Church Leadership and Administration Mes

January/2021 Church Leadership and Administration
Meserete Kristos Seminary
Tadesse Assefie
MESERETE KRISTOS SEMINARY
Church leadership and Administration Note from Course Reader of CHM403 at MKS
Church Leadership and Administration at Meserete Kristos Seminary

Table of Contents
1. Introduction: What Is a Leader/leadership? ..................................................................................................................1
The Leader's Vision ........................................................................................................................................................1
The Drive to See It Through ...........................................................................................................................................1
Trait and Skills a Leader Must Have ...............................................................................................................................1
Traits of a Leader ...........................................................................................................................................................2
Leadership Skills .............................................................................................................................................................2
Bottom Line....................................................................................................................................................................2
2. If that is so what is leadership?, .....................................................................................................................................3
2.1. Development of Leadership Studies .....................................................................................................................4
2.2. Ethical Leadership .................................................................................................................................................6
2.3. Becoming an Ethical Leader ..................................................................................................................................6
3. Leadership Theories .......................................................................................................................................................7
3.1. The Early Major Leadership Theories ..........................................................................................................................7
3.1.1. "Great Man" Theories ..........................................................................................................................................7
3.1.2. Trait Theories .......................................................................................................................................................7
3.1.3. Contingency Theories ..........................................................................................................................................8
3.1.4. Situational Theories .............................................................................................................................................8
3.1.5. Behavioral Theories .............................................................................................................................................8
3.1.6. Participative Theories ..........................................................................................................................................8
3.1.7. Management Theories .........................................................................................................................................8
3.1.8. Relationship Theories...........................................................................................................................................8
3.2. The Modern Major 10 Leadership Theories ..............................................................................................................10
3.2.1. Action Centered Leadership model ...................................................................................................................10
3.2.2. Blake – Mouton Managerial Grid .......................................................................................................................10
3.2.3. Dunham and Pierce’s Leadership Process Model ..............................................................................................10
3.2.4. Fiedler’s Contingency Model .............................................................................................................................11
3.2.5. French and Raven’s Five Forms of Power - 1959 ...............................................................................................11
3.2.6. Hersey-Blanchard Situational Leadership Theory ..............................................................................................11
3.2.7. Tannenbaum-Schmidt Leadership Continuum ..................................................................................................12
3.2.8. Lewin’s Leadership Styles Framework ...............................................................................................................12
3.2.9. Path-goal Theory ................................................................................................................................................13
3.2.10. Zenger and Folkman’s 10 Fatal Leadership Flaws ......................................................................................14
4. Contemporary Theories of Leadership ........................................................................................................................14
4.1. Transforming Leadership and Transformational Leadership ....................................................................................14
4.1.1. Transforming leadership ....................................................................................................................................14
4.1.2. Transformational Leadership .............................................................................................................................15
4.1.3. Relational Leadership .................................................................................................................................15
4.1.4. Post Industrial leadership ...........................................................................................................................16
4.1.5. Followership - .............................................................................................................................................16
4.1.6. Servant Leadership .....................................................................................................................................17
5. AN INTEGRATED LEADERSHIP THEORY ........................................................................................................................18
5.1. Theories Oriented to The Leader ........................................................................................................................18
5.1.1. Trait Theories .....................................................................................................................................................18
5.1.2. Behavior Approaches .........................................................................................................................................19
5.1.3. Contingency Theories ........................................................................................................................................19
5.1.4. Leader’s Virtues .................................................................................................................................................19
5.1.5. Women Leadership Theories ......................................................................................................................19
5.2. Theories Oriented to the Relationship Between Leader and Follower ...............................................................19
6. Theology and organization ..........................................................................................................................................22
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6.1. What is theology of organization, and how is it different from traditional theology and sociology of religion?
23
6.2. Political theology of organization: from miracle to innovation ..........................................................................24
6.3. From political theology of organization to economic theology of organization .................................................25
6.4. Three forms of theology of organization ............................................................................................................27
6.4.1. Modern concepts of organizations as secularized theological concepts ...........................................................27
6.4.2. Theological concepts of organization that are imported unchanged into organization studies .......................28
6.4.3. Redeeming forgotten or repressed theological concepts..................................................................................28
6.4.4. Contributions to this issue .................................................................................................................................29
7. Biblical Foundations of Leadership ..............................................................................................................................30
7.1. Abraham ..............................................................................................................................................................31
7.2. Moses ..................................................................................................................................................................31
7.3. Saul ......................................................................................................................................................................32
7.4. David ...................................................................................................................................................................32
7.5. Nehemiah ............................................................................................................................................................33
7.6. Ezekiel .................................................................................................................................................................34
7.7. Jesus ....................................................................................................................................................................34
8. Thinking About Christian Leadership ...........................................................................................................................35
9. Characteristics and Call Christian Leadership ..............................................................................................................36
10. The Local Church .....................................................................................................................................................43
11. Leading Organizational Change ...............................................................................................................................50
12. CHURCH FIANANCE AND ADMINISTRATION ...........................................................................................................55
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1. Introduction: What Is a Leader/leadership?
At the most basic level, a leader is someone who leads other. But what makes
someone a leader? What is it about being a leader that some people understand
and use to their advantage? What can you do to be a leader? Here's what you need
to know and do.
A leader is a person who has a vision, a drive and a commitment to achieve that
vision, and the skills to make it happen. Let's look at each of those in detail.
The Leader's Vision
A leader has a vision. Leaders see a problem that needs to be fixed or a goal that
needs to be achieved. It may be something that no one else sees or simply
something that no one else wants to tackle. Whatever it is, it is the focus of the
leader's attention and they attack it with a single-minded determination.
Whether the goal is to double the concern's almanac deals, develop a product that
will solve a certain problem, or start a company that can achieve the leader's
dream, the leader always has a clear target in mind. This is a big picture sort of
thing, not the process improvement that reduces errors by 2% but the new
manufacturing process that completely eliminates the step that caused the errors.
It is the new product that makes people say "why didn't I think of that", not just a
toaster that lets you select the degree of darkness of the toast. Edison did not set
out to build a better candle; he wanted to find a whole new way to illuminate the
darkness. That's the kind of vision a leader has.
The Drive to See It Through
It is not enough to just have a vision. Lots of people see things that should be
done, things that should be fixed, great step forward that could be taken. What
makes leaders different is that they act. They take the steps to achieve their vision.
Is it a passion for the idea, an inner sense of drive, or some sense of commitment?
Whatever it is, it is the strength that lets leaders move their vision forward despite
all the obstacles, despite all the people saying it can't be done, it's too costly; we
tried that before, or a dozen other excuses. The true leader perseveres and moves
forward.
Trait and Skills a Leader Must Have
There are things that set leaders apart from other people. Some people are born
with these characteristics. Others develop them as they improve as leaders. These
are not magic bullets. They are things you can do and be if you want to be a leader.
1
Traits of a Leader
There are as many traits of a leader as there are lists of what makes a leader. Here
are the fundamental traits of a leader from my perspective:
• Has integrity. People have to believe that you are pursuing your dream
because it's the right thing to do not just because you are ego driven.
• Is a people person. Understands the differences that make people unique
and is able to use those individual skills to achieve the goal.
• Is positive. A leader encourages and rewards people and makes you want to
do it and do it right. A leader is not a negative person and doesn't waste time
and effort telling everyone what they're doing wrong.
Leadership Skills
Leadership is a complex phenomenon—it has multiple causes, effects, angles for

examination, and lenses to focus observation.1 Beyond the personal personalities
of a leader, there are specific skills someone must master if they want to be a
leader.
• Effective communication - it's more than just being able to speak and write. A
leader's communication must move people to work toward the goal the leader
has chosen.
• Motivation - a leader has to be able to motivate everyone to contribute. Each
of us has different "buttons". A leader knows how to push the right buttons
on everyone to make them really want to do their best to achieve the leader's
goal.
• Planning - the leader has a plan to achieve the goal. He/she doesn't get too
bogged down in the details, that are what managers are for, but rather uses
a high-level plan to keep everyone moving together toward the goal. There are
meaningful projects to accomplish and events to plan and books to write and
sermons to preach and meetings to run and films to produce and parenting
roles to perform!2 Human beings are remarkably self-determined, considering
options, planning courses of action, and subsequently changing our minds.
Bottom Line
Leaders dream dreams. They refuse to let anyone or anything get in the way of
achieving those dreams. They are realistic but unremitting. They are polite but
insistent. They constantly and consistently drive forward toward their goal. You
can be a leader. You will be - when it matters enough to you. “Pie in the sky!
Dream on!”3
1
Aaron Perry, Biblical Theology for Ethical Leadership (Indiana: Palgrave Macmillan, 2018), Page, 14.
2
Perry, Page, 146.
3
Perry, Page, 131.
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What exactly makes a great leader? Do certain personality traits make people
better-suited to leadership roles, or do characteristics of the situation make it more
likely that certain people will take charge? When we look at the leaders around us
– is it our employer or the President – we might find ourselves wondering exactly
why these individuals excel in such positions.
People have long been interested in leadership throughout human history, but it
has only been relatively recently that a number of formal leadership theories have
emerged. Interest in leadership increased during the early part of the twentieth
century. Early leadership theories focused on what qualities distinguished between
leaders and followers, while subsequent theories looked at other variables such as
situational factors and skill levels.
While many different leadership theories have emerged, most can be classified as
one of eight major types.
2. If that is so what is leadership?4,5

- It is to be a fluid one. There are a variety of definition regardless of
✓ The paradigm
✓ Perspectives
✓ Core problem that seem to be persistent.
Paradigm – leadership seems to be defined differently by scholars.
Perspectives – Philosophy, management, sociology, economics, psychology and

political science.
Core problem – what is expected to be solution in the time of crisis.
The practitioners have to adopt a view which type of definition best fit in
interpreting leadership without contradicting with the theoretical framework.
Traditional leadership focuses – attributes and personal qualities of a leader. It

explains from an individual perspective in terms of traits – what leadership should
be!
Modern leadership paradigm – transformational leadership. Authentic leadership –

and ethical leadership – defined it in a more holistic way.
Followership Leadership
4
Batmanghlich, C. A., Why Leaders Fail Ethically, © Springer International Publishing Switzerland 2015 DOI 10.1007/978-3-319-12733-0_2.
5
© Springer International Publishing Switzerland 2015 C. A. Batmanghlich, Why Leaders Fail Ethically, DOI 10.1007/978-3-319-12733-0_2
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It leads to have New General Leadership Theory – New Leadership Paradigm.
Leadership is a process – attempt to explain the phenomenon in a socio-

psychological context.
Leadership is defined as “a process where by an individual influences a group or

individual to achieve a common goal.”
Leadership is the “ability of an individual to influence, motivate and enable others to

contribute toward the effectiveness and success of the organization of which they are
members.”
Leader is the “one person getting other people to do something”.
2.1. Development of Leadership Studies

A leadership study has stretching over time from Middle Ages to our modern times
– less in philosophical but more on normative form with emphasis on
organizational effectiveness with focusing on traits and attributes of a leader.
Emphasis goes from moral character to Personality – what was wrong with a leader
and work to correct deficits in terms of focusing on the leader’s development. Don’t
work on program area. In most of the time when leaders are focusing to run
program then failure comes. Of course, “failure is never final”.
Ethics and service are the very foundation constructing to transformational and
servant leadership.
“Leadership is largely a social construction based on the value and events of the
times. The idea of a leader is shaped by what people in a culture think a leader
ought to be.”
Any person can be a leader when it is seen as “anyone who directs others towards
a goal and achieves an aim” even that person lacks morality and through reward
and punishment. Evil person can be a leader.
A leader can be an agent of change only with a focus on end result. Look at a
leader’s action and in general moral reasoning go beyond the context of achieving a
certain goal. Can you claim that person is a leader?
What differentiate or separate the ‘inner person’ from the ‘outer person’?
- Philosophy/Theology a way of life

- Apophatic/Cataphatic (of knowledge of God) obtained through negating concepts that might be applied to him.
(of knowledge of God) obtained through defining God with positive statements.
- Depth/Disenchantment
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- Forms of living: Contemplative/Active life

- Theory/work
Modern theories make an effort to look at the phenomenon in a more holistic way.
Leadership is all about leader and follower – peer, supervisors, work

setting/Context and culture. Individual who represent the entire spectrum of
diversity, public, private and NGO’s and samples are taken from the globe.
Fresh methodology to understand leadership – leaders and followers construct

leadership.
- Early Academy of Greek

- Religious texts of OT
These are the primary element of power, Charisma, Semi-divine abilities in

possessing vision. These may be captured by the worldview that poses leadership
as a personal and individualized phenomenon. Leadership is pursuing
community’s goal.
Who demands obedience?
Traditional Thinking assumes – God, Kings?
God – He ask his creature to worship him through love of Jesus Christ.
Kings - Power was given to the kings by God and maintained by their lineage
through inheritance and birthright. The king’s decision and decrees will not be
questioned. They assume that with inherent divine authority and ‘God’s work’.
Since kings are God’s representatives – the higher clergy would anoint and approve
of the King’s actions. Such approval would be based on the interpretation of the
religious books. Their power was vested in the individual by God.
If that is so, do we have to take power as an imperative of leadership? Is leadership

a phenomenon more about keeping a group of people together? All leadership
theories find their essence in the ability of motivating others through transaction
or through rhetoric, playing on people’s emotional and psychological soft spots –
fear, patriotism and etc. This attitude cause harm to the followers in specific and
the general attitude of the society at large about equality.
What is good leadership?
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2.2. Ethical Leadership

Good leadership is about ethical leadership. Good means: morally and technically
(effective) that encompasses a leader demonstrating care, humility, being
participative and supportive. Ethical leadership seeks to get root of the problem.
Ethical leader is the one who make principled decision makers who care about
people and the broader society.
Why some managers and executives act unethically towards their followers?
Definition of Ethical Leadership
“The demonstration of normatively appropriate conduct through personal actions and

interpersonal relationships, and the promotion of such conduct to followers through
two-way communication, reinforcement and decision-making”.
Ethical leadership is a main leadership theory because it focuses not only on the
ethical aspects of a leader’s behavior but put ethics as its nexus and foundation. It
is expressed in humility in the leader to call for help, being participative,
supportive, avoiding toxic acts among other behaviors.
Ethical behavior of a leader increases the organizations profitability. Unethical

behavior shows symptoms employ molestation and killing, depression, suicide and
subsequently resulting in revolt, and kidnapping of executives as an act of revenge.
Finding out what is wrong and then recommending solution as to how to rectify
these deficiencies. Voices that are coming out from society are claiming to the need
of installing ethics and moral values in individuals during childhood by parents,
teachers and the society at large.
2.3. Becoming an Ethical Leader

Many parties must be involved and play role in developing ethical leaders starting
from parents, schools, universities and organization at which individuals are
entrusted with leadership roles.
Fostering leaders begins at an early age at home and in school context. People can
be developed as human beings in their belief and behaviors, their thoughtfulness
and self-respect.
Character is the foundation for ethical leadership behavior by including

dimensions of integrity, courage, honesty, and the will to do. Character comes from
the early training and exposer to appropriate role models. Later trainings in life
have limited impact on innate moral life.
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The role of parents, teachers, and leaders in the organization fosters the ethical
behavior.
What is the reason behind leader and leadership failure? “Toxic Leadership”?
3. Leadership Theories
The earliest theories mostly focus on the character and personality of successful
leaders and how they behaved. The recent theories focus on what leaders do to see
the innate qualities.
Leadership was studied for many years and evolves in succession theories.
The earliest theories focus on – character and personality
The modern theories focus on – what leaders actually do.
3.1. The Early Major Leadership Theories
3.1.1. "Great Man" Theories
Have you ever heard someone described as "born to lead?" According to this point
of view, great leaders are simply born with the necessary internal characteristics
such as charisma, confidence, intelligence, and social skills that make them
natural-born leaders.
Great man theories assume that the capacity for leadership is inherent – that great
leaders are born, not made. These theories often portray great leaders as heroic,
mythic and destined to rise to leadership when needed. The term "Great Man" was
used because, at the time, leadership was thought of primarily as a male quality,
especially in terms of military leadership.
3.1.2. Trait Theories
Similar in some ways to Great Man theories, trait theories assume that people
inherit certain qualities and traits that make them better suited to leadership. Trait
theories often identify particular personality or behavioral characteristics shared
by leaders. For example, traits like extraversion, self-confidence, and courage are
all traits that could potentially be linked to great leaders.
If particular traits are key features of leadership, then how do we explain people
who possess those qualities but are not leaders? This question is one of the
difficulties in using trait theories to explain leadership. There are plenty of people
who possess the personality traits associated with leadership, yet many of these
people never seek out positions of leadership.
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3.1.3. Contingency Theories
Contingency theories of leadership focus on particular variables related to the

environment that might determine which particular style of leadership is best
suited for the situation. According to this theory, no leadership style is best in all
situations. Success depends upon a number of variables, including the leadership
style, qualities of the followers and aspects of the situation.
3.1.4. Situational Theories
Situational theories propose that leaders choose the best course of action based
upon situational variables. Different styles of leadership may be more appropriate
for certain types of decision-making. For example, in a situation where the leader
is the most knowledgeable and experienced member of a group, an authoritarian
style might be most appropriate. In other instances where group members are
skilled experts, a democratic style would be more effective.
3.1.5. Behavioral Theories
Behavioral theories of leadership are based upon the belief that great leaders are
made, not born. Consider it the flip-side of the Great Man theories. Rooted in
behaviorism, this leadership theory focuses on the actions of leaders not on mental
qualities or internal states. According to this theory, people can learn to become
leaders through teaching and observation.
3.1.6. Participative Theories
Participative leadership theories suggest that the ideal leadership style is one that
takes the input of others into account. These leaders encourage participation and
contributions from group members and help group members feel more relevant
and committed to the decision-making process. In participative theories, however,
the leader retains the right to allow the input of others.
3.1.7. Management Theories
Management theories, also known as transactional theories, focus on the role of

supervision, organization and group performance. These theories base leadership
on a system of rewards and punishments. Managerial theories are often used in
business; when employees are successful, they are rewarded; when they fail, they
are reprimanded or punished. Learn more about theories of transactional
leadership.
3.1.8. Relationship Theories
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Relationship theories, also known as transformational theories, focus upon the

connections formed between leaders and followers. Transformational leaders
motivate and inspire people by helping group members see the importance and
higher good of the task. These leaders are focused on the performance of group
members, but also want each person to fulfill his or her potential. Leaders with
this style often have high ethical and moral standards.
Leadership Theories
Early Studies focus on Jesus Later Studies focus on

character and what leaders “Do”
personality
According to the early studies a leader must have six basic qualities:
- Honesty and integrity

- Emotional maturity
- Motivation
- Self-Confidence
- Cognitive ability
- Achievement Drive
Great leaders (military and political) had this type of personal but had some
significant exceptions that have damaged their personality.
The need for effective leaders has led to theories and methodologies that rust on
behaviors that can be learned.
• Contingency theories – no one leadership suits all situations.

• Situational theories – circumstances determine the leader behavior.
• Transactional theories – action is required in performance in level.
• Transformational theories – leader motivate each team to maximize
performance.
Working knowledge – is needed to be successful.
Great challenge to leadership – balances the interest of those you lead.

Reconcile all various interests and bring them together in a way that keeps team.
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3.2. The Modern Major 10 Leadership Theories
3.2.1. Action Centered Leadership model – John Adair (1973) – Reconcile the
various goals and desires of individuals. The job of a leader is to make things to
happen. It all starts with a task. Without task no team. What is the goal? If you
have the goal then it is time to lead? The task will guide the leadership that has to
be provided. Identify and define the task at hand? Teams work together better
when they are clear on task at hand. Monitoring progress and making sure the
group is getting closer to the task falls on the leader. The leader extracts the best
performance from each individual. The best leaders are able to moderate those
conflicts and resolve quickly. Whenever two or more people are working together on
a task there is bound to conflict along the way. Encouragement is an important
part of action centered leadership. Team need to focus on the prize the end of the
task to be motivated and determined to reach successful in the group. Don’t forget
the individuals in the team. Forgetting them is the most common leadership
mistake that is made by managers. Treat them individually. This approach is
popular leadership model because it offers simplicity.
3.2.2. Blake – Mouton Managerial Grid – is a system that is used for group like
leaders into categories based on the methods that they use. This grid is a great way
to understand more on leadership styles and how they work. In 1960’s it became a
framework that stood the test of time and relevant today. The dimension – concern
for people and task. Concern for people – which tasks will help each individual
progress their careers? Which tasks are likely to be enjoyed? Concern for results –
job getting done as successfully as possible. Look the diagram of the four
quadrants: Impoverished management, Country club management, Authority-
Compliance management and Team management. In the real world things are not
always as black and white as they can appear on a grid and managers often the
“Middle of the Road” management approach. This approach is the good starting
point for understanding the basic leadership options. Avoid extremes and try to
balance all the various interests at any one time are the best tact to take.
3.2.3. Dunham and Pierce’s Leadership Process Model – it defines the job than
leadership. Addresses all the key elements in the role of leadership and help the
manager to understand “How each part affects the other parts of the equation”. This
method – “gets you head around various moving parts and hopefully brings it into
better focus in your mind.” Four factors: leader, follower, context and outcomes. All
aspects of leadership are interconnected in one way or another by circular rather
than linear relationship. {your action will affect your follower + your followers action
are likely to affect you as a leader and your management style + learn from your
team and how their actions dictate the context and the outcomes = A better chance of
success}. Lessons we should take from this model are: 1. Grow relationships within
the team 2. Let people do what they do best 3. Offer feedback 4. Act ethically
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and honestly. Leadership is complicated and sometimes scattered and chaotic but
this model does a good job to highlight the key points and identify how they all
affect one another.
3.2.4. Fiedler’s Contingency Model – 1960’s – is an interesting look at leadership

styles and how different approach can lead to very different results depending on
the circumstances. Contingency – best approach to vary the leadership that is
provided based on the group and task at hand. Specific leader is only able to lead
in one fashion. Another person will need to be tasked with the job if a different
leadership style is required. “One size fit all” approach is not going to be effective.
Take a variety of leadership styles and techniques to achieve success. Fiedler
developed a model starting with the idea of a leader who is unable to change his or
her ways – Static leader. He uses a scale to determine what kind of leader and
individual will be: Leader’s position power – strong or weak, Task structure –
structured or unstructured and leader-member relations – Stronger relationship
between leader and team is preferred.
3.2.5. French and Raven’s Five Forms of Power - 1959 what is the difference
between leadership and power? Where one person is deemed to be the leader – the
person is likely with the most power to make decisions. If you find yourself in a
position of leadership within your organization, it is safe to say that you have a
good deal of power as well. Five forms of power: Reward- financial, Expert power –
based on your knowledge, Legitimate or Title power – appointed in a specific
position- president, Coercive power – control – people do the minimum
requirement to avoid punishment- stay out of trouble, Referent power – “x-factor”
– well-liked by others based on their attitude, charm, or even good looks. Naturally
persons are gravitated towards and want to talk – you have a measure of referent
power. Some combination of the fives is best and fine.
3.2.6. Hersey-Blanchard Situational Leadership Theory – leaders should vary their

approach based on the people they are leading, and the circumstances that
surround the task at hand. When a leader is able to adapt to the situation as
quickly as possible then everyone will benefit in the end. This theory has to do with
the maturity of those who are being led. Leader is able to mold their approach to
the maturity and talent of those that make up the team will the overall
performance be up to par. Four leadership styles: Telling – leader provide
instruction to direct form of leadership – no collaboration. Selling – has room for
collaboration – still directed by the leader. Participating – is a process where the
leader tries to build relationship. Delegating – represent the leader passing on most
of the responsibilities. There are maturity levels:
Level 1 – least experienced workers,

Level 2 – still inexperienced people slightly with more knowledge than level 1.
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Level 3 – getting close to the top level – have most skill for the job. This level
has most skill for the job and has most skill for the job
Level 4 – at the top of the scale – capable of handling the task.
3.2.7. Tannenbaum-Schmidt Leadership Continuum
A continuum makes a lot of sense by covering wide range of actual leadership

approaches. It runs on the middle of the spectrum. Everyone will fall somewhere in
the middle depending on their experience, personality and the task they are
leading.
- Manager-oriented Leadership – A leader acts mostly like a dictator telling

the team members what to do and leaving very little room for negotiation.
Inexperienced team or tight deadline to meet.
- Team-oriented Leadership – a leader provides the team with plenty of
flexibility and encourages collaboration and sharing ideas.
Continuum leadership styles:
1. Tells – the team is given direct instructions and interaction between lieder
and the team members is limited. Lacks trust.
2. Sells- direct leadership but allows a little bit of back and forth between
leader and team. Voices to be heard.
3. Suggests – soft style in their approach and the team feels real, valued and is
in the process. This style can go a long way toward growing the experiences
of the team as it allows them a little more insight in the process.
4. Consults – leadership is collaborative and members are experienced enough
to put trust in their thinking and decision making. This gives the power over
how the process is going to be dealt with.
5. Joins – the leader is the member of the team. The team is helping to make
decisions. The choice of someone who is leading an experienced team made
up of individuals who have developed skill.
6. Delegates – the leader is the one who has a high degree of trust in his or her
team. The leader is not necessarily involve in the day-to-day decision making
process.
7. Abdicates – it represents a point where the leader essentially relinquishes
any involvement and trust.
3.2.8. Lewin’s Leadership Styles Framework
Leadership strategies vary from person to person and the same person can use
different strategies in different situations to have maximum results. In 1930’s
divides leadership styles in to three groups.
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✓ Authoritarian Leadership – leader takes command and doesn’t care to pass

on any of the decision-making responsibility to members of the team. The
leader passes down assignments and objectives to the team.
✓ Participative Leadership – a leader is involved as part of the team and get
to work. Team members encourage giving their ideas and feedback.
✓ Delegative Leadership – a leader who delegates in the project is the one that
has complete trust in team.
3.2.9. Path-goal Theory – The leader is in charge of the team but there is a goal or
an objective at stake. The goal is out there to be reached and there is the path that
leads the way to those goals. The path is the way to those goals. This theory was
developed by Robert House in the early 1970’s. Three different responsibilities:
1. Clearing the path. The process of helping see the way from start to finish.
2. Remove the obstacles. Leader need to step in and take control of the
situations in the time of challenges. A leader will want to watch out for major
roadblocks standing in the way of the team.
3. Offering Rewards. Motivation is a big part of success in any endeavor.
In order to achieve the objectives four styles of leadership:
Supportive Leadership Directive Leadership
Participant Leadership Achievement Orientation
Leadership
• Supportive leadership – the leader is working to build relationships with the

individual people on the team. Showing interest in each individual as a
person is a highlight of this method.
• Directive leadership – leader acts more like a dictator in terms of passing out
assignments and objectives. If the team lacks needed experiences to work
autonomously this is needed.
• Participant leadership – leader treats the members of the team more as equals
than subordinates. The team members will feel empowered by this approach
and stay motivated and strive for success throughout the project.
• Achievement oriented leadership – the leader lays out opportunities’ along the
path for team members feel rewarded and their accomplishments recognized
as the drive towards completion.
13
3.2.10. Zenger and Folkman’s 10 Fatal Leadership Flaws
Leaders have flaws. No matter how qualified an individuals is to hold positions and
how prominent that position may be, they are still a human being just any one else
like. Perfection is likely an unattainable goal, consistent and steady improvement is
not. The best leader is the one who is able to acknowledge and address their
shortcomings. The most common flaws:
1. Lack of energy and enthusiasm
2. Accept their own mediocre performance
3. Lack clear vision and direction
4. Have poor judgement
5. Don’t Collaborate
6. Don’t walk the talk
7. Resist new ideas
8. Don’t learn from mistakes
9. Lack interpersonal skills
10. Fail to develop others.
There are plenty of different ways in which a leader can manage his or her
employees or team members. No matter the setting, there are a variety of options
available to the leader depending on what strategy they believe will pull the best
possible performance out of their team.
4. Contemporary Theories of Leadership6
James MacGregor Burn’s bestselling book marked a major transition in the
development of leadership theory. Burns was the first to conceptualize leadership
as a social process that involves both leaders and followers interacting and working
together to achieve common interest and mutually defined ends.
4.1. Transforming Leadership and Transformational Leadership

4.1.1. Transforming leadership: one or more persons engage with others in such a
way that leaders and followers raise one another to higher levels of motivational
morality. Leaders play a major role in shaping the relationship with followers.
Burns believes that the leaders are commonly more “skillful in evaluating follower’
motives, anticipation their responses to an initiative, and estimating their power
bases, than reverse”. Transforming leadership is a moral process because leaders
engage with followers based on shared motives, values and goals. Transforming
leaders are “guided by near-universal ethical principles justice such as equality of
human rights and respect of individual dignity”.
6
Goertzen, Brent J. Contemporary Theories of Leadership. @jones and Brtellett Learning. LLC.
http://www.leadershipnow.com/
14
Transforming leadership is grounded in conflict. Leaders embrace conflict by both

shaping and mediation it. Leaders take initiative to discern signs and
dissatisfaction among followers and make connections. The power of transforming
leaders comes by recognizing the varying needs and motives of potential followers
and elevating them to transcend personal self-interests.
4.1.2. Transformational Leadership: Transformational leaders are able to achieve

three things:
1. Make followers aware of the importance of task outcomes
2. Induce followers to transcend personal interest for the sake of the team or
organization.
3. Move followers toward higher order needs.
Behaviors of leadership:
1. Transformational leader’s behaviors category
1. Idealized influence
2. Individualized consideration
3. Inspirational motivation
4. Intellectual stimulation.
2. Transactional leadership behaviors
1. Contingent reward
2. Management by exception- active
3. Management by exception – passive.
3. Laissez-faire leadership – an absence of effective leadership and describes the
type of leader who passive to direct reports.
Effective leaders use both types of leadership. These three models sometimes are
called the Full Range Leadership Model. Leaders who demonstrate
transformational leadership behaviors are more effective than others and are more
common in public organization. Transformational leadership directly affects
employees trust in their leader.
4.1.3. Relational Leadership – leader-member exchange

Managers develop high quality-relationship with only few, high-trust direct reports.
Quality:
- High relationships – in-groups - high respect, trust, and obligation
- Low relationships – out-groups – low respect, low mutual respect.
This theory is labeled as “vertical dyad linkage”. One has direct authority over
another. Advantage of this is they receive more tasks and are delegated greater
authority and receive greater tangible reward.
Managers direct report relationship in three-stages
- “Stranger” – members first come together.
- “Acquaintance” – increase social exchange and share greater information on
personal level besides work level.
15
- “Mature partnership” – mutual sense of trust, respect and obligation.
Relational leadership focuses on process not on person. This theory is defined as “a

social influence process through which emergent conditions – evolving social order
and change – new values, attitudes, approaches, behaviors and ideologies- are
constructed and produced”.
This theory assumes that leadership can occur in any direction.
4.1.4. Post Industrial leadership
Joseph Rost (1993) – he criticized the popular assumption about the then
leadership by describing
1. Leadership is what great people do
2. Leadership and management are interchangeable
3. The terms “leadership” and “leader” are synonyms.
The concept of leadership in the industrial paradigm was bound with leaders do.
Followers had nothing to do with leadership and perceived as passive, submissive
and directed.
Industrial paradigm definition of leadership is “great men and women with certain
preferred trait influencing followers to do what the leaders wish in order to achieve
group goals that reflect excellence defined as some kind of higher-order
effectiveness”.
Four critical elements
1. The relationship is based on influence
2. Leaders and followers are participants in relationship
3. Leaders and followers intend real changes
4. Leaders and followers develop mutual interests.
Relational Based on influence - leadership must be based on influence which uses

persuasion to affect other people and “power resources – content of the message,
purpose, symbolic interaction, perception and motivation”. Leaders persuade
followers and followers influence leaders.
Leaders and followers are participants – interact with other people.

Participants intend real change – purposeful and desire change in the future.
Changes reflect mutual interests – focus on mutual purpose.
4.1.5. Followership - Enhance the role of leadership relationship.
4.1.5.1. Effective Followership

The differences of effective and ineffective follower are their enthusiasm,
intelligence and self-reliant participation.
16
Two dimensions:
1. The degree of follower exercise independent and critical thinking.
2. Rank in active and passive scale.
Four categories of followers. Independent

Critical thinking
Effective Follower
Alienated
Follower
Passive and turned off. Bring energy and enthusiasm
Passive Survivors Active
Sheep “Yes” People
Unwilling to receive responsibility unwilling to demonstrate innovation

Dependent
Uncritical thinking
Qualities of effective followers:

1. They manage themselves well
2. Committed for the purpose of the organization
3. Build their competence
4. They are courageous, credible and honest.
4.1.5.2. Courageous Followership
Challeff (1995) asserted that “followers” is not a synonym for “subordinate” but
effective stewards of the organization and its resources.
Five Dimensions of courage to be effective followership are:
• Courageous to assume responsibility
• Courageous to serve
• Courageous to challenge
• Courageous to participate in transformation
• Courageous to make moral action
4.1.6. Servant Leadership – The primary responsibility of a leader is to serve
others.
17
Taking care of other’s need takes highest priority. It is “a long term,

transformational to life and work, a way of being that has the potential to creative
positive throughout society.”
Characteristics of servant leaders: Listening, empathy, healing, awareness,
persuasion, Conceptualization, foresight, stewardship, commitment to growth of
people and building community.
5. AN INTEGRATED LEADERSHIP THEORY7

Many proposed leadership theories that this field of knowledge seems very chaotic
but those theories are not conflicting explanations of the leadership process, but
mostly complementary and oriented to different aspects of the same phenomena. A
simple model is suggested in this article to elaborate a unified or integrated
leadership theory; leadership is a process that involves the leader, the followers
and the context. All of these three perspectives should be added to conform a
better picture.
There are new theories being added almost every year to the large number of
theories that have been proposed, creating a difficult picture to understand.
However, the reality is that all leadership theories can be classified into two major
groups or categories, not exclusive but complementary. Leadership theories can be
classified into theories oriented to the leader as individual and theories oriented to
the relations between leader and followers.
5.1. Theories Oriented to The Leader

Theories oriented to the leader are characterized by the focus on the leader,
assuming that leadership is mainly a personal quality. They include the following:
5.1.1. Trait Theories

Many researchers were interested in identifying individual traits of effective
leaders. These studies were based on the idea that leaders not only had common
traits, but these traits were different from those who were not leaders. Therefore,
defining leadership traits would make possible to identify individuals with
leadership potential and develop them as leaders in the military and other
organizations. However, some others reviewed more than 100 articles written about
the trait theory and concluded that a person does not become a leader by
possessing certain traits. Personality traits are not sufficient for becoming a leader.
But some traits are necessary. Although the trait theory is not accepted today as it
was originally proposed it remains partially valid in the sense that leaders really
need some personality traits to be effective.
7
Silva, Alberto. AN INTEGRATED LEADERSHIP THEORY. Journal of Perspectives in Organizational Behavior, Management, &
Leadership. Volume 1 Issue 1 (2015). wyvernpublishinggroup.com
18
5.1.2. Behavior Approaches
This theory looks in a different direction from the trait theory, looking for the
appropriate behavior to be a good leader. Leaders were either autocratic or
democratic, and a combination of both styles was possible and desirable depending
on organizational circumstances. Analyzing when leaders should give more
attention to the task or to the people depending on the context
5.1.3. Contingency Theories
a certain behavior does not always determine effective leadership, since the style
should be appropriate to the situation but the validity of the contingency theory of
leadership and in particular Fiedler's ideas about the influence of contingent
factors as the leader's relationship with subordinates and the power of the leader.
The leader changing his or her style according to the situation is easier to select
the leader whose style has a better fit to a given situation.
5.1.4. Leader’s Virtues
In the current stage of leadership research, it is commonly accepted that leaders

should:
1. Be authentic, acting as they are, without trying to imitate anyone
2. Have an ethical behavior, so that people can trust
3. Be responsible, making business decisions that takes into account not only
the interests of shareholders, but also other stakeholders such as employees,
customers, the environment, the community and future generations
4. Be able to handle crisis and survive to them and
5. Show adaptability, applying creativity to decision making in a difficult and
unexpected context in order to cope with complexity
5.1.5. Women Leadership Theories
There are many barriers for women to be leaders but simply identifying existing
prejudices can help men and women understand what happens, and in particular
free women to focus more on leadership and less on how they are perceived. The
effectiveness of women as leaders depends on their own attitude and the
acceptance of their leadership style in a given context.
5.2. Theories Oriented to the Relationship Between Leader and

Follower
This approach prevailing in today’s leadership. It includes
19
5.2.1.Transformational leadership (Burns 1978) identified two models’

leadership: Transactional and Transformational leadership. Daft (2008)
transformational leadership is characterized by the ability to cause significant
changes in both follower and the organization.
5.2.2. Power-Influence Approach Machiavelli discussed the pragmatic behavior

that should have a ruler or political leader to succeed. Kotter (1979) and Pfeffer
(1981) are two contemporary authors. Nye (2010) argued that power and
leadership are inseparable and leaders must learn the different conditions.
5.2.3. Servant Leadership Greenleaf (1991) introduced with the leadership

thought of Lao Tzu (Ancient Chinese Thinker). A leader who listens, supports and
seeks to build a community.
5.2.4. Leader-Member Exchange Theory Liden et al. (1993) proposed the theory
between leaders and followers. They have to develop effective relationships that
result in progressive mutual influence.
5.2.5. Shared Leadership Pearce and Conger (2003) suggest that leadership must
be seen as a process in many persons of the team are involved. Ibarra and Hansen
(2011) affirmed collaborative leadership is the appropriate leadership style for a
hyper-connected world which is unsuitable styles of command and control
consensus.
5.2.6. Diversity and Multicultural Leadership Mendenhall et al (2013) a leader of

global organizations should develop
a) Multicultural leadership competencies – cultural intelligence or the ability to
function effectively in diverse cultural contexts
b) Cross-cultural communication skills
c) Cross-cultural management of ethical issues
d) Global mindset – set of individual attributes that enable global leaders to
influence those that are different from them
e) Cosmopolitan – level of interest and curiosity about different countries and
cultures to that of oneself.
5.2.7. Team Leadership Mendenhall et al (2013) noted teams in which people

work face-to-face outperform virtual teams. They have to meet in certain frequency
to talk and discuss with the aim of sharing tacit knowledge and developing
stronger relationships and use variety of technologies depending on the different
aspects of the team task.
5.2.8. Context Influence Avolio (2007), Javidan, et al(2014) and Kellerman (2014)
are some of the authors that insist in the influence of the context in the leadership
process. Leadership culture has been changing dramatically with history and is not
the same to lead in China, United States, Brazil or England. Avolio (2007) says, the
20
relationship between the leader and the followers is a result of the organizational
climate in which it takes place.
5.3. Integrated Leadership Theory Yukl (2006), Avolio (2007) and Mendenhall et
al (2013) expressed the need for integration of the different leadership theories. It is
feasible. The leadership theories are not different explanations of the same
phenomenon but different perspectives of it. The theories are complimentary and
we can assume that there is a single theory of leadership with different approaches
with in the general body of knowledge of the field.
Three components of leadership (put in an equilateral triangle as Avolio

(2007) and Kellerman (2014) suggestions)
i. Leader
ii. Follower
iii. Context Leadership
Context
Influence
Theories Oriented Theories Oriented

to The Leader to Relationship
21
6. Theology and organization8

Theology of organization is “the way we think about and act in organizations is
profoundly structured by theological concepts.”
Aims:
1. Make outline what theology of organization is?
2. How it is built upon “political theology” (Carl Schmitt) and “political theology”
(Giorgio Agamben)?
3. Propose forms of theology of organization.
6.1. Forms of theology of organization:
1. Analyze organizational concepts as secularized theological concepts
2. How theological concepts have survived unaltered in organizational contexts
3. Show how theological concepts have been corrupted or lost their original
meaning when deployed in organizational contexts.
Which one is correct?

- Is sociology the queen of science?
- Theology is the queen of science?
- Secular is the queen of science?
What is the distinction between theology and science which is positive?
The issue is:
1. Organizational studies and organizational practices are theological. But this
does not mean organizations are religious spheres. The way we think about
organizations is structured by theological concepts.
2. The metaphor: -
Entrepreneur – God
Leader – prophet.
3. Theological concepts define the limits and possibilities of thinking and
theorizing about organization.
What is the primary focus of the issue? - The theological foundations of our
thinking of organizations.
Theology of organization is both different from a traditional understanding of
theology - as a faith-based study and sociology of religion - as a social science-
based study.
Theology of organization is distinct from other approaches to organization because
modern theories of the state are informed by theology (Carl Schmitt).
8 Bent Meier Sørensen, Sverre Spoelstra, Heather Höpfl and Simon Critchley . Theology and organization.
Department of Business Administration, Lund University, Box 7080, 220 07 Lund, Sweden Email: sverre.spoelstra@fek.lu.se
22
6.2. What is theology of organization, and how is it different from traditional

theology and sociology of religion?
Is theology of organization is based on the idea that theological concepts structure
the way we think about organizations?
Identify in academia a longstanding schism between theology on the one hand and
sociology of religion?
Traditional way of understanding this distinction is that theology is founded in

predominantly Jewish-Christian- revelation. But sociology of religion or - religious
studies- is interested in the practice of faith of other people.
Ford offers a clear account of this traditional distinction:

Religious studies at its unpolished uses an ideology of academic neutrality
which imagines a cool, objective approach to the phenomena of religions.
Theology at its unpolished imagines sole privileged access of believers to
theological truth … and draws its boundaries with reference to one
community’s confessional position.
Organization and management studies that is in line with sociology of religion has
become fairly mainstream in organization studies The focus is particularly on
spirituality and religion in the workplace which has become increasingly popular in
recent years. Even though management and organization journals only hesitantly
publish studies that are explicitly faith-or spirituality-based the theological
position can still be recognized in organization studies.
Sandelands book9 – claims “An Argument for God in Organization Studies” – ‘I

hope to recall an old idea that we should never have lost––namely, that God exists
and He matters.
Spiritually-Informed Management Theory is explicit about its spiritual point of

departure. Servant leadership is sometimes explicit about its predominantly
Christian roots while at other times it appears to be ashamed of these roots as it
attempts to establish itself as a neutral form of social science. A scholarly interest
in religion and spirituality is often guided by a personal conviction. The split
between theology and sociology of religion, as far as management and organization
studies goes, is often a split in form - more personal style versus a more
methodical style. Content is more for management scholars because they are
forced to write a neutral cycle.
The traditional distinction between theology and sociology of religion in John
Milbank10 is on theology as a social science and this view of the social sciences are
founded on violence and this leads to violent social competition and scapegoatism.
9
Sandelands, L. E. (2003) ‘The Argument for God from Organization Studies’, Journal of Management Inquiry 12(2): 168–77.
10 Milbank, J. (2006) Theology and Social Theory, 2nd ed. Oxford: Blackwell.
23
Theology’s starting point is a revelation of truth that is culturally independent and

ahistorical and that sociology of religion can assure its objectivity by means of a
view from nowhere.
INNTEREST:
1. How theological concepts are already at work within organizational theory
and practice?
2. How theological concepts can help us in understanding and intervening in
these theories and practices?
3. Concepts of organization can often be recognized as secularized, theological
concepts.
a. Political theology of organization: from miracle to innovation

Schmitt’s11 observation of political theory also holds for organization studies:
organization studies, despite its appearance of being a ‘proper’ social science are
already theological. ‘All significant concepts of the modern theory of the state are
secularized theological concepts. The way organization studies conceptualize
organization, as well as (anti-)organizational figures such as the entrepreneur and
the leader, is realized through theological motives.
Theology of organization uses theological concepts to challenge these established

ways of thinking about organization and management.
Modern theories of the state conceptualize the sovereign in the same way as
theology has conceptualized God: when the sovereign decides when the rule of law
will be suspended, or when the rule of law will make room for politics.
Thomas Aquinas said that understood God to act: as having the capacity to disrupt
His own laws, by means of the miracle. This scheme not only accounts for theories
of the state, but that it also is central in organization studies.
Max Weber12 argued that charismatic authority requires a transgression of the

formal organization. The character that is today known as the charismatic leader
is again someone who has been given the authority to decide when the rules are to
be broken. But the influence of this theological scheme goes much further and can
also be seen in literature on.
What is distinction between law and intervention, Organization and new,

bureaucracy and creativity? What are the opposition between classified laws and
reinvention (intervention)?
What is the problem in bureaucracy?
11 Schmitt, C. (1985/1922) Political Theology: Four Chapters on the Concept of Sovereignty (trans. George Schwab). Cambridge:
MIT Press.
12 Weber, M. (1978/1922) Economy and Society, Vol. I. Berkeley, CA: University of California.
24
“This world, devoid of (true) passion, repetitive and somnambulist as it

appears is rooted in a satanic bureaucracy that all true innovators must
passionately and publicly denounce.”
Anything that came between the believer and God was of satanic origin as Taylor13
claims.
Luther and Calvin, the greatest of the reformers insisted that the Catholic Church
in this way withdrew from the believers their direct, individual contact to God. And
converts had to publicly denounce the Catholic Church to become a member of the
reformed churches.
The member of the bureaucratic business is bereft of his or her contact to God, but
rather that the person is deprived of contact to innovation and creativity and
caught up in the iron cage of norms and rule-following behavior.
Tom Peters steeped in a thoroughly theological narrative that places miraculous

innovation as the result of the gracious act of the entrepreneur or innovator.
Entrepreneur appears, through overcoming myriads of obstacles, not direct
humiliation, lack of initial acknowledgement, as the savior of mankind and the late
modern economies. Even when these things fail, the call for the entrepreneur as
savior seems to get only stronger.
For this reason, “theology is fundamental for organization studies.” Organization

studies are far from a disillusioned form of theorizing; it rather transfers attraction
from a religious context towards a secular and economic context. organization
studies not only shaped by theological concepts but also organization in practice
often entails a theological movement - produces the sacred, it sets apart figures,
activities or techniques to the extent of obtaining status.
b. From political theology of organization to economic theology of

organization
Theology of organization is also informed by what Agamben14 has recently called
‘economic theology’. An economic theology of organization is by any means of the
concept of the sacred, a concept that we see as central to the fundamental
operation of organization.
The word sacred derives from sacer meaning what is set apart or something that is
distinct. A sacred object is removed from the real world of things: it belongs to the
gods. To sacralize is to destroy the reality of a thing in order to give it a divine
status. The sacred is therefore untouchable, unavailable and unobservable.
13 Taylor, M. C. (2004) Confidence Games: Money and Markets in a World without Redemption. Chicago, IL: University of Chicago
Press.
14
Agamben, G. (2011) The Kingdom and the Glory: For a Theological Genealogy of Economy and Government (Homo Sacer II, 2).
Stanford, CA: Stanford University Press.
25
Only by cutting a thing off from its worldly bonds, and thereby its possible utility,
can an object (e.g. an animal as a resource) be lifted from the material world to the
divine. Here we see a fundamental isomorphism with organization. To organize
something is to set it apart from something else: in organizational practice
hierarchy is a technology that separates matters and ensures that they remain
apart. Aquinas connects hierarchy directly with the sacred: a ‘sacred rule, which is
what hierarchy means, exists among men and among angels. For him, the earthly
hierarchies of men mirror the heavenly, angelic hierarchies. Most
straightforwardly, hierarchy divides matter high and low: the sacred high above us.
in the sky or in the executive lounge, the profane deep below on earth and among
the most ordinary of men. the sacred remains in an intricate relationship to the
secularized or the profane, just as the organization remains in an intricate
relationship to what is outside it, its disorganized other.
But to sacralize something through organization, be it a god or a leader,

paradoxically also somehow makes this god or this leader impotent: the sacred is
cut off from the empirical world, and therefore cannot intervene in it. In terms of
leadership this happens when the leader is elevated to an untouchable, therefore
safe, sacred level and the employees are kept in a profane, therefore insecure and
contingent space. This separation makes it difficult to bridge the sacred and the
profane: if the leader is elevated to a transcendent level, how can s/he act in the
organization?
The early Christian theologians first reflected on this problem in relation to the
ultimate sacral and transcendent nature of God, that is, His radical otherworldly
nature. Sacrality posed a practical problem for theology, the solution to which
turned out to have direct influence on how we today understand the concept of
‘economy’. The problem was, theologically speaking: how could God administer the
world or home – oikos- He has created, when He is entirely transcendent?
The problematic relationship is between being and acting. As God’s being is

transcendent, He cannot act in the earthly, immanent world. The solution that the
theologians of early Christianity after the second century worked out, argues
Agamben, lies in the concept of the trinity. The God of the trinity (who is three yet
one) entrusts ‘to Christ the “economy”, the administration and government of
human history’. The incarnated Christ becomes in economic theology the locus
and energy of action in the world. In some Gnostic sects, Christ was known as ho
anthropos tes oikonomias, which means ‘the economic man’, whose concern was
the oikonomia or the administration of the house. This suggests that theology is
already, prior to secularization, economic and that economy is already, prior to any
functional differentiation of society, theological.
The economic theology deploys instead of transcendent authority, an oikonomia,

which is ‘an immanent ordering … of both divine and human life’.
Agamben conclusion:
26
“Political philosophy and the modern theory of sovereignty derive from the first
paradigm -that is, political theology-; modern bio politics up to the current
triumph of economy and government over every other aspect of social life
derive from the second paradigm - economic theology -.”
Economic theology - was developed to deal with the problems connected to the
organizational production of sacrality. The sacred lies at the heart of the
fundamental operation of organization yet it is also this sacrality which
administers a certain ineffectiveness to what is set apart and elevated into
transcendence.
Political theology establishes the sovereign’s glory, economic theology makes,
through the Trinitarian oikonomia, administration and governance possible, and
creates power structures. Not only are these power structures still with us but they
spread and intensify in our contemporary world.
That is why we have theology of organization emerges as an indispensable resource

for the analysis and critique of this situation and for a potential resistance. Such
resistance may also as a resistance against theological sacralization’s of power,
take the form of profanation. Profanation annuls the separation between the
sacred and the profane, by means of ‘an entirely inappropriate use’ of the sacred.
Profanation neutralizes the power structures that come with the sacred not by
secularization, but by using the sacred out of context, in illegitimate ways.
c. Three forms of theology of organization

Theology is quite far from being recognized as a focus and a resource within
organization studies or within any other social science for that matter.
6.3. Modern concepts of organizations as secularized theological concepts
Argument 1 - State theory - considers to what extent modern concepts of

organization are to be understood as secularized theological concepts? Modern
conceptions of power are isomorphic to earlier - theological concepts of power -
even if their names change when transferred into a ‘modern’ context. The
monarchic sovereign is for instance, a secularized version of God, and the
sovereign ‘voice’ of God, can still be heard in democracies as the voice of the
people.
The key example is the distinction between bureaucracy and innovation. The
defining characteristic of this kind of analysis is that it shows how a conceptual
distinction or a way of thinking about organization that appears to be secular or
scientific is rooted in theology.
Argument 2 - Capitalism has been culturally conditioned by Protestant
Christianity.15 But beyond that Capitalism is itself to be understood as a religion.
15
Marx, K. (1990/1867) Capital: A Critique of Political Economy, Vol. 1. London: Penguin.
27
It confronts a common idea. Capitalism has contributed to the interpretation of the

world and thereby to the death of religion with its opposite: religion is as strong as
ever but has now become integrated within capitalist modes of organization. Once
the religious nature of capitalism16 is acknowledged many theological concepts
offer themselves for an analysis of organizations.
6.4. Theological concepts of organization that are imported unchanged into

organization studies
How theological concepts have transferred directly into organizational discourse

without changing their name? Contemporary organizations produce self-
legitimization largely by sustaining and continuing the belief that organizations are
ontologically founded on hierarchy and only works if this hierarchy is maintained.
The modern organization has taken over the hierarchy of the angels, as it was
described in the late 5th century theologian Pseudo-Dionysius’ book Celestial
Hierarchy, and that this takeover has blocked the way for alternative ways of
conceiving organization.
Agamben reaches the conclusion that angelology is to be seen as the antecedent to
any theory of administration:
“What is decisive, however, is that long before the terminology of civil administration
and government was developed and fixed, it was already firmly constituted in
angelology. Not only are the concepts of hierarchy but also that of ministry and of
mission … first systematized in a highly articulated way precisely in relation to
angelic activities.”
Doing theology of organization contributes to organization theory:
- Exploring the wider implications of a particular concept’s indebtedness to
theology.
- surveys the possible critical potential in analyzing these connections
NB:
- How something that seems to be an invention of the modern age finds its
constitution in medieval theology?
- ‘self-evident’ ways of thinking about organizational phenomena
6.5. Redeeming forgotten or repressed theological concepts
Third way engaged with theology of organization to finds inspiration in theological

concepts that have lost their relevance for organization and seeks to redeem their
relevance by bringing them to the surface and connecting them to present
problems.
Two main forms of analysis take:
16
Benjamin, Walter (1996) ‘Capitalism as Religion’, in M. Bullock and M. W. Jennings (eds) Selected Writings, vol. 1. Cambridge,
MA: Harvard University Press.
28
1. The idea that an original meaning of a theological concept is lost and that we
suffer from this loss.
2. The idea that forgotten theological concepts can help us in finding forms of
organization that goes against the ways in which we currently organize.
A return towards a forgotten or repressed meaning and connotation or practice is

theological in nature in order to intervene in contemporary organizational thinking
and practice.
✓ What we today refer to as charismatic leadership is rooted in a corrupted
notion of the Christian version of charisma.
✓ The charismatic leader is now understood as someone who transgresses the
laws of the organization and is elevated into the extraordinary and often
dangerous character that is celebrated in our times.
✓ A theological split in theories of the state returns: the charismatic leader
takes the place of God with regards to miracles and corrupts the Christian
notion of charisma.
✓ Highlight problems associated with organizational practices that this
‘corrupted’ notion has given rise to.
✓ Analysis of ‘Empire - in which the global organization of capital –Empire- is
contrasted with the multitude. This happens through a thoroughly
theological reading of Augustine’s ‘two cities’, the ‘City of Man’ and the ‘City
of God’. Where the latter today has lost all legitimacy through its ‘violence
and corruption’.
✓ The world has to be recreated as a new earthly city of the multitude.
Theology appears as an analytical apparatus that also opens up new
conceptualizations regarding future power structures: the forces that were
earlier ascribed to God are now ascribed to the multitude.
6.6. Contributions to this issue
Theology and organization studies deploy different discourses a fact the reader will
appreciate throughout the issue. The differences between theology and
organization studies are compared with what they share a common ground
resulting in awkward but we think beautiful contrasts.
Three genuine theological resources that structure
1. The Scholastic idea of an accountable Self.
2. The Protestant priesthood of the common man.
3. Post-Reformation Deist theology - views society as peaceful and self-ordering.
The focus is on individual choice Mankind has always sought salvation from
suffering, and instead of reducing social problems to their economic ‘basis’, as a
Marxist analysis would tend to do but Dyck and Wiebe follow Weber in insisting on
the mutual adaption between religion and economy, or salvation and organization.
29
Ways of doing theology of organization as contribution sets out to redeem a

forgotten or repressed theological concept namely that of theoria. They argue that
theoria’s original Greek meaning of contemplation or a ‘direct experiential
knowledge of the divine’ is excluded from organizational discourses in favor of the
modern and disillusioned notion of ‘theory’.
Much of the contemporary interest in spiritual management and spiritual
leadership only appears to counter this move from theoria to theory. While many
‘spiritually informed’ management authors appear to realign knowledge of
management and organizations with a form of contemplative understanding. On
the basis of an analysis of Spiritual Leadership Theory––that these studies rather
align a modern version of theory with a utilitarian focus on usefulness and a
contemporary preoccupation with performativity. Spirituality is allowed to appear
in leadership studies but only as a function of the organization’s bottom line.
3. practices partly have theological roots
4. the audit society can partly be traced back
5. theology and practice departing from a decidedly empirical stance
6. Theology and organization studies in the future will inspire.
7. Biblical Foundations of Leadership

Biblical models of leadership inform the leadership vision and efforts of the church.
It brings for the community:
A. spiritual transformation - Spirituality responds to the challenges of
contemporary leadership, making it not just an option, but an imperative for
leaders today. These challenges include the following: (a) dysfunctionality; (b)
reflection and depth of self-knowledge; (c) congruence, resonance, and
relational power; (d) building community; and (e) understanding context. The
practice of leadership itself is being reimagined as the facilitation of meaning,
the capacity for transcendence, and the transformation of consciousness,
which are essential dimensions of spirituality.17
B. social change - Relational leadership requires a way of engaging with the
society in which the leader holds herself/himself as always in relation with,
and therefore morally accountable to others; recognizes the inherently
polyphonic and heteroglossia nature of life; and engages in relational
dialogue. This way of theorizing leadership also has practical implications in
helping sensitize leaders to the importance of their relationships and to
features of conversations and everyday mundane occurrences that can reveal
new possibilities for morally-responsible leadership.18 And
17
Karel S San Juan, “The Spiritual Formation of Leaders Based on the Ignatian Tradition.,” Dissertation Abstracts
International Section A: Humanities and Social Sciences (2007).
18
Ann L. Cunliffe and Matthew Eriksen, “Relational Leadership,” Human Relations, 2011,
https://doi.org/10.1177/0018726711418388.
30
8. Justice - it is when a person receives what is due to him or her that the
person is treated justly. In the traditional formula of justice as receiving what
is due to one and it mean ‘enjoying or undergoing that to which one has a
legitimate claim, be that claim grounded in morality, law, or practice’.19
justice is closely connected in the Bible with holiness. It is just as closely
connected with peace* – or, better, with what the Heb. writers called shalom.
Shalom, however, is perhaps better translated into contemporary English as
‘flourishing’ than as ‘peace’. To experience shalom is to flourish in all one’s
relationships – with God, with one’s fellow human beings, with the non-
human creation, with oneself.20
The church can draw its inspiration and commitment to the dream of God.
Religious leadership is a response to a divine call to be in the service of God’s love
and justice.
A theology of leadership focuses on a pattern of God’s calling leaders to one
mission enterprise.
Hebrew community and first century Christians have vital lessons to teach us
about the nature of religious leadership.
a. Abraham
Abraham’s leadership begins with an act of faith.
Abraham is grasping a divine destiny to begin a journey of faith for an alternative
future. In the near future he will bless all families of the earth. Become the
potential seed of the best seed.
We learn from the experience of Abraham; leadership is the high plane of faith that
involves risk.
Leadership response to faith is not an intellectual assent to a proposition.
Leaders must be aware that the aims, goals, challenges of leadership.
Abraham stands, as a pivotal symbol of leadership.
New Testament theology is an interpretation of the meaning of Abraham’s faith and
leadership.
"And Abraham believed God, it was credited to him as righteousness" (Rom 4:3b
NIV).
b. Moses
Visionary leaders with courage offer himself to be agent of God’s mission. Moses
had a significant religious experience on Mt. Horeb.
A sanctified person becomes a leader of God’s people from slavery to freedom.
19
David J. Atkinson, New Dictionary of Christian Ethics & Pastoral Theology, ed. David J. Atkinson (Illinois: Inter varcity
Press, 1995), Page, 17, https://doi.org/10.1017/CBO9781107415324.004.
20
David J. Atkinson, Page, 21.
31
God tells Moses that God is taking sides with oppressed Hebrews against the
Egyptians.
Biblical leadership is revolutionary.
A new social community emerged to match the vision of God’s freedom.
God called Moses to leadership as a liberator with prophetic and redemptive hope.
Leadership is difficult in Moses message.
Idolatry and corrupt vision of God’s purpose
Egyptian culture and consciousness remained with the people
Moses equipped to lead people in transformation of identity, culture and
consciousness.
Moses paid a great price for the leadership he sought to give the Hebrew
community
It cost Moses denial of life in the Promised Land.
Moses received the Ten Commandments and made them the ethical and theological
mandate of the Hebrew community.
Leaders must consider them resident theologians to ensure that the ministry,
mission and life of the faith community they serve.
Leadership of Moses is symbolic; it extends over the past, present, and future into
the religious experience.
Captures the theological understanding of the kind of leadership the Black church
has cultivated in its socio-political struggles for human dignity, freedom and
salvation.
c. Saul
The first king of Israel was a tragic figure whose leadership collapsed in failure
because of jealously and insecurity.
Saul’s leadership emerged in a transitional period between the end of an old order
of tribal leadership through the Judges and the birth of a new order of leadership.
Transitional leadership is difficult, particularly when insecurities block vision and
there is little facility for achieving right perspective of self-contradictions and
ambiguities.
Saul was a weak leader because he sought to lead out of his small carnal package
of vision.
Saul’s leadership ended in a tragic suicide of failure within and without.
Leadership is at its best when it serves as a conduit for corporate blessings.
Leadership is never an end of itself but a means to the end-goal of God.
d. David
David represents the best of monarchical leadership in the history of Israel.
David’s leadership is fixed -in Hebrew memory as engine for Israel’s imagination
and public history.
32
David was a figure of heroic attributes.

He was a military genius, administrator, musician, poet, a shaper of the life of the
people.
The story of David’s leadership is told and retold as a paradigm for all those who
yearn for public responsibility and social transformation.
David’s leadership is a mixture of public responsibility and power, personal
temptation and deception.
David is close enough to the wilderness faith-tradition of Moses to accept the
judgment of God upon life.
David we learn a vital leadership lesson: public power will not solve personal
issues.
Leadership come public and private accountability, and justice is a community
concern rather than merely an individual concern.
e. Nehemiah
Nehemiah is a model of leadership for reconstruction.
Nehemiah had a compelling social vision for rebuilding the people of God.
Jerusalem was made a wasteland. Survivors of the destruction of Jerusalem deeply
lament over the loss of the temple and the Judah’s national identity.
The values and experience honed by years in exile presented Nehemiah with a
rebuilding task.
Rebuilding the walls of Jerusalem and rebuilding the people’s confidence and faith
in the -purpose of God -were formidable projects.
Nehemiah performed both projects well. Nehemiah’s vision of reconstruction was
practical, resourceful, and transformational.
Nehemiah met opposition with -courage and imagination as nothing was permitted
to stop God’s work.
Self-determined leaders are able to remain focus despite many distractions.
Nehemiah’s model of leadership reveals that the longing for reconstruction comes
from grief that arises from looking out over the city with a vision of newness.
The energy for rebuilding comes from the deep desire and commitment to
deconstruct oppressive social systems and reconstruct broken families and the
wasteland of neighborhoods into moral communities of hope and new possibilities.
We learn from the leadership of Nehemiah how leaders can turn mourning and
grief into rebuilding a usable future.
33
f. Ezekiel
Prophetic leadership is seen at its best in the life of Ezekiel.
Ezekiel was a prophet/priest who witnessed the spiritual and moral decline of
Judah. Inevitable destruction placed the people in exile seventy years.
Ezekiel describes the condition of the exiles as being like "a valley of dry bones."
Ezekiel’s assignment was to makes sense out of this destruction in terms of the
ultimate purpose of God.
Ezekiel’s leadership bears witness to the fact that God is not defeated by the
wretchedness of human beings and can even use that wretchedness to work out
glorious purposes.
Ezekiel’s courageous leadership and preaching, teaches us that hope is the very
dynamic of history. Hope is the energy of transformation.
Hope is the engine of change and the door from one reality to another.
Ezekiel was an agent of hope empowering people to imagine change, new
possibilities, and opportunities to return to the dream of God.
Ezekiel teaches us that leaders who serve God’s purpose must be prepared to
provide leadership which seems nonsensical, illogical and unreasonable but
nonetheless is possible, reasonable and understandable as the God’s will.
g. Jesus
The leadership of Jesus is seen by Christian theologians as the incarnation of the
reign of God.
Jesus had a significant religious experience while being baptized in the Jordan
River in which he understood who he was and what he was called to be.
Baptism was followed by a period of desert struggle to determine how best to live
out the dream of God.
Jesus’ inaugural sermon (Luke 4:18-19) he reminds his community of the kind of
leadership God called him to embrace.
Jesus functioned as a preacher, theologian and teacher.
Jesus teaching come unusual authority on the true meaning of community, love,
and the righteousness of God.
The model of Jesus’ leadership was that of a pastoral theologian committed to the
realization of divine justice for God’s entire creation. For Jesus justice is love in
action.
His commitment was to the weak and marginal.
Jesus proclaimed the Sermon on the Mount as the ethical and spiritual foundation
for life committed to God’s kingdom.
34
Jesus imbued the disciples with the vision of God’s reign, a vision which brought
him into conflict with the kingdoms of the world.
Jesus’ leadership was liberating, redemptive, prophetic, transforming and salvific.
The leadership of Jesus cost him crucifixion but won for the world the salvation of
God.
Jesus teaches us many things about authentic spiritual leadership.
Kingdom priorities must come first in the life of a leader.
Servant leadership brings hope transformation to life.
Suffering has merit when done to fulfill God’s purpose.
Leaders must teach and theologize with integrity by being true to the context of the
community they serve.
Religious leadership must affirm the humanity of all people under the grace of God.
Leaders must be unbiased in serving God’s love and justice toward the
transformation of all injustice and oppression of life.
8. Thinking About Christian Leadership

“The Leadership of Jesus is set by him and ought to practiced.” John Adair.
Bible is the greatest book on leadership ever written.
Early Roots of Leadership
1. Greeks – Socrates, Xenophon, Plato and Aristotle – immorality of the soul –
Revelation was primary, logical argument based on observed facts from the
natural world has its own sphere of authority
2. Judaism – over 2000 years, Old Testament – Vast fund of knowledge on
Hebrew life, ethics and law. It shaped the life, culture and society. Hebrew
legacy for Moses on Mount Horeb – Voice of God.
3. Jews - Leadership and management, logistics issues, hot journeys on foot in
to the dry, dusty, waterless Sinai Deseret for over 40 years, involve many
thousand men, women, children with cattle. You need to have practical
logistic ability. This art of leadership was passed on to Joshua, the Judges,
David and Solomon. These seed bed out of which the Christian Church grew
– New Israel.
4. Rome – 753 B.C – Rome expected leaders to have timely practical leadership
that Leaders have to think ahead – develop fore sight that would help them to
have a clear vision about the future task. Expected to share vision with those
they led. Romans expected their leaders to identify clearly and precisely what
had to be done and to delegate accordingly.
Moral Leadership – Jesus model – led by the Spirit (Matt 4:10). Serving the will of
God was the mission of Christ’s Ministry – From this remarkable leadership formed
the Christendom leadership.
35
- Leadership has a strong moral dimension – don’t ignore morality because

trust in that particular leader will be reduced. Like faith, leadership is a
personal matter and requires a degree of personal effort.
- The governing philosophy is love and commitment to devotion – Mark 12:29
put self-interest last. Courage in – moral, physical, humility, wisdom and
taking risk – set aside personal ambition and take a road that lead to a
cross.
- Leaders anticipate love for God and for neighbor.
The teaching of Jesus – Christian leaders must claim – the duty of devotion to their
people - “Serve to Lead”. Jesus set the leadership of a team and was the Servant of
His team. Humility and selflessness are natural qualities of a leader.
9. Characteristics and Call Christian Leadership

Defining Christian Leadership – A Desire to grow in effectiveness and press on
toward a goal – “Aim At” and Maturity in Christ. Leadership is not “How” we lead
people but “where” to lead.
1. Biblical Description of Leadership – spiritual dimension in which God is the
source of authority and Jesus is the example of how it must be exercised
(Mar 10:42-45, 1 Cor 2:1-4, 1 Pet 5:2-3).
2. Servant Leadership is
A. Other-Centered – Christian leader undergo hardship and suffering
humbling themselves in order to meet the needs of others (Joh 13:3-16).
B. God Honoring – Follow the example of Jesus – gladly relinquishes status
and power for the benefit of others – leadership is not a privilege but an
honor to be conferred (Phil 3:3-11).
3. Dimensions of the Call
A. The Universal Call – God calls us to be his own people (Ephe 1:4-5)
- God’s initiative
- Brought about through Gods love for us
- Is to be holy without fault through being “in Christ”
- Is for God’s pleasure
B. The General Call – God calls us to service in a given sphere of ministry
using the particular gifts (Ephe 3:7, 11-13)
- Is given according to God’s generosity
- Is given for the benefit of the Church
- The leader is to equip God’s people to do God’s work
- The work is to build up the church
C. The Specific Call – the Call to serve – outworking our general call in a
specific time and place (Acts 16:6-10)
- Paul and Silas were not to go into the province of Asia
36
- Paul and Silas made an effort to head for the province of Bithynia but the
Spirit of Jesus didn’t let them go.
- Before a door of opportunity was opened, others were closed. They journey
by not knowing where they were going but content in knowing where they
were not to go.
- On entering Macedonia, Paul and Silas soon encountered opposition and
were imprisoned and they praised God.
Discerning A Call to Leadership

A. For General Call
- Confirmation of others
- The Evidence of Spiritual Fruit
- Personal Fulfillment
B. For A Specific Call
- Circumstance
- God’s word
- Inner witness of the Spirit
What makes an effective Christian leader? There are three essential components:
character -Ability to communicate, Knowledge- wise way to live is to develop a
relationship or reverence and submission to God and leadership skill -Care of
people.
Character deals with issues of motives, integrity, submission and leader’s
relationship with Christ, family and others.
Knowledge is about basic understanding of the Bible and self-awareness.

Leadership skill is the desire that cause others to follow the leader and more. Skill
of communication, setting goal and managing time, understand different opinions
and people, equipping others, team work and managing conflict etc.
Psalm 78:72 “And David shepherded them with integrity of heart, with skillful
hands he led them”
1 Samuel 13:14 r “a man after God’s own heart”
From scripture a leadership model emerges. In the scripture we have major

examples of leadership that guides us. Prophets, priests, sages and kings were all
leaders. Each of these types of leadership had a clear role or calling. All these
types of leadership were failed in the nation of Israel21. Why? Leadership lost its
vision by staying in power and strength. Adam failed in his leadership but God
was his ultimate leader. Have you ever recognized God as the ultimate leader? In
creation the ultimate leader initiates. As you read scriptures watch how often God
21
Young, David S. Servant Leadership for Church Renewal. Ontario: Herald Press; 1999, page26.
37
demonstrates his magnificent leadership. Truly he is the ultimate leader. Instead of

looking the leadership failure of mortal man look beyond that – there is God- the
model of a leader. Adam lost his vision of God. He has to re-vision his caller to
lead.
Lessons in Leadership22
- God created human being to lead and rule but only within the context of his
leadership.
- Leaders must learn to adjust their plans while holding tenaciously to the
vision.
- Every one leads and follows someone.
- No one can lead well without following well.
- Individual must see the benefits of the vision before they will commit it.
- To win trust, leaders must exhibit both character and competence.
A Christian leader is “someone who is called by God to lead; leads with and
through Christ like character; and demonstrates functional competencies that
permit effective leadership to take place”23.
The most quoted Biblical leadership paradigms in our time are;
- Isaiah 40 – 45 servant song of Isaiah – what we are to “be” and “do”. It starts
with kneeling to listen to God and be attentive to directness from God (28).
Move to spirit that is in you, others and God. Heart renewal and service:
upward, inward and outward. Use Christocentric methodology of leading
“servant leaders discover God in the midst and then point others toward God
(44)”. Holy Spirit guidance is at work and discerns the Spirit movements.
- Revelation 7 the Lamb that becomes “the shepherd and leads his people by
the springs of Living Water”. Four dynamics of leadership: worship,
transformation, the Lamb becoming the Shepherd (model of servant
leadership) and the Shepherd leading his people to renewal – living water.
- John 13 humble event of Jesus washing of the feet of his disciples. It focuses
on service and leadership that bring flow of Spirit to transform the church.
Be prepared to be on your knees in humble service and to your feet for
inspired leadership. The message is water – simple water that washes feet
and spiritual water that brings refreshment and renewal. Water signifies
life-giving presence of God and of the living Jesus Christ.
- Philippians 2:5-11 we are called to be servants of Christ and to take on his
manner. It will make tremendous impact on the ways of leader guide the
people.
2222
Maxell, John C. The Maxwell Leadership Bible. U.S.A: Thomas Nelson Bibles,2002.
23
Barna, George. Leaders on Leadership. U.S.A: Regal Books;1997; 25.
38
A special kind of leadership fits church renewal – a servant-leadership style. It is

rooted in the scripture. Church leaders can begin to sense God’s love through their
ongoing spiritual disciplines. We need to look that leadership is carried out in
specific task and in the overall development of the church.
Transformation in faith is at the heart of Jesus’ style of service observed in prayer

and action with people. The dynamics for a servant leader style of leadership
spring forth from the Biblical texts.
It is good to see that and explore what range of leadership topics that point to how
servant leadership, spiritually rooted, can impact our work and renew the church.
God and Leadership: Leadership problem and challenges
Five observations based on Genesis 1:26-3124
1. Being made in God’s image means we were created to Lead-v.26 which
means we reflect God’s image by leading.
2. God commanded both male and female to have dominion v. 27 – all have the
ability and authority to lead. Leadership is not gender specific.
3. We are to rule over earth, but not necessarily over each other v-28 – we were
directed to rule over the earth’s creatures. Ruling our fellow is the perverted
direction to rule.
4. All of us are to serve one another in the areas of our gifts and purposes v-28,
30. God created everything for a purpose. The general purpose is to lead but
in specific directions.
5. Each person’s leadership is best exercised in his or her area of gift v.31 –
discover gifts and naturally lead in the areas of where we are productive.
The basic principles of leadership are universal but the problem is the regional and
cultural traditions and practical applications. The challenge falls on human
beings. Leadership deals human being and their work.
Leaders of the people have to be patient and be practical because he or she works
with the people, transform someone’s idea in to tangible and measurable products.
Leaders have to understand what it means leader and manager because there is a
gap between them.
The principles of leadership and management are different.
Fear has to be eradicated.
How can we develop leaders? There are theories?
- Chaos theory – apparently irregular, unpredictable behavior or nonlinear
systems.
- Quantum theory25- comprises social system comprising many leaders, not
only one. Each need to be helped – connectedness to others.
The Leaders Vision and Character
24
Maxwell, John C. The Maxwell Leadership Bible. U.S.A: Thomas Nelson, Inc.; 2002.
25
Grossman, Sheila and others. The New Leadership Challenge. Philadelphia: Davis Company; 2000.
39
One of the most significant characters of a Christian leader is to have a “vision” or

“a better world” in the personal life, family and community life or faith Community.
How far the person or the institution move in the directions they take? These are
determined by what leaders see, and how far accurate they can see26.
As we move in the coming years or centuries, the time has come to stop talking
about the words and begin to take action. Having and conveying a vision as well as
being able to energize followers to join in the effort of making vision that vision is a
reality, involves credibility, communication skills, an ability to maintain
momentum and creativity.
Leaders do many extraordinary things but one of the greatest contributions they
make is having a focus or purpose that emerges from their knowledge and
experience and that reflect their idea of “what would better the group in” is
question. As Bennis says “the first basic ingredient of leadership is a guiding
vision.” The three major aspects of a visionary27 leader are: the construction of
the vision to encompass the image of an organization or group or church; the
development of a set of strategies that make the vision a driving force for the
individual, group, church or organization, the leader’s ability to communicate
the vision and engage every member of the organization or group in making it
become a reality.
What is a vision? Visions are “dreams” or “ideas” that are “specific enough to
provide guidance to people yet vague enough to encourage initiative and to remain
relevant under a variety of conditions.”28 A vision is an image or there the person,
church or organization wants to be in the future. A vision is different from goal.
For Kouzes and Posner, vision is “a purpose, mission, legacy, dream, goal, calling
and personal agenda.”29
Most visions can be categorized in to four types:

Narrow Focus Broad Focus
.External
Orientation
Productive/service Contribution to
Innovation society
Internal
Orientation Organizational Contribution to
Transformation Work place
26
Degefa, Lemma. Leadership: Living and serving. Addis Abeba: _______Page 199.
27
Grossman, Sheila and others. The New Leadership Challenge. Philadelphia: Davis Company; 2000. Page88.
28
Ibid, page, 89.
29
Kouses, James M and Barry Z Posner. Christian Reflections on Leadership Challenge. U.S.A: Jossey- Bass Pub; 2004.
Page 94.
40
This figure gives us a typology of visions. For this reason vision overlaps a variety
of ides and values in an individual, group or organization.
It may begin with an internal orientation and a narrow perspective and grow more
to external direction with broad perspectives.
Why Have a Vision?
One can have personal and professional vision. Personal vision gives one a purpose
in life and professional vision helps one accomplish work ideas and the mission of
the church.
One has to be able identify when an opportunity presents to better the vision and
act on incorporating whatever it is that would facilitate the implementation of the
vision. Many leaders have demonstrated the importance of being flexible which is
being to accept some change in plans to actualize dreams. When Bill gate and Paul
Allen founded Microsoft Corporation in 1975, their vision was to have a computer
in every home, office and school. Gate was in college as a student at the time but
was able to visualize and re-visualize a whole new role of computers in our
personal lives. He took leave from undergraduate level at Harvard to follow his
dream and took risks, used his creative talent, convinced others and kept pursuing
his dream. Today Gate is in his late forties and his company is the leading
worldwide provider of personal computer with revenues $11 billion annually.
Mother Teresa, a winner of a Nobel Peace Prize in 1979 founded missionaries of
charity in Calcutta- India. She had to make a difficult decision to leave the order of
nuns to which she belonged at the time in order to follow her vision – “helping the
poorest of the poor while living among them.” She was not satisfied with her
purpose on earth as a nun. She founded a new order of sisters, provided exquisite
care to the world’s poor and made the world more conscious of the needs of
millions of our fellow human beings. She is the power of dreams- vision.
Kouzes and Posner describe leaders as pioneers – people who are able and willing
to “reach the sky”30, People who are able to recognize a great idea, and people who
make change. One positive advantage of having a vision is that it brings people a
“sense of contribution to themselves, to church and to a society.”
An excellent leader who has a dream, who motivated others, and who made
followers feel as they owned the dream was Dr. Martin Luther King Jr. His “I have
a dream” speech was delivered in August 28, 1963. It is a testament to the power
of a vision and how it can energize people toward action.
Kouzes and Posner31 suggest the following framework to use when developing a
vision:
• Think first about your past.
• Determine what you want.
30
Kouses, James M and Barry Z Posner. Christian Reflections on Leadership Challenge. U.S.A: Jossey- Bass Pub; 2004.
Page109.
31
Ibid, Page, 120.
41
• Write article about how you have made a difference.

• Write a short vision statement.
• Act on your intuition.
• Test your assumptions.
• Became futurist.
• Rehearse with visualizations and affirmations.
The process of creativity is “not the possession of some special talent it is much
more the ability to play.” Leaders transform their “experiences in to ideas”” and
“creating a new way of life” in changing the “business as usual environment”.
There is no doubt that leaders must be passionate about their visions, dreams of
making significant differences or bettering the world. Leaders are able to persuade
people to “grab on” to the vision and become involved in creating the change.
Character of Christian Leadership.
Effective Leadership Behavior: Leaders equip, empower, and encourage their team
to realize a shared vision through ethical practices and honest solutions (Gonzales,
2006)
Leadership Behaviors:
Equipping - Consideration: identifying specific training needs of individuals or
groups; Initiating Structure: developing a training system appropriate according to
those needs.
Empowering - Consideration: providing opportunities to perform respective to
developed skills; Initiating Structure: Designing task plan and project analysis.
Encouraging - Consideration: provide praise/awards respective to individual
motivators; Initiating Structure: proactive support and development system of
identifying accomplishments and needed areas of improvement.
A better understanding of leadership character comes from fixing ones reading to
the whole Bible and take heart to learn and study the lives of people whom God
used. The chief leader in the Pentateuch is God himself and most of the leadership
character was taken from him Duet 29:10. God called for the specific purpose of
leadership in the life of Abraham Gen 12:1-3 and Moses Exo 18:25-26.
42
Leaders followed the patterns of earlier leaders. Three stand out in the Historical
Books.
- Joshua portrays the tribal leader assuming military command. Joshua 1:6
- David represents the theology of kingship 1 Samu 12:2
- Nehemiah represents the lay leader
- Prophetic leadership in the prophet of Isaiah and Jeremiah.
- Daniel leads people by enlightens by God.
We have to differentiate those leaders who demonstrate not merely “politics of

faith” but exercised their faith in politics. Daniel character of leadership in his
personal life, unshakable conviction of his Godly behavior and his reputation for
faultless integrity lifted him to a special place.
The New Testament leadership in the book of Luke and Acts shows us different
character.
The leadership role is from the cultural reflection of the broader cultural movement
which was in a churched culture. Example in Luke 22:26 the disciples were in
political power play in their dispute to get position. The Lord likens the idea with
Hellenistic political system and claims a strong contrast. The important reference
comes with Acts 15:22 after the resolution of Gentile question at Jerusalem council
of the church. In this text here comes to the surface about the plurality of team
leadership and the significant of servant leadership. The best character for
Christian leading comes from learning to lead like The Lord Jesus Christ.
The church has to be person oriented and centered church in vertical and
horizontal ways. Few people made the New Testament church to be multiplied in
great number. Many church leaders were trained by Paul the apostle and he was
using a “pilot project” to train Timothy, Silas, Titus, Epaphroditus and the
Ephesian church leaders.
10. The Local Church

One of the common problems for churches is that they major on the minors.
Distract themselves by the lesser important agenda and purposes. You must
“major in the majors if you want your church to make an impact in the world”.
A Great Commitment
To the Great commandment
And the Great Commission
Will grow a Great Church
Three Great purpose of the church (Matt 22:37, John 13:34)
- Love God – Upreach
- Love the Church – Inreach
- Love the World – Outreach
Mission Statement of the Local Church
- Exist to glorify God through advancing His Kingdom in our Community and
in the World. The ways are
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I. Celebrating the life of Christ – (Eph 3:20, 21; Rev 1:5, 6; 4:11)
II. Cultivating – personal growth in Christ – (Eph 4:11-13; Matt 28:20; 2
Tim 2:2)
III. Caring – about one another in Christ – Rom 12: 4-6; 15:5-7; 1 Joh
1:3,7)
IV. Communicating Christ to the World – Matt 28:18,19; Acts 1:7,8
Ministry Priorities of the Local Church

- Worship/Preaching – the most significant for disciple making
- Small Group/Equipping – to develop relationships, caring communities, and
for equipping believers for ministry children, youth, college, singles, couples,
seniors, men, women and so on.
- Serving – 35% congregations averaging over 700 in attendance are actively
involved in serving in – choir, teaching, helping, ushering, nursery etc.
- Outreach – the world around us need to be one of the top priorities of the
church – emphasis on direction not destination. The church survives by
reproduction.
Leadership Development in the local church
1. Small Groups32
Small groups are not an end in themselves. They exist in order to serve the mission
of the church. Every church will have to define its mission clearly. On the other
hand, biblical mission statements should include the following ideas:
It is our mission to be God's instruments in
• drawing people into life-giving and transforming relationships with God,
• building them together into a Christian community,
• training and equipping (discipling) them to be joyful and effective servants
in God's kingdom, and
• Deploying them to impact the world.
Drawing
What we mean by “drawing people” is that our churches will become attractive
places of refuge for people from all walks of life. Here they will be drawn into a
living relationship with Jesus Christ.
“Drawing” has several parts to it. First, it involves creating churches really serve
the needs of people within and outside of them. A second part involves evangelism
and church growth. A third part of “drawing” is helping people come into an
intimate, life-giving and transforming relationship with God. This doesn’t
necessarily happen automatically even for people who attend church services
regularly. It only happens by an intentional effort to help people develop their
personal devotional lives.
“But I, when I am lifted up from the earth, will draw all men to myself.” John
12:32.
Building:
32
Klaus, Ronald L. Small group leadership in Disciple-making Churches. Goshen: ________; 2006. (Not printed).
44
What we mean by this is that our churches will learn to experience Christian
community and people will learn to share their lives with one another, loving and
serving one another in practical ways.
“And in him you too are being built together to become a dwelling in which God
lives by his Spirit” Ephesians 2:22.
Training and Equipping:
This means is that our churches will not only be centers of worship—although that
is important—but will become training centers where people will be helped to
grow in their spiritual lives and effectiveness in God’s kingdom.
“All Scripture is God-breathed and is useful for teaching, rebuking, correcting and
training in righteousness, so that the man of God may be thoroughly equipped for
every good work” 2 Timothy 3:16-17
Deploying:
What this means is that people in our churches will be helped to move into
places of ministry both within the church and in the larger community. In these
roles they will be agents of transformation both for the church and for society as a
whole. This doesn’t mean that they are simply released. When soldiers are
deployed, they are still supplied and supported by the sending unit and they
remain accountable to it.
“As you sent me into the world, I have sent them into the world” John 17:18.
Therefore, effective small groups are not merely times for people to get together—
although community is a very important value in a small-groups church. They are
not merely Bible studies—although the study of God’s word is an important
element of many groups’ life. Effective small groups have something to do with
mission. They are a means for some aspect of God’s mission to be accomplished
and God will call leaders.
Small Groups and Community
Christian community can only be experienced in its fullness in small groups. This
is because it isn’t possible for us to know and love a large number of people deeply.
Also, in a small group, there is time for every member to share about his or her
personal life in an atmosphere where he or she can feel loved and accepted.
Therefore, small groups ought not just to be meetings. They ought to be a group of
Christians coming together in the name of Jesus to share their lives together—their
joys, their frustrations, their victories and failures. We do this and then encourage,
challenge and pray for one another. This is kind of support and growth that occurs
when this happens that cannot be produced in any other way.
Not all small groups produce Christian community. Some may simply study the
Bible in an academic or intellectual way. Community happens when people start to
talk about their personal victories and struggles, when they pray for one another
and care for one another in practical ways.
2. Discipleship33
What is Discipleship?
33
45
In a broad sense, discipleship is any activity of the church designed to help people
to a higher level of maturity. One simple definition of discipleship is “living as
Christ would live if he were in my place.”34
Discipleship is about being conformed to the image of Christ.
The idea of being conformed to Christ’s image comes from Romans 8:29
“For those whom God foreknew he also predestined to be conformed to the

likeness of his Son, that he might be the firstborn among many brothers.”
The idea here is that even before we were born, God had a plan for each of us. Part
of that plan was to mold us in such a way that we began to look more and more
like Jesus. He is a model that God would use to shape us and change us.
Unfortunately, what many churches do is not very effective in discipling people and
people therefore remain immature and much below their potential. Effective
discipleship is…
o Intentional. The process is not left to chance, but we are taking
conscious and specific steps to become more like Jesus.
o Structured. The process involves the practice of regular disciplines
that promote spiritual growth.
How Did Jesus Disciple His Followers?
• He gathered twelve men around him, lived with them, let them see how he
lived, and personally trained them to carry on his work once he ascended to
the Father.
• He let his disciples experience the events of his ministry and also took them
through a process of learning which he carefully supervised. He…
o Taught them to pray (Luke 11:1-4)
o Dealt with their sinful motivations—their argument about who was the
greatest among them (Luke 22:24-27)
o Showed and taught them through his own lifestyle (Luke 9:57-58)
o Got them to serve—feeding of the 5000 (Matthew 14:19-21); getting
food in Samaria (John 4:8); preparing Passover (Matthew 26:17-19).
o Got them started doing ministry and supervised them by sending them
out on at least two missions (Luke 9:1-6; 10:1-17)
o Even though, at the end, his disciples failed him, he gathered them
again and instructed them to wait for the infilling of the Holy Spirit
(Acts 1:4-5). With that, their preparation would be complete. The Holy
Spirit would activate all the training he had done in them personally,
and these men would establish his Church.
The Example of Paul
• He gathered a company of men around him, traveled with them and shared
his life and ministry with them. These men became the next generation of
leaders when he was imprisoned (Acts 16:1-5).
34
Bill Donahue, The Willow Creek Guide to Leading Life-changing Small Groups, (Zondervan: Grand Rapids), 1996, p. 24
46
• He recommended the same procedure to his trainees, e.g., Timothy. “And

the things you have heard me say in the presence of many witnesses entrust
to reliable men who will also be qualified to teach others” (II Timothy 2:2).
Notice that this does not speak primarily of public ministry. “Reliable men”
were to be identified. They were to be “qualified” to be able to teach other
people. To such people Timothy is to “entrust” Paul’s teaching. The word for
“teach” refers to personal instruction concerning practical affairs of daily
living. This was a challenge to Timothy to do the same kind of personal
discipling that he had experienced himself from Paul.
The Heart of Discipleship— is -----the Small Group.
3. Mission of the Church - multiplication
Ever since the time of Jesus, it has been found that discipleship takes place best in
small groups. Some people have advocated individual, one-on-one discipleship and
there may be some reasons in some cultural situations why this may be the best
approach for some people. However, Jesus and Paul disciple people in small
groups and there are some reasons why this is generally the preferred method.
• One-on-one discipleship isn’t an effective use of time. It greatly limits the
number of people that one discipler can relate to.
• Part of the discipleship process is to learn how to be a community together.
The discipleship group is such a community and a great deal can be learned
about how members of such a community ought to relate to one another.
The various members of the discipleship group can help one another. They
can give important insights, encourage other members as peers, give
practical help and pray for one another.
There are important issues that come out in a group that might not come out in
individual relationships. For example, Jesus disciples got into a conflict about who
was going to be the greatest—something that would probably not have happened if
Jesus has discipled them one by one. The way the group relates to one another
and interacts is part of the discipleship process.
Size Purpose Importance
Small Group 3-15 Fellowship; Discipleship Essential
Mid-Sized 16-70 Incorporating people into the body Optional
Group
Large Group More than Worship; Exercise of mature gifts, Important
70 especially teaching
Small groups are not the only sized groups that can exist in churches. Each group
size has its own purposes. The above table35 gives a summary of the three sizes of
groups that may exist in churches and their purposes.
35
47
Methods of Changing Values and Behavior through discipleship in small

group36
The goal of discipleship is to change our values and behavior .Our values are the
things we regard highly. They determine our priorities and shape our lives. How do
various church activities impact us?
1. Public Worship and Teaching - Large meetings > 50 persons
Purpose: Celebration and teaching.
Opportunity for highly gifted teachers to influence, envision and motivate.
Purpose of the teaching: Inspirational and motivational.
2. Smaller teaching units (classes) - Up to 50 people
Purpose: Imparting information, content.
Some interaction and reinforcement.
Better learning environment than large celebration services.
Allow more people to exercise teaching gifts.
Allow people to be exposed to a variety of ministries, in both style and
content.
3. Mid-sized Groups – 15-70 people
Purpose: Support and growth through fellowship and interaction as well as
outreach to newcomers.
Opportunity for social interaction and moderate discipling.
Similar to small groups with greater variety of social interaction, and
somewhat smaller opportunity for pastoral care and accountability.
Some mid-sized groups break down into smaller units for prayer, more
intense sharing and accountability.
Such groups may be the best way to assimilate newcomers. It gives them an
opportunity to form relationships in an atmosphere that is not as intimate as
a small group.
4. Small Groups - 3-15 people
Purpose: Support and growth through fellowship and interaction.
Highly interactive. Great opportunity for sharing and caring.
The leader is more of a facilitator than a teacher. He promotes the group
process.
The leader can provide pastoral care on a level that cannot take place in
larger groups.
Opportunity for people to get to know one another on a deeper level and the
help each other.
Experience of Christian community.
Feedback and Accountability.
Best environment for serious discipleship.
5. Discipling, Mentoring, Spiritual Oversight - One on one, or one with 1-4.
36
Ibid.
48
Discipling: Helping to establish the new convert in the foundations of the

faith and into the basic habits of Christian living.
Mentoring: Helping an established Christian to a place of fruitfulness and
service.
Spiritual Oversight: Overseeing the life and ministry of a fruitful Christian.
Purpose: Deliberate and personal training and oversight.
More intense relationship between mentor and mentorees.
High level of accountability.
Mentor may have a more deliberate program of spiritual and personal
growth.
6. Counseling - Usually one on one, or couple with couple, or possibly a small
group
Purpose: Remedial.
Removing some hindrance to abundant life in Christ.
Generally, needs a skilled helper.
Short-term relationship, which ends when the problem is remedied.
7. Personal Disciplines - By oneself
Purpose: Cultivation of a personal relationship with God.
Where a person learns to hear God for himself, both through the Bible and
through the impressions of the Holy Spirit.
Where a person receives his/her deepest satisfactions.
Works best, at first, when there is some accountability.
Most people need help and oversight in structuring their personal times with
God.
A habit of personal devotions needs to be built and this is sometimes
difficult.
This area must be put in place if a person is to have a sound foundation for
life.
NB: In a well-implemented small groups structure people move from one type of
group to another, both as they grow spiritually and also as their ministry interests
develop. Therefore, it is very important that the group leader knows what kind of
group he/she is leading. The other thing is that it is important for the group to
understand this and to work out a set of guidelines that are consistent with the
type of group they are and their goals. This avoids tension and misunderstandings.
NB: We should remember that not every church will have every one of these
groups. The most important groups are (1) fellowship groups, where people can
begin to experience Christian community, (2) discipleship groups, where people
can be trained in an intense way, and (3) leaders’ communities, where people in
leadership receive on-going support, accountability and further training. Of these,
a typical church will probably have more fellowship groups than any other. This is
really the “backbone group” in a church. It is where people learn to share with one
another and experience community. It is where most people enter the small group’s
structure. This is what leaders are developed.
49
11. Leading Organizational Change

- One should expect resistance with any great change. It shakes the very
foundation of privilege (Lucretia Mott)
- Never give up. Never, never, never, never give up (Winston Churchill).
Change management is the process of continually renewing an organization’s
direction, structure, and capabilities to serve the ever-changing needs of external
and internal customers.
Mastering strategies for managing change is more important. Why?

- The rate of change is greater
- The market place is changing
- Organizational alliance and structures are shifting rapidly
- Everything in the organization are is open to scrutiny
- Basic operating assumptions are questioned
- Traditions are challenged
- The risk of failure is greater than ever before
- The tension within the church is great and needs constant attention
Change management is not about managing change – but to change your
thinking about managing change, to shift your focus from change to the people
facing change. Managing change is managing people. Managing change draws on
our knowledge of human motivation, groups and leadership.
Change strikes at the heart of the three most powerful drives of work behavior
❖ Purpose – people are goal oriented. They are pulled by sense of purpose,
desire and value. If you violate those senses, they will resist that change. If
change is aligned with a person’s sense of purpose, they will engage in a
positive fashion. Develop a “purpose map”. Make them to make dialogue and
give them opportunity to express their fears and hope and allow them to put
their print on the proposed changes.
❖ Identity – people need a sense of personal integrity and consistency over
time. Demand for personal consistency is one of the major forces working
against the implementation and stabilization of the organization change.
When you are facing internal and external pressures for change, first ask
every player and group about “who they are?”, what the core attributes of
their professional identity? Open a dialogue about the impact of change on
identity and means to align the two of the greatest possible degree.
❖ Mastery – Survival depends on one’s ability to manage oneself and the
environment effectively. Change may threaten a person’s sense of mastery
and will be perceived as a threat to survival and a declaration of war. The
skills, abilities, knowledge will be trained and education of professionals
should take notice. Make a dialogue and analyze the skill gaps that will
always be created by the change and move rapidly to create targeted learning
50
opportunities to close them in time to prevent a sense of organizational

helplessness.
Observation About Change
- Change is nonlinear; there is often no clearly defined beginning or end.
- Effective change interweaves multiple improvement efforts.
- Change is to-down and bottom-up.
- Organizational change has an important personal dimension
- Measurement is key to successful and sustainable change
Observation for Leading Change
- Align with the current environment, ensure stability, give members a feeling
of security and at the same time promoting change to prepare for tomorrow’s
environment.
Effective Change Leaders
- They frame the change in terms of results
- They foster and create an atmosphere that enables people to test the new
change
- They lead the change effort with every word and action
- They display a constant dedication to making change a reality.
- They interact with individuals and groups in the organization to explain who,
what, when, where, why and how of the change.
The Change Cycle
Every change initiative in an organization sets in motion a cycle of resisting
change, recognizing the need for change, agreement as to the type of change
required and finally development of implementation strategies.
The Change Management Cycle
Change is a cyclical process. Have eyes on balancing on order and chaos. Phases”
- Understand the current situation
- Determine the desired state and develop a change plan
- Enlist others and develop a critical mass and
- Trak and stabilize results
Involve people in TRYing Change
Use he TRY model of change by involving many people. Expose individuals for
change and see the response in “yes”, “may be” and “No” in an organizational
change.
People have four levels of “change Levers” that could block or support one’s
adjustment to external change.
- Beliefs – what I think is true
- Values – What I think is good
- Behaviors – How I do things
- Skills – My talent and abilities
Each of the levers reacts differently to change at three level:
- Personal
- Professional
- Organizational.
51
Conclusion
- Change management is the process of continually renewing the
organization’s directions, structures, and capabilities to serve the ever-
changing needs of the market, customer and employees.
- Organization must prepare everyone for frequent change to ensure long-term
growth and stability. They must provide clear change targets and goals, and
a culture that supports personal and shared coping with change and the
reaction it creates.
Church Organization as a Business
Many of us have business to administer and it involves seeing to it so that the
business runs smoothly. The plans and budgets are made and the work gets
assigned and the people do their work appropriately and are held accountable for
it. This is a noble calling and good business leaders are worthy people.
What are the areas which call for planning37? In administrative language it is good
to identify the areas of church’s total design. The basic operations and the advance
operations are the areas for planning.
Basic operations are the core continuing, essential activity in ministry which a
church allocates a major share of its resources. They are routine activities that
occur weekly – “church package”. Basics are basic for church survival.
Advanced operations are operations that meet the needs in ways not generally
taken care of directly in the planning for basics. Some of the needs might be to
establish mission centers, new churches and extension ministries to individuals or
groups with special needs.
Who is in or on developing a church ministries plan? How do you develop a plan in
past?
However, business is not the same as leadership. Leadership involves envisioning
on organization and setting a personal, visible example of what business is striving
to be. Inspiring and mentoring others in the values and skills of the business
embraces. Business movement requires leaders to lead them. Leaders may be
worthy helpers in the business movements but true leaders must lead the way.
Getting training to do business:
- Mathew 28:19-20 Mathew 10:7-8
- Mathew5:13-16 1 Peter 2:9
Business is mostly about reproduction38. If you have given much attention about
your church and others most of the successful ones are business ones. Few people
step in to leadership role because of their organizations. Their experiences and
crisis in their organization makes them to put themselves in leadership role. If you
understand and recognize the incredible impact of an organization they you will
see the impact of a good and poor leaders on the organizations. If a company has
strong leaders then you will see they are reproducing themselves.
37
Tidwell, Charles A. Creative church Administration. Nashville: Abingdon Press; 1975 page 123.
38
Max well, John C. The 21 Irrefutable laws of Leadership. Mumbai: Magna publishing co. Ltd; 1999.
52
In h his teaching, Jesus prepared leaders for the future in Mathew 10:16-33.
Jesus sends out his disciples for services but by reminding them about his
intention to reproduce his leadership in among them. As he prepared them he
gives instruction on what it will be:
1. He challenges them to be wise but innocent v.16
2. He warns them about hardships in their leadership v.17&18
3. He instructs them on how to handle hardships v19 & 20
4. He predicts their personal anguish v.21&22
5. He gives them hope and assurance of ultimate victory v.23
It takes a leader to rise up a leader. Leaders that you have met emerged as a leader
because of the impact mad on them by established leaders who mentored them.
That is reproduction.
The reason to do was seen in his life from the beginning of his ministry in Mathew
4:12-25. He preached and then passed to call others to join him and began
developing them in to the future of leadership for the church.
It is good to put qualification39 here:
L –oyal – to other leaders, his group, and his/her spiritual oversight.
E – ager – to help others succeed in life and ministry
A – ttitude – being teachable, positive and supportive
D – evoted – to Christ, to other leaders, to ministry
E – ncouraging – by believing in people and their goals
R – eal – y being willing to be vulnerable and authentic.
S – ubmitted – by being willing to submit to his/her coach and other leadership
players.
The above business was dealt with the spiritual perspective but the reality is
business needs PLANNING40.
A. Strategic planning – Here we begin with new idea and become objective – to
do. An idea is not an objective till we start to act. Many people have idea but
it never come to be an objective because of practical end. At the same time
objectives develops ideas.
B. Logistic planning – what resources it requires? We do logistic planning by
1. By considering the asset – add assets –human, money, material and
decide what to accomplish with the assets at hand. We are dependent on
assets.
2. By considering the objective – “what must we accomplish?” What
resources we will need to reach the objectives? Calculate resources.
39
Klaus, Ronald L. Small group leadership in Disciple-making churches. Indiana: unpublished, 2006.
40
Wiwacharuck, Peter. Building Effective Leadership. Canada: Christian Leadership Development and Church growth,
1973.
53
NB: in logistic planning we may begin with either the resources and develop our
objectives from our capabilities or we can begin with a positive objective and
calculate our need. In Christian work we use both methods.
C. Mobilization planning – “what do we have when all these components are in
hand?” “The potential Force.”
Ideas + people + things + time + faith = Potential Force.
Potential force is the raw material which can be converted into other forms of
energy.
10 80% 10%
Active Force Potential Force Dead Force
Why the church accomplishing small thing in spite of great potential? The church
ministers are mobilizing the active force to have small effects in different aspect of
their ministry.
The potential force must be activated before we can do job. How can it be done?
In chemistry potential forces can be converted into active force by adding catalysts.
The factor that is added to the potential force has the ability to activate and release
the energy stored with in it.
Ideas + people + things + time + faith + leadership = Active Force
Leadership is the catalyst in group action. A good catalyst (leader) is the one who
can initiate action when required, controlled and rate of the direction and
terminate it at a will.
Beware of the oppositions forces that come against the potential force.
Balancing people and productivity in your ministry
Ministry and time management has to be managed
Ministry stress and burnouts also other factors
Ministry planning for organic church has to be in perspectives. Planning is

proactive (making things happen) and reactive (waiting for them to happen). The
key challenge in planning for organic church is to maintain the right balance
between acting and reacting or between human effort and divine intervention.
Planning should concentrate on ministry effectiveness which is doing the right
things instead of the right ways. The ministry plan begins by focusing on ministries
54
basic mission – ultimate purpose. For this reason we have to consider the following
combination of spiritual and organizational planning because as we have discussed
churches have spiritual (Godly) and organizational (human) attributes. They
church at once the body of Christ and human institution. Because of this dual
nature the local church requires both spiritual and organizational planning.
Church management becomes a challenge of blending the spiritual with the
organizational.
Spiritual and organizational challenges have to be addressed in different basic
situations.
Spiritual response for a challenge Organizational response for a challenge
Prayer (Contemplation) Planning (anticipation)

Position (Waiting) Programming (Organization)
Proclamation(invitation) Promotion (Motivation)
Provision (Receiving) Performance (Execution)
If you were searching for leader to change the world for the better, what qualities
would you look for? A person who have courage; charisma, intelligent, creativity or
what?
12. CHURCH FIANANCE AND ADMINISTRATION

Wherever we see the Word of God purely preached and listened to, and the
ceremonies administered according to Christ’s institution, it is in no way to be
doubted that a church of God exists. For his promise cannot fail: “Wherever two or
three are gathered in my name, there I am in the midst of them” (Matthew 18: 20).
… If the ministry has the Word and honors it, if it has the administration of the
services, it deserves without doubt to be held and considered a church.41
Both leadership and management are required in an effective church. Long range
big- picture thinking is needed as well as day-to-day administration. The naming of
seminary courses for pastors has reflected a migration of emphasis from Church
Administration and later Church Management” courses to the more recent “Church
Leadership” courses. However, a minister who is expert at strategic planning and
inept at budgeting will probably be a short-term leader at a church. Church
leaders should be skilled at both leading and managing.42
Some churches have chosen to divide the two kinds of work between the paid staff
and laity—with the minister being responsible for leadership tasks and the laity for
the management ones. This division of labor sometimes happens among the paid
professionals, with the senior pastor serving as leader and the staff as managers,
41
Alister E Mcgrath, Historical Theology: An Introduction to the History of Christian Thought, 2nd ed. (Oxford: Blackwell
Publishers, 2013), Page 247.
42
Sharon Drury, Handbook of Leadership Theory for Church Leaders, Leadership (Regent University, 2003), Page 65.
55
administering the church to accomplish the senior pastors’ long-range objectives.

However, in most churches the minister must be both a leader and a manager.
Administration in the Old Testament has double standard.
The double administration in Israel was expressed in 2 Chronicles 19:11: “Amariah

the chief priest will be over you in any matter concerning the Lord, and Zebadiah
son of Ishmael, the leader of the tribe of Judah, will be over you in any matter
concerning the king.” There were separate secular and spiritual jurisdictions (2
Chronicles 19:8). it differentiates itself from its environment and among others by
according to the will of God that does not call for a king, thereby evidentially
indicating that the state can also be ruled without a king exercising power and the
head of state, who even later was the king, was not the high priest. The king did
not even have power of clearance over the priest and had to put up with the
critique of the priests and prophets.43
The existence of two types of taxes, namely the tax for God (the “tithe”) and the tax
for the king (“tribute,” “tax”). Jesus assumes this system of separation, although in
the meantime the authorities had long since been a foreign power and not the king
of Israel. “Give back to Caesar what is Caesar’s, and to God what is God’s”
(Matthew 22:21; comp Proverbs 24:21; 1 Peter 2:17).
For the administration reason the following offices are included in Church finance
and Administration:
1. Personnel – employment contract, personal records, consultants, pay
accounts
2. Communication – channels of communication – verbal, written,
3. Secretarial services – written communication, telephone answering
4. Filing system – provide secure storage, produce and locate information
5. Special office system –copy, duplicate, print and draft etc.
6. Financial responsibilities
a. Planning -
b. Budgeting – coordinate budget from all department and present overall
picture
c. Accounting – keeping a record of money that comes and how it is spent.
d. Banking of Church funds- if Bank is available
e. Keeping financial records – financial records have to be annually audited.
f. Evaluation -
7. General Reporting – General/regular and special reports as their importance
need and authority should state what is required.
8. Delegation – for specific tasks – for which they will be responsible
9. Conflict management Team - senior pastors understand how their conflict
management styles and servant leadership behaviors may relate to the
43
Thomas Schirrmacher, Leadership and Ethical Responsibility: The Three Aspects of Every Decision (New York: The WEA
Global Issues Series Volume 13, 2013), Page 76.
56
organizational servant leadership tendencies in their churches so that they

may improve the congregational health and effectiveness of their churches.44
Study the organizational chart of your congregation.45 Does it clearly indicate who
is responsible for what and whom volunteers can go to for support? Compare it to
the following simple chart:
Ministry Team
Worship Fellowship Nurture Ministry Mission Administration
Leaders Small groups Sunday school Visitation Oversee Facilities
Preachers Senior Adult school Care team National Church
fellowship building/Yard
Music Retreat Youth Well coming Local Web of people
Prayer Visit library Mentoring Relief Finance
Discussion question: Can you explain your church polity?
There are men appointed by the church to take care of practical ministries such as
finance, building and grounds maintenance, etc. 1 Tim. 3:8-13 gives the necessary
qualifications for the office of deacon: ‘deacons must be…’. In Acts 6:1-6 deacons were
basically doing work, for the Greek word for deacon is used three times. They were looking
after the financial arrangements for the widows. Thus, deacons have a delegated
responsibility to relieve the spiritual leaders of a church of some of the more practical sides
of Church government, so that the spiritual leaders of the church are free to devote
themselves to the spiritual needs of the flock (Acts 6:1-4). The Deacons are obviously
UNDER the authority of the Elders. That is why the Elders are also called OVERSEERS -
they oversee and have ultimate responsibility for all the affairs of the church.46
God bless you. Have a Wonderful Course. January, 2021
44
Raymond Iao-Man Chu, “Conflict Management Styles of Pastors and Organizational Servant Leadership: A Descriptive
Study.,” Dissertation Abstracts International Section A: Humanities and Social Sciences, 2011.
45
Palmer Becker, “Leader’s Guide:Begin Anew,” n.d., 65, [www.commonword.ca/go/1176].
46
Henry Lepke, “Biblical Pattern for Spiritual Leadership,” no. C (n.d.): Page ,2, www.heartbeatpresentations.org 1.
57
58

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January/2021 Church Leadership and Administration

Meserete Kristos Seminary

Church Leadership and Administration at Meserete Kristos Seminary

The Leader's Vision

The Drive to See It Through

Trait and Skills a Leader Must Have

Leadership is a complex phenomenon—it has multiple causes, effects, angles for

2. If that is so what is leadership?4,5

Paradigm – leadership seems to be defined differently by scholars.

Perspectives – Philosophy, management, sociology, economics, psychology and

Core problem – what is expected to be solution in the time of crisis.

Traditional leadership focuses – attributes and personal qualities of a leader. It

Modern leadership paradigm – transformational leadership. Authentic leadership –

It leads to have New General Leadership Theory – New Leadership Paradigm.

Leadership is a process – attempt to explain the phenomenon in a socio-

Leadership is defined as “a process where by an individual influences a group or

Leadership is the “ability of an individual to influence, motivate and enable others to

Leader is the “one person getting other people to do something”.

2.1. Development of Leadership Studies

- Philosophy/Theology a way of life

- Forms of living: Contemplative/Active life

Leadership is all about leader and follower – peer, supervisors, work

Fresh methodology to understand leadership – leaders and followers construct

- Early Academy of Greek

These are the primary element of power, Charisma, Semi-divine abilities in

Who demands obedience?

Traditional Thinking assumes – God, Kings?

If that is so, do we have to take power as an imperative of leadership? Is leadership

What is good leadership?

2.2. Ethical Leadership

Definition of Ethical Leadership

“The demonstration of normatively appropriate conduct through personal actions and

Ethical behavior of a leader increases the organizations profitability. Unethical

2.3. Becoming an Ethical Leader

Character is the foundation for ethical leadership behavior by including

3.1. The Early Major Leadership Theories

3.1.1. "Great Man" Theories

3.1.2. Trait Theories

3.1.3. Contingency Theories

Contingency theories of leadership focus on particular variables related to the

3.1.4. Situational Theories

3.1.5. Behavioral Theories

3.1.6. Participative Theories

3.1.7. Management Theories

Management theories, also known as transactional theories, focus on the role of

3.1.8. Relationship Theories

Relationship theories, also known as transformational theories, focus upon the

Early Studies focus on Jesus Later Studies focus on

- Honesty and integrity

• Contingency theories – no one leadership suits all situations.

Working knowledge – is needed to be successful.

Great challenge to leadership – balances the interest of those you lead.

3.2. The Modern Major 10 Leadership Theories

3.2.4. Fiedler’s Contingency Model – 1960’s – is an interesting look at leadership

3.2.6. Hersey-Blanchard Situational Leadership Theory – leaders should vary their

Level 1 – least experienced workers,

3.2.7. Tannenbaum-Schmidt Leadership Continuum

A continuum makes a lot of sense by covering wide range of actual leadership