Transformational Leadership

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Transformational Leadership

• Reshaping Your Ministry through Relationships,
  Vision and Values

Jeannette Suflita, MA, MS Organization
Development Consultant August 30, 2007
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The Way It Is

• Theres a thread you follow. It goes among
• things that change. But it doesnt change.
• People wonder about what you are pursuing.
• You have to explain about the thread.
• But it is hard for others to see.
• While you hold it you cant get lost.
• Tragedies happen people get hurt
• or die and you suffer and get old.
• Nothing you do can stop times unfolding.
• You dont ever let go of the thread.
• -- William Stafford

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Objectives

• To enjoy the days learning, conversation,
  quotations, reflections, poetry, prayer
• To examine the differences in task-driven and
  relationship-driven leadership and how these
  impact the role of pastoral leader
• To reflect on your personal values and how these
  attract others to your work
• To focus an organizational lens on the health of
  your organization
• To assemble some conceptual tools to use in your
  work with volunteers and staff in your
  catechetical and youth ministry programs. ?

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Agenda

• 930 Introduction/Objectives
• Leadership
• Ideal Leader
• Leadership Styles Task-Driven vs.
  Relationship-Driven
• Laissez-Faire
• Management by Exception
• Contingent Reward
• Transformational
• Transformational Leaders
• Characteristics
• Beliefs and values
• Vision
• Creativity
• Development
• 1215 Lunch
• Organizational Overview

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LEADERSHIP

• Leadership is not so much about technique and
  methods as it is about opening the heart.
• Leadership is about inspirationof oneself and of
  others. Great leadership is about human
  experiences, not processes.
• Leadership is not a formula or a program, it is a
  human activity that comes from the heart and
  considers the hearts of others. It is an
  attitude, not a routine.
• -- Lance Secretan, Industry Week

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The Ideal Leader ?

• Overview
• Who is this and how do you know them?
• Context
• This persons role in your life?
• Greatest advantages of knowing this individual
• Behavior
• Characteristics of this leader
• Influence on you

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Range of Leadership Styles ?
Effective
4 Is
Contingent Reward
Passive
Active
Manage by Exception
Laissez Faire
Ineffective
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Laissez-Faire

• Generally absent leadership. The leader
• Avoids taking a stand on issues
• Does not emphasize results
• Refrains from intervening
• Doesnt follow-up
• Good leaders make people feel that they're at
  the very heart of things, not at the periphery.
  Everyone feels that he or she makes a difference
  to the success of the organization. When that
  happens people feel centered and that gives their
  work meaning.
• -- Warren Bennis

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Management by Exception

• Passive instructs followers on how to improve
  only when necessary. The leader
• Sets standards, waits for deviations, corrects
• Waits for problems to arise
• Reacts to mistakes
• Intervenes only reluctantly
• Active selective attention to deviations. The
  leader
• Sets standards, monitors for deviations, corrects
• Searches for errors, then corrects
• Enforces rules
• Is alert to mistakes

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Contingent Reward

• Take charge and get things done. The leader
• Sets goals, clarifies desired outcomes, gets
  commitment to do the tasks, rewards and
  recognizes
• Monitors for successful performance
• Provides feedback
• Praises when deserved
• Focuses on tasks to be done

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Transformational Leaders

• Idealized Influence
• Establish beliefs and values and consistently
  live in accord with them
• Inspirational Motivation
• Determine a course for the future and articulate
  it as a vision
• Intellectual Stimulation
• Stimulate self and others to consider alternative
  ways of thinking
• Individualized Consideration
• Develop self and others to the highest levels of
  potential.

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Idealized InfluenceBeliefs and Values ?

• Idealized Influence providing an ideal role
  model of leadership for followers to identify
  with
• Values influence your life and decisions
• Values reflect what is important to you, how you
  see the world, what you believe
• Reflect
• Do you spend your time on the things you value,
  things that are important to you?
• What values define you as a
  pastoral minister?

You get what you focus on!
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Who Are You As A Minister?

• Job descriptions
• Contracts
• Clearly defined expectations
• Scope of Accountability
• Level of Autonomy
• Level of Authority
• Contingent Reward?

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Reflection

• There is a pervasive form of contemporary
  violence to which the idealistmost easily
  succumbs activism and overwork. The rush and
  pressure of modern life are a form, perhaps the
  most common form, of its innate violence.
• To allow oneself to be carried away by a
  multitude of conflicting concerns, to surrender
  to too many demands, to commit oneself to too
  many projects, to want to help everyone in
  everything is to succumb to violence. More than
  that, it is cooperating in violence.
• The frenzy of the activist neutralizes his (or
  her) work for peace. It destroys the
  fruitfulness of his (or her) work, because it
  kills the root of inner wisdom which makes the
  work fruitful.
• Thomas Merton, Conjectures of a Guilty Bystander
  

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?
competence
CREATIVITY
PRAYER
JOY
PROFESSIONALISM
INTEGRITY
SPRITUALITY
BALANCE
accountability
REFLECTION
COMPASSION
You have to be deliberate about your
happiness.
ADVENTURE
RESPONSIBILITY
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• To work in the world lovingly means that we are
  defining what we will be for, rather than
  reacting to what we are against.
• -- Christina Baldwin

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Inspirational MotivationArticulate a Vision for
the Future ?

• Inspirational Motivation articulating a vision
  with words and symbols and working on ways to
  achieve it.
• What is your vision of your ministry?
• What values are to guide the work of the
  volunteers you attract?
• What contribution will it make to your faith
  community?
• What does your ministry stand for? What makes it
  necessary and unique
• Work is love made visible. And if you cannot
  work with love but only with distaste, it is
  better that you should leave your work and sit at
  the gate of the temple and take alms of those who
  work with joy. -- Kahlil Gibran

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Crew for Expedition to Antarctica

• MEN WANTED FOR HAZARDOUS JOURNEY.
• SMALL WAGES, BITTER COLD, LONG MONTHS OF COMPLETE
  DARKNESS, CONSTANT DANGER, SAFE RETURN DOUBTFUL.
• HONOR AND RECOGNITION IN CASE OF SUCCESS."
• Ernest Shackleton, 1912/1914
• Number of Applicants
• 5,000 applicants (including three women)

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Intellectual StimulationCreative Thinking ?

• Intellectual Stimulation providing ways for
  followers to become more creative and innovative.
• Encourage rethinking ways of managing recurring
  problems
• Spark new thinking by asking Imagine that or
  What if
• Become a gateway for all voices to be heard on
  an issue
• Create networks of communication that cut through
  red tape and bureaucracy
• Establish an open, questioning atmosphere and
  introduce unique perspectives on issues

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Individualized ConsiderationDevelop Self and
Others ?

• Individualized Consideration treating followers
  as distinct individuals supporting individuals
  by focusing on their development.
• Understand that individuals have different needs
  and desires
• Avoid assuming that what the leader wants is what
  the follower wants
• Show empathy for the individuals current
  situation
• Target areas to develop individuals
• Find ways to showcase an individuals strengths
• Provide information that expands an individuals
  knowledge and experience
• Provide feedback on performance in a way that
  contributes to growth

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The Bottom Line

• Studies with 1500 upper and mid-level managers,
  technical team leaders, government and
  educational administrators, church ministers,
  military officers
• Transformational Leaders
• Have better relations with their superiors, peers
  and subordinates
• Bring forth a greater effort in their
  subordinates
• Make more of a contribution to the organization
• Exhibit a higher level of persistence in solving
  problems
• Are more willing to take intellectual risks and
  work with greater creativity
• Create an organizational culture that tolerates a
  wider range of perspectives
• Believe in the premise that to develop others,
  you have to be willing to develop yourself
• Hold a life-oriented philosophy, not only a
  task-oriented philosophy

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Weisbords Model ?

• Purposes
• What business are we in?
• Goal clarity
• Goal agreement

• Relationships
• How do we manage conflict?
• Between individuals
• Between groups
• Between people and job requirements

• Structure
• How do we divide up work?
• Fit between goals and structure
• Way work actually gets done

• Leadership
• Who balances the boxes?
• Defining purposes
• Purposes into programs
• Defending org. integrity
• Ordering internal conflict

Helpful Mechanisms Have we coordinating
technologies? Processes that bind the
organization planning, control, budgeting,
communication, etc.

• Rewards
• Do all tasks have needed incentives?
• Formal incentive systems
• Feeling of reward or punishment

Environment
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Weisbords Model 1

• Purposes
• What business are we in?
• Goal clarity
• Goal agreement

• Structure
• How do we divide up work?
• Fit between goals and structure
• Way work actually gets done

• Relationships
• How do we manage conflict and coordination?
• Between individuals
• Between groups
• Between people and job requirements

1 M.R. Weisbord, Organizational Diagnosis Six
Places to look for Trouble With or Without a
Theory, Group and Organizational Studies.
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Weisbords Model
Rewards Do all tasks have needed
incentives? Formal incentive systems Feeling of
reward or punishment
Helpful Mechanisms Have we coordinating
technologies? Processes that bind the
organization planning, control, budgeting,
communication, etc.

• Leadership
• Who balances the boxes?
• Defining purposes
• Purposes into programs
• Defending org. integrity
• Ordering internal conflict

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Weisbords Model ?

• Purposes
• What business are we in?
• Goal clarity
• Goal agreement

• Relationships
• How do we manage conflict?
• Between individuals
• Between groups
• Between people and job requirements

• Structure
• How do we divide up work?
• Fit between goals and structure
• Way work actually gets done

• Leadership
• Who balances the boxes?
• Defining purposes
• Purposes into programs
• Defending org. integrity
• Ordering internal conflict

Helpful Mechanisms Have we coordinating
technologies? Processes that bind the
organization planning, control, budgeting,
communication, etc.

• Rewards
• Do all tasks have needed incentives?
• Formal incentive systems
• Feeling of reward or punishment

Environment
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Aesops The Raven And The Swan

• A RAVEN saw a Swan and desired to secure for
  himself the same beautiful plumage.
• Supposing that the Swan's splendid white color
  arose from his washing in the water in which he
  swam, the Raven left the neighborhood where he
  picked up his living, and took up residence in
  the lakes and pools.
• But cleansing his feathers as often as he would,
  he could not change their color, while through
  want of food he perished.
• Moral To avoid the agony of failure, one must
  know what one can transform and what one cannot.

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Abundance Mentality

• Flows from a deep sense of personal worth and
  security
• Recognizes unlimited possibilities for positive
  interaction, growth and development
• Refuses to see the pie as finite, with
  something for one meaning less for all
• Believes that my success does not mean failure
  for others
• Resists either/or and strives for both/and

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Abundance Managers ?

• Return to the source of their internal security
  sources that keep them open, trusting
• No one knows the Son except the Father, and no
  one knows the Father except the Son and anyone to
  whom the Son wishes to reveal him. (Matthew
  1127)
• Seek to replenish their spiritual reserves
  through solitude/nature
• In the early morning, while it was still dark,
  Jesus got up, left the house, and went away to a
  secluded place, and was praying there. (Mark
  135)
• Cultivate the habit of learning and developing
• Now during the day He was teaching in the temple,
  but at evening He would go out and spend the
  night on the mount that is called Olivet. And
  all the people would get up early in the morning
  to come to Him in the temple to listen to Him.
  (Luke 21 37-38)

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Abundance Managers ?

• Serve anonymously the rent we pay for living in
  this world
• But when you give to the poor, do not let your
  left hand know what your right hand is doing, so
  that your giving will be in secret and your
  Father who sees what is done in secret will
  reward you.
• Maintain a long-term intimate relationship with
  another person
• As the Father has loved Me, I have also loved
  you abide in My love. (John 159)
• Forgive themselves and others without brooding
  over mistakes live in the present
• Lord, how often shall my brother sin against me
  and I forgive him? Up to seven times? Jesus said
  to him, I do not say to you, up to seven times,
  but up to seventy times seven. (Matthew 1822)
• Learn to separate people from the problem and
  seek to become part of the solution
• If you knew the gift of God, and who it is who
  says to you, Give Me a drink, you would have
  asked Him, and He would have given you living
  water. (John 410)

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• I can only hope that all of us, can reflect on
  how fortunate we are and can see our lives as new
  beginnings that allow us to leave this world a
  bit better than when we came into it.
• --Cal Ripken
• Namaste(A Nepalese greeting translated from the
  Hindi)
• I honor the place within you where the entire
  world resides
• I honor the place within you of hope, of light,
  of truth, of peace
• I honor the place within you where,
• When you are in that place within youAnd I am
  in that place within meThere is only one of
  us...