1. Situational Leadership & Teamwork
John Roberto
LifelongFaith Associates

2. Leadership for Adult Faith Formation
“The leader of the future isn’t a person. It is a team. It is a group of people gifted and called by God to lead. It is a community drawn together by a sense of the possible within a congregation and committed to making God’s kingdom just a bit more real in their time and place. This fact alone changes the notions of leadership that pastors and congregations have operated under for years. It breaks down barriers between professional and lay leaders. It refocuses our attention on gifts and call as being the basis for ministry.”

3. Leadership for Adult Faith Formation
“The focus on gifts and call leads us to a new humility about leadership. It reminds us that no one has all the gifts, but all the gifts are present within the Body. This is why a leadership team is essential for the future. When the challenges before us are great we need to take advantage of every gift God has given. That is only possible if we approach the task of leadership as a team.”

4. Leadership for Adult Faith Formation
“Someone will need to see his or her primary call as bringing together the group… That responsibility requires the eyes of Jesus to see the gifts in others and call them into ministry… The team leader’s responsibility will be to gather those who are needed, guide the development of a common vision for their work, and support and encourage their efforts.”
(Jeffrey Jones, “Leading for the Future,” Congregations, Winter 2006)

5. Leadership for Adult Faith Formation
Part 1. Situational Leadership
Leadership Behaviors: Directive and Supportive
Development Level of Team
Four Leadership Styles

6. Leadership for Adult Faith Formation
Part 2. Facilitating Teams
Role of a Facilitator
Planning a Meeting
Facilitating a Meeting
Stages of Group Development
Balancing Task and Relationship Functions in Groups
Leading Effective Group Discussions
Decision-Making with Groups

7. Leading Teams Leader Behaviors
Directive Behavior is defined as: The extent to which a leader engages in one-way communication; spells out the follower(s) role and tells the follower(s) what to do, where to do it, when to do it and how to do it; and then closely supervises performance. Three words can be used to define Directive Behavior: structure, control, and supervise.

8. Leading Teams Leader Behaviors
Supportive Behavior is defined as: The extent to which a leader engages in two-way communication, listens, provides support and encouragement, facilitates interaction, and involves the follower(s) in decision-making. Three words can be used to define Supportive Behavior: praise, listen, and facilitate.

9. Leading Teams Development Level
D1 - Low Competence, High Commitment “Enthusiastic Beginner”
D2 - Some Competence, Low Commitment “Disillusioned Learner”
D3 - Moderate to High Competence, Variable Commitment “Reluctant Contributor”
D4 - High Competence, High Commitment “Peak Performer” 25 25 25 25 25

10. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR 18 18 18 18 18

11. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3 28 28 28 28 28

12. Leading Teams Directing High Directive, Low Supportive
Leader Defines Roles of Followers
Problem Solving and Decision Making Initiated by the Leader
One-way Communication 29 29 29 29 29

13. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
DEVELOPMENT LEVEL OF FOLLOWER(S) 30 30 30 30 30

14. Leading Teams Coaching High Directive, High Supportive
Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains with the Leader 31 31 31 31 31

15. S3 S1 S4 S2 THE FOUR LEADERSHIP STYLES D4 D1 D2 D3 Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3 32 32 32 32 32

16. Leading Teams Supporting High Supportive, Low Directive
Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task 33 33 33 33 33

17. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR 34 34 34 34 34

18. Leading Teams Delegating Low Supportive, Low Directive
Leader Discusses Problems With Followers
Seeks Joint Agreement on Problem Definitions
Decision Making Is Handled by the Subordinate
They “Run Their Own Show” 35 35 35 35 35

19. S3 S1 S4 S2 D4 D1 D2 D3 THE FOUR LEADERSHIP STYLES Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR 36 36 36 36 36

20. Leading Teams The Leader’s Goal
Build your follower’s development level so you can start using less time- consuming styles (S3 and S4) and still get high quality results.

21. Increasing Performance Potential
Leading Teams
Increasing Performance Potential
Tell Them What You Want Them to Do.
Show Them What You Want Them to Do.
Observe Performance - Focus on the Positive.
Praise progress, or
Redirect.

22. Leading Teams Why teams fail. . .
Lack of a defined purpose and a team approach to achieving it
Inability to decide the work for which they are interdependent and mutually accountable
Lack of mutual accountability
Lack of resources to do the job, including time

23. Leading Teams Lack of effective leadership; lack of shared leadership
Lack of norms that foster creativity and excellence
Lack of planning
Lack of management support
Inability to deal with conflict
Lack of training on all levels on group skills

24. 7 Characteristics of High Performing Teams
Leading Teams
7 Characteristics of High Performing Teams
Purpose and values
Empowerment
Relationships and communication
Flexibility
Optimal productivity
Recognition and appreciation
Morale

25. S3 S1 S4 S2 Matching Leadership Style to Team Development Stages D4 D1
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
High Supportive
High Supportive and
DEVELOPED
DEVELOPING
HIGH
LOW
MODERATE D4 D1 D2 D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(Low)
SUPPORTI VE
BEHAVI OR
4. Production 3. Integration 2. Dissatisfaction 1. Orientation
Matching Leadership Style to Team Development Stages 18 18 18 18 18

26. Facilitation Core Practices
Stay neutral on content
Listen actively
Ask questions
Paraphrase to clarify
Synthesize ideas
Stay on track
Give and receive feedback
Test assumptions

27. Facilitation Core Practices
Collect ideas
Summarize clearly
Label sidetracks
Park it
Use the spell-check button

28. Facilitating Groups The Role of a Facilitator defining overall goal
providing processes that help members make high-quality decisions
guiding group discussion to keep it on track
making accurate notes that reflect the ideas of members
making sure that assumptions are surfaced and tested
making decisions that take all members’ opinions into account

29. Facilitating Groups providing feedback to the group
managing conflict using a collaborative approach
helping the group communicate effectively
creating an environment in which members enjoy a positive, growing experience while they work to attain group goals
fostering leadership in others by sharing the responsibility for leading the group

30. Facilitating Groups Planning a Meeting Objectives Timing Participants
Agenda
Physical Needs
Room Arrangement
Role Assignments
Follow-up Methods

31. Facilitating Groups Stages of Group Development
Forming: Gathering and Orientation
Storming: Making Connections
Norming: Establishing an Identity
Performing: Getting the Job Done

32. Facilitating Groups
Balancing Task and Relationship Functions in Groups
Relationship Behavior/Functions
Task Behavior/Functions

33. Developing Leadership
3 Components of a Leadership System
Inviting People into Leadership
Preparing and Training Leaders
Supporting Leaders

34. Developing Leadership
1. Inviting People into Leadership
Identifying the leaders you need for lifelong faith formation
Developing job descriptions for each leadership position
Searching for persons with leadership potential using parish-wide strategies and personal invitation
Placing people in leadership positions

35. Developing Leadership
Parish-Wide Strategies
Personal Invitation Strategies

36. Developing Leadership
Personal invitations
Personal recommendations and invitations: letter with brochure and interest finder, phone calls, personal meetings
Current leaders invite new leaders
Different parish groups/ministries take responsibility for aspects of the program
Integrate leadership needs within an annual parish-wide time and talent survey/stewardship Sunday.

37. Developing Leadership
Come and see opportunities
Descriptions of leadership positions (“want ads”) in parish newsletter or bulletin
An informational dinner for potential parish leaders with an information packet on the programming, presentations (visual), and invite them into leadership roles. Develop a “want ad” placemat to describe ways they can be involved as a leader.

38. Developing Leadership
2. Preparing and Training Leaders
Provide a variety of ways to learn.
Customize the training options to each individual and the ways they learn best.
Make explicit connections between training and the work of the leader/facilitator.
Focus on just-in-time and in-context learning.
Build-in transfer of learning strategies.

39. Developing Leadership
Independent Learning
Apprenticeship Learning
Group Learning
Institutional Learning
Spiritual Formation

40. Leadership Development
3. Supporting Leaders
Authorizing leaders to begin service
Providing the information and resources leaders need
Gathering information and evaluating the work of leaders
Expressing and celebrating the support of the church