Transformational Leadership 2 Timothy 2:1-2 Effective leadership Inspire a shared vision Model the way Challenge the process Enable others to act Encourage the heart Strategic Leadership and the Tools of change Process of Strategic Leadership – Learning Process Assessment – where we are Understanding – who we are, where we want to go Learning – how we get there Making Progress – the journey Checking – our progress – assessments and measures

Transformational – model Model the way – example – Jesus – follow in His steps Inspire a shared vision – this gospel of the Kingdom will be preached Challenge the process – It is written but I say, temple cleansing Enable others to act - team, sharing power, sending 12 and 70 and feeding 5000, find calling Encourage the heart – acts of caring, spirit of community , your faith made you well , follow me my yoke is easy

Servant – how – the function Mark 10: 42 – 45 Not this way among you (not the norm) also not implicit leadership theory Great – extraordinary – great – expansive – great leadership – transformational – self, others, group, culture, world Be your servant – ontology Give life for others (invest) – not redemptive Model – transformational Method - servant

Servant Leading for Transformation Internal Domains Heart Motivation Serve others not self serving Humility Head Purpose Mission Values Compelling vision for callings Hands Behavior Performance Coaching Recognition Habits Prayer Study Confidence -God Relationships The Competing Values Framework (Graph Appendix A) Clan – Shared values and goals, cohesion, participativeness, seems like more of a family than economic entities. Basic assumptions – environment best managed through teamwork and employee development, customers are partners, task of leaders is to empower employees and facilitate participation. Teamwork, participation, consensus. Also the “Collaborate” profile organizations tend to have those who believe in something greater than themselves where driving purposes are community and knowledge which produces a strong organizational image. They want to create something timeless of value to the community. Leadership issues: the leaders perceptions are influenced by the culture in which they lead or place value. Clan leader – facilitator, mentor, team builder, parent figures, and supporters. Opposite of market leaders – warm and supportive. Adhocracy – Assumption that innovative and pioneering initiatives are what leads to success, in the business of developing new products and services preparing for the future. The leadership task is to foster entrepreneurship, creativity and activity on the “cutting edge.” NO organizational chart because of rapid change, temporary physical space, temporary roles, creativity and innovation. People take risks. Focus on rapid growth and obtaining new resources, success means producing unique and original products and services. Also the “Create” quadrant is characterized by experimentation and speculation, they capitalize on turbulent environments. Leadership issues: They are visionary, creative, focused on the future and are the opposite of Clan leaders, they are rule breakers. Market – Oriented toward the external environment rather than internal affairs. Major focus is to conduct transactions with other constituencies to create competitive advantage. Core values are competitiveness and productivity. It is a results-oriented concept with the assumption that the environment is hostile where customers are choosy. The task of leadership is to drive toward productivity, results and profits. Also the “Compete” quadrant companies seek to create quickly as a matter of strategy and of pride. Leadership issues: They are hard-driving competitors who are good at directing, producing results, negotiating and motivating others. Opposite of Clan leaders, they are tough and demanding. Hierarchy – This was the earliest approach to modern organizing where the prominent concepts are rules, specialization, meritocracy, hierarchy, separate ownership, impersonality, and accountability. This led to stability in the organization in the context of a stable environment. It is characterized as a formalized and structured place to work where procedures govern what people do. Leadership is about enforcing the procedures and processes. Also the “Control” quadrant specializes in creating something better and with efficiency. Leadership issues: Leaders are good at organizing, controlling, monitoring, administering, coordinating and maintaining efficiency. Rule enforcers opposite of adhocracy leaders. External Domains

Now What Who are you Strongest and weakest Weakest – find ways to strengthen

Leadership Development Development as a Learning Process Assessment Understanding Learning Making Checking Strategic Leadership and the Tools of change Process of Strategic Leadership – Learning Process Assessment – where we are Understanding – who we are, where we want to go Learning – how we get there Making Progress – the journey Checking – our progress – assessments and measures