1. 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

2. 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

3. 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

4. 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

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

6. 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