadership
Team Leadership
Psychodynamic
Approach
Culture and Leadership
Leadership Ethics
Leader-Member Exchange
Theory
Northouse, 2007
Leadership Development
Programs
- Developmental Relationships
- Formal Coaching
- Job Assignments
- Hardships
- Spiritual Leadership
- Cross-Cultural
- Leadership for Cultural Change
Connecting the Dots
Pastoral Training
Leadership Language
Self Awareness
Self Management
Action Reflection
Action Learning
Case Study
Critical Thinking
Interpersonal Group
Small Group Leadership
Trusting the Process
Managing Change
Note: Types of Programs: 1) Personal Development; 2) Conceptual
Understanding; 3) Feedback; 4) Skill Building
Point of View
“The world simply can’t be made sense of, facts can’t be
organized, unless you have a mental model to begin with.
That theory does not have to be the right one, because you
can alter it along the way as information comes in. But you
can’t begin to learn without some concept that gives you
expectations or hypotheses.”
Goran Carstedt, Volvo Executive
Reframing & Higher Orders of
Consciousness
Bolman & Deal (2008)
- Frame as a set of ideas and assumptions to negotiate a
particular territory
- Windows, maps, tools, lenses, orientations, filters, prisms and
perspectives
-Frame Breaking
-Four Frames: Organizations as factories, family, jungles,
temples and carnivals
-Multi-frame Thinking
Bolman, L. G. & Terrence, E. D. (2008). Reframing Organizations: Artistry, Choice and
Leadership. San Francisco, CA: Jossey-Bass.
Chaordic
Dee Hock, founder and former CEO of Visa International,
combined the first syllables from chaos and order.
Chaord is defined as “any self-organizing, self-governing,
adaptive, nonlinear, complex organism, organization,
community or system, whether physical, biological or social, the
behavior of which harmoniously blends characteristics of both
chaos and order.”
Hock, D. Birth of the Chaordic Age. San Francisco: Berrett-Koehler Publishers, 2000.
Leading or Managing?
“…one of the most seductive ways that your organization
rewards you for doing exactly what it wants – to provide
operational excellence in executing directions set by
others – is to call you a leader.”
- Heifetz, Grashow & Linsky, 2009, p.25.
Meaning-Making
 New Framework
 Authority is a tool for making sense
 Leadership is a process through which people put this
and other tools to work to create meaning
 “The key movement is from I need to make things
happen to we need to make things happen and I need
to figure out how to best participate in the process of us
making things happen.”
Making Common Sense: Leadership as Meaning-making in a Community of Practice.
Center for Creative Leadership. 1994.
Definition of Leadership
“Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal.”
- Process
- Influence
- Groups
- Goals
Northouse, Peter. Leadership Theory and Practice. 4th Ed. Thousand Oaks, CA:
Sage Publications. 2007.
Definition of Leadership
Three dimensions of leadership in complex organizations:
1. Establishing direction
2. Aligning people
3. Motivating and Inspiring
J. P. Kotter, A Force for Change: How Leadership Differs from Management (New York:
Free Press, 1990), 5.
Pastoral Leadership
“Success in ministry and the quality of ministry
do not happen by accident; they are the
purposeful result of a response to a divine
calling, coupled with a sincere effort, effective
training, respect for people, and skillful
execution.”
Graves, Joel C. Leadership Paradigms in Chaplaincy. Boca
Raton: Dissertation.com, 2007. 2.
Spiritual Leadership
Fernando asked 13 spiritually motivated and influential Sri
Lankan business entrepreneurs from Buddhist, Hindu,
Christian and Muslims religions to describe the meaning
of spirituality:
“…their practice of spiritual leadership had tow common
aims: a connection with self, others and/or an ultimate
reality, and a need to direct and motivate self and/or
others to develop an organizational culture founded on a
sense of shared community.”
Mario Fernando, Spiritual Leadership in the Entrepreneurial Business: A
Multifaith Study. Northampton, MA. Edward Elgar Publishing, 2007. Preface.
V.a.r.m.i.n.t.s.
 Vision
 Alignment
 Resources
 Motivate
 Inspire
 Navigate
 Teach
 Spiritual
Survey by the Center for Creative
Leadership
What’s Next? The 2007 Changing Nature of
Leadership Survey
2007 data compiled from online survey of 1,131
on emerging trends and future leaders
76% believe the definition of leadership has
changed in the past 5 years
91% believe the challenges they face are
increasingly complex
65% believe there will be a talent crisis in the
next 5 years
Leadership Gap
- 2006 – 2008 survey conducted by Center for Creative
Leadership
- Explore concern that leadership skills are lacking
- 2,200 leaders from 15 organizations in three countries
- Recommendations for organizations seeking to assess
and bridge the gap between where they are and where
they need to be
- Ranking competencies
Leadership Gap
 What leadership skills and perspectives are critical for
success now and in the future?
 How strong are current leaders in these critical skills
and perspectives?
 How aligned is today’s leadership strength with what
will be the most important skills and perspectives?
Leadership Gap
Most important now and in the future for organizational
success:
- Leading employees (directing and motivating)
- Strategic planning (translating vision)
- Inspiring commitment (recognizing/rewarding)
- Managing change (effective strategies)
- Resourcefulness (collaboration up and down)
- Being a quick learner (new knowledge)
- Doing whatever it takes (persevering)
Leadership Gap
Leadership skills currently demonstrating:
Over-investment
- building and mending relationships
- compassion and sensitivity
- culturally adaptable
- respecting individual differences
- composure
- self-awareness
Leadership Gap
Key Gap
- Leading people
- Strategic planning
- Inspiring commitment
- Managing change
- Employee development
- Balancing personal life and work
- Decisiveness
Pastoral Leader Gap
ATS Graduating Student Questionnaire: A Study of Five
Years of Use, 1996-97 through 2000-1
2000 Toward a Higher Quality of Christian Ministry Survey.
Study of Church Leadership funded by the Lilly Endowment
2001 The Leadership Situation Facing American
Congregations. An Alban Institute Special Report
2003 Survey of Teaching and Learning in Clergy Education
conducted by The Carnegie Foundation
2007 Survey on Continuing Education in the United
Methodist Church
Pastoral Leadership Survey
- Purpose
- Internet Survey
- Spiritual Care Collaborative Membership
- December 2009 - February 2010: 1130
- Questions
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Inferences
 Overlap between secular and pastoral leadership
 Awareness of need for vision, alignment and
commitment
 Gap in pastoral leadership preparation
- Strategic Planning (Vision)
- Budget & Finance (Alignment)
- Administration & Management (Commitment)
Critical Reflection
 “Very few really seek knowledge in this world. Mortal or
immortal, few really ask. On the contrary, they try to
wring from the unknown answers they have already
shaped in their own minds – justification, explanations,
forms of consolation without which they can’t go on. To
really ask is to open the door to the whirlwind. The
answer may annihilate the question and the
questioner.”
The Vampire Marius, Ann Rice, The Vampire Lestat
Pastoral Relationships
 Stages of the visiting and interviewing process:

- Recognition of participants, roles, expectations,
purposes, goals

- Formulating a strategy for visit/meeting

- Establishing optimum interrelation, obtaining
maximum information

- Structuring, correcting, further exploration

- Analyzing, summarizing, formulating, opinion,
conclusion, counseling, therapy, care.
Harrop A. Freeman. Counseling in the United States. New York: Oceana Publications.
1967.
Leadership Strategies
For transferring and integrating organizational leadership
development:
 Designing a program for developing organizational
leadership competencies
 Leading continuous professional development programs
 Coaching action learning management teams
 The Continuing Professional Development of Physicians:
From Research to Practice. American Medical
Association, 2003. www.amapress.com
Education
“We are, in my view, faced with an entirely new
situation in education where the goal of education,
if we are to survive, is the facilitation of change
and learning. The only man who is educated is the
man who has learned how to learn; the man who
has learned how to adapt and change; the man
who has realized that no knowledge is secure, that
only the process of seeking knowledge gives a
basis for security. Changingness, a reliance on
process rather than upon static knowledge, is the
only thing that makes any sense as a goal for
education in the modern world.”
Resources
www.leadertoleader.org
www.ccl.org
www.12manage.com
www.marcusbuckingham.com
www.hbsp.harvard.edu/hbsp/course_materials.jsp
http://hbr.harvardbusiness.org/
http://c4lpt.co.uk/Showcase/100business.html
https://www.stephencovey.com/community/user/dashboard.php
Resources
Barker, J. A. (1993). Paradigms: The Business of Discovering the Future. New York:
Harper Business.
Bolman, L. G. & Terrence, E. D. (2008). Reframing Organizations: Artistry, Choice
and Leadership. San Francisco, CA: Jossey-Bass.
Boltman, R. (1979). People Skills: How to Assert Yourself, Listen to Others, and
Resolve Conflicts. New York: Simon & Schuster.
Collins, J. (2001). Good to Great: Why Some Companies Make the Leap...and
Other’s Don’t. New York: Collins Business.
Covey, S. R. (1989). The Seven Habits of Highly Effective People. New York: Simon
& Schuster.
Covey, S. R. (1990). Principle Centered Leadership. New York: Simon & Schuster.
Ford, K. G. (2008). Transforming Church: Bringing Out the Good to Get to Great.
Colorado Springs, CO: David C. Cook.
Greene, R. (1998). The 48 Laws of Power. New York: Penguin.
Resources
Halpern, B. L. & Lubar, K. (2003). Leadership Presence: Dramatic Techniques to
Reach Out, Motivate, and Inspire. New York: Gotham.
Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership:
Tools and Tactics for Changing Your Organization and the World. Boston, MA:
Harvard Business.
Hershey, P., Blanchard, K. H., & Johnson, D. E. (1996). Management of
Organizational Behavior: Utilizing Human Resources (7th ed.). Englewood Cliffs, NJ:
Prentice Hall.
Kouzes, J. M. & Posner, B. Z. (2007). The Leadership Challenge (4th ed.). San
Francisco, CA: Jossey-Bass.
Komives, S. R., Lucas, N., & McMahon, T. R. (2007). Exploring Leadership for
College Students Who Want to Make a Difference (2nd ed.). San Francisco, CA:
Jossey-Bass.
Komives, S. R., & Wagner, W. (2009). Leadership for a Better World: Understanding
The Social Model of Leadership Development. San Francisco, CA: Jossey-Bass.
Resources
Marquardt, M. J., Leonard, H. S., Freedman, A. M., & Hill, C. C. (2009). Action
Learning for Developing Leaders and Organizations: Principles, Strategies, and
Cases. Washington, D.C.: American Psychological Association.
Northouse, P. G. (2006). Leadership: Theory and Practice (Ed.)(4th ed.). Thousand
Oaks, CA: Sage.
O’Toole, J. (1995). Leading Change. San Francisco: Jossey-Bass.
Northouse, P. G. (2006). Leadership: Theory and Practice (Ed.)(4th ed.). Thousand
Oaks, CA: Sage.
O’Toole, J. (1995). Leading Change. San Francisco: Jossey-Bass.
Peters, T. J. & Waterman, R. H. (1982). In Search of Excellence: Lessons from
America’s Best-Run Companies. New York: Warner.
Pine, B. J., & Gilmore, J. H. (1999). The Experience Economy: Work is Theatre &
Every Business a Stage. Boston, MA: Harvard Business.
Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning
Organization. New York: Doubleday.
Resources
 Shankman, M. L. & Allen, S. J. (2008). Emotionally Intelligent Leadership: A
Guide for College Students. San Francisco, CA: Jossey-Bass.
 Solomon, R. C. (2007). True to Our Feelings. New York: Oxford.
 Tichy, N. M., & Cardwell, N. (2002). The Cycle of Leadership: How Great
Leaders Teach Their Companies to Win. New York: Harper Collins.