leadership style INDICATOR
This summary uses your responses to the questions to examine how you relate to six different styles of leadership. No one of these aspects of leadership is any more or less important than any of the others, – they complement and balance each other. Clearly too, this report is based only on your answers. For each area your answers are combined to give a rating between 5 and 25, where a score of 25 would suggest that you see yourself as very strong in this area, and a score of 5 indicates that you do not see this as your area of strength. The important thing is to look at the relative scores between the areas. Do take time to appreciate, and thank God for the strengths you have in leadership. You may also like to think and pray about who else in your church or organisation has leadership strengths in the areas where you score less well. If this feedback summary gives you any surprises, do talk it through with someone who knows you well – it may be that one or two particular questions or your interpretation of them have unduly impacted your scores Transfer your scores from the indicator to the table below, taking care to subtract the score you awarded to the questions given in the final row of the table. This will give scores for each of the areas. For some people they will be clustered quite closely together, others will have more variation – this is a function of how closely you grouped your scoring. Pioneering Leadership Q1 Q11 Q20 Q26 Add 6 Subtotal – Q4 strategic leadership Q8 Q10 Q16 Q28 Add 6 Subtotal – Q21 Management / Administration Q2 Q9 Q18 Q24 Add 6 Subtotal – Q15 Team Leadership Q6 Q12 Q25 Q30 Add 6 Subtotal – Q23 Pastoral Leadership Q7 Q14 Q22 Q29 Add 6 Subtotal – Q17 Encouraging Leadership Q3 Q5 Q13 Q19 Add 6 Subtotal – Q27
The Term Paper on Individual Development Plan Low Score
Hambright 1 Melody Hambright Professor Charles So fios Organizational Management 502 30 October 2003 Individual Development Plan On the scale from 1 to 5, my basic personality trait is between quiet and talkative (3), tolerant (2), organized (5), calm (5), between imaginative and conventional (3), outgoing (4), cooperative (5), dependable (5), secure (5), familiar (5), between sociable and loner ( ...
Pioneering Leadership. (q1+q11+q20+q26+(6-q4)) Within pioneering leadership we consider those who are willing to push themselves, and take appropriate risks in striving to move forwards to discover and reach long term goals. In a Christian context we can quote Philippians 3:”forgetting what is behind, and straining for what lies ahead”. Pioneering leaders are passionate about the vision, and are wholly committed to it. Paul is a great example of a leader who was focussed on pushing out the boundaries of the church, despite the personal risk. Pioneering leaders are at their strongest in the early stages of a vision or project, excited by seeking out where God is calling. However as time passes they may lose interest in the implementation of a vision, eager to be looking ahead to the next challenge. Strategic Leadership. (q8+q10+q16+q28+(6-q21)) Leaders who can break down visions and large aims into manageable chunks are vital for the church. Strategic leaders have the insight and focus to work out ways of achieving the vision, the “how”, and are able to persuade the rest of the church to accept this plan. When Nehemiah led the Jews in rebuilding the walls of Jerusalem, he demonstrated great strategic leadership in dividing the work up, and in keeping the task manageable. His plan was so good, the walls were rebuilt in 52 days.
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The Essay on Shared Vision Leader Leadership Greenleaf
Leadership is a process that requires many types of skills to help a leader become an affective leader. However, a good leader is a servant before becoming a leader. Robert Greenleaf defines this type of person as a servant-leader. Servant leadership is more effective because the servant-leader considers the needs of the followers, and the followers are able to benefit from this. While a person is ...
Strategic leaders can bring common sense to a difficult task – able to help people see how the seemingly impossible can be achieved. However, like pioneers, they can be less engaged with the implementation of a task, preferring to leave this to others. Management / Administration – (q2+q9+q18+q24+(6-q15)) All churches require good stewards and managers, people with gifts of administration (Acts 6).
Any vision or change will require people able to plan and problem solve, delegate and organise. Without this gift, the best plans may well not get implemented! The apostles delegated the practical tasks of sharing food and taking care of the widows to those gifted with the necessary skills, including Stephen and Philip. Managers are often under appreciated, having a leadership style which is less “up-front” than some of the other styles. However, much of the work simply would not get done without them. They are able to organise, and follow through on all the necessary tasks and activities to ensure that the project is completed on time. They may struggle to relate to the visionary pioneers – dreaming of achieving the impossible is not their home ground! Team Leadership. (q6+q12+q25+q30+(6-q23)) Here we include leadership in a group context, whether the leader has a formal leadership role in a group or not. For the church as ‘the body’ (1 Cor 12), working together is clearly important. The key strengths of team leaders are a desire to work with others, and an ability to trust them. Team leaders need great humility and servanthood – their sole aim is that the team achieves its goals.
What they as individuals achieve is secondary. The greatest contribution Silas made to the church was probably training and developing Paul’s ministry so he could go on to achieve greater things later. Team leaders are invaluable – if the church is truly to function as a body, team leaders are needed to ensure harmony and effectiveness in the way the team works. Pastoral Leadership – (q7+q14+q22+q29+(6-q17)) Many church leaders feel they ought to be Pastoral leaders, although many don’t have this as their primary style. This is not a problem!! Pastoral leaders are real “people people”, who have an important role in supporting the pioneers, strategists, team leaders and the rest of the church, particularly when times are hard. Vision and moving into vision seem less important to pastoral leaders. Peter was a pastoral leader, a complete contrast to Paul’s energetic church planting and exhortation. Pastoral leadership is often unseen, and often unappreciated publically, yet hugely important. Those who are pastoral leaders can sometimes be threatened by the pioneers and strategists – and at times are irritated by the attention to detail shown by the managers.
The Term Paper on Leaders Of The Church Friar Chaucer Summoner
What Would Jesus Do? Between 1951 and 1991, forty-one Catholic priests in Chicago alone were charged with sexual misconduct (Philip Jenkins). This number has only increased over the past ten years, with the recent valiancy among Catholic women and children to come forth about sexual indecencies committed against them. But while the charges against the priests may be relatively new, the corruption ...
Yet their contribution to a team is invaluable take time for a moment to think of a pastoral leader – and you will probably find that they command huge respect and support. Encouraging Leadership. (q3+q5+q13+q13+(6-q27)) Paul was a great encourager – his letters to the early churches contained exhortation and encouragement as well as teaching. Encouraging leaders are able to motivate whole churches, teams and individuals. They have great discernment into peoples gifts, their feelings and what motivates them, able to release them into fulfilling their ministries. Who doesn’t need encouragement !! Encouraging leaders have the knack of knowing when a quiet word can spur people on, when to challenge and when to support, when to coach and when to give space. Occasionally they may irritate people by appearing less “involved” than other leadership styles – sometimes people want more than just encouragement.
This material is copyright to The Teal Trust ( www.teal.org.uk ) © 2001. It may be reproduced for non-profit use providing copyright attribution is kept.
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