amanuel1.ppt
- 2. GOALS 1. To call into fellowship and mutual spiritual enrichment the church leadership. 2. To create a better awareness of the role of the church leaders in such a way as to energize and enhance the work of the present leadership. 3. To provide an awareness of church programs designed to meet the needs of all kinds of members (age, gender, sex, interest). 4. To provide an opportunity for social interchange between members of the Body of Christ. 5. To arrive at some understanding of where our church stands in relation to it’s mission.
- 3. OBJECTIVE To develop better leaders for our local church by providing this training session for learning that each person will understand his/her role in the leadership process of our church.
- 4. STATEMENT OF PURPOSE “Know Ye not that I must be about my Father’s Business…” (Luke 2:49b) This Workshop is designed to be a reflection, discussion, study and fellowship session for church leaders and members. Our coming together is intended to promote a closer relationship between the precious women and men who provide guidance and direction for the Body of Christ. We also plan to continue prayerful and careful consideration of where we are going as a Church Family desirous of truly being “about my Father’s business”. Improved planning and implementation, better communication and coordination, more vision and creativity rooted in the power and presence of the Holy Spirit—these are our aims. Once again, with this effort, we continue the process of sailing our great “Old Ship of Zion” further in the waters of the 21st century.
- 5. KEYS TO A SUCCESSFUL CHURCH 1. Program: A particular agenda by which the church attempts to carry out her mission, goals, and objectives. 2. Organization: An intentional framework designed to accomplish or achieve the basic goals, objectives, or mission of the church. 3. Morale: An enthusiastic spirit of excitement about meeting or achieving the goals and objectives of the church’s program. 4. Leadership: An appointed or elected body or group designated to carry out the purpose and will of the church’s program. In other words, persons who serve to lead the church into action.
- 6. DEFINITION OF LEADERSHIP 1. Ordway Tead says that “leadership is the activity of influencing people to co-operate toward some goal which they come to find is desirable”. 2. Christian Theology: “The noble art of cooperatively planning and in collaboration achieving the goals God has set for human beings in the life and teachings of Jesus Christ. 3. In essence, a leader is a Christ-like personality, who through wisdom, self-sacrifice and labor cooperates with others in finding and doing the will of God.
- 7. A questionnaire used some years ago had a question which asked pastors “to write a brief definition of leadership without consulting books or other persons”. Some of the responses were as follows: 1. One with proper training in certain fields, who knows the problems- and has ability to solve it.and one who has ability to lead others. 2. Leadership is to know what needs to be done, know how to do it, and then to get others to follow. 3. Leadership is taking the responsibility in a group activity and leading other in the doing of that activity. 4. The ability needed to direct a group or persons toward a set goal. 5. Leadership is the art of carrying out on your own an assignment involving other people – the capacity to improvise when needed and to command when necessary.
- 8. WHAT IS YOUR DEFINITION OF LEADERSHIP? ______________________________________________ ______________________________________________ ______________________________________________ ______________________________________________
- 9. In almost every one of the definitions written by the pastors surveyed, three elements came to the fore: 1.Leadership is an ability. 2.Leadership involves working with other people. 3.Leadership involves progressing toward some kind of a goal.
- 10. HUMAN RELATIONS IN CHRISTIAN LEADERSHIP We should understand that the greatest problem in church leadership is getting along with people. Most of the problems in human relations stem from misunderstanding or misjudging of the other person. A decrease of such misunderstanding lies at the root of successful human relations.
- 11. SUGGESTIONS FOR SUCCESSFUL HUMAN RELATIONS 1. Attempt to be broad-minded 2. Try to familiarize oneself with persons as individuals 3. Try to view the person in the singular rather than the plural 4. Observe the person in varying situations 5. Take time to “read between the lines” 6. Understand the psychological factors that motivate behavior 7. Strive to avoid the unpleasant traits of one’s own personality. a. Selfishness b. Sarcasm c. Defensiveness d. Self-Pity e. Moodiness
- 12. BE ALBE TO PAY THE PRICE OF LEADERSHIP The price of leadership is not a small one; it includes faithfulness and self-denial. WORKING WITH PEOPLE IN GROUPS A proper participatory view of leadership involves a maximum amount of group activity. Two factors are necessary in light of this demand. 1. The present and continuing leadership of the church must understand how groups operate, and be able to work with people in groups. 2. The selection and training of future leaders should be geared toward the mechanics and dynamics of group operation.
- 13. COMPARISON HEALTHY A group is healthy when: 1. All the members speak up about what they think. 2. Decisions are worked through until a general consensus of agreement is reached. 3. Well-informed members contribute ideas in the area of their competence. 4. A member’s value is judged by the merit of his/her idea. 5. The whole group handles questions that concern the whole group. 6. Major issues get major time. SICK A group is sick when: 1.A few members do all the talking. 2. Most members mumble assent. 3. Competent people sit silently by. 4. New people with good ideas are not listened to. 5. Decision-making is quickly referred to committees. 6. Minor issues consume the major time.
- 14. COMPARISON Healthy (cont’d) 7.Major issues evoke mature approaches to change and “working through”. 8.Minor issues are settled with the attention they deserve. 9.Decisions reached by thorough participation are final and satisfactory. 10. Members really understand one another’s ideas, plans, and proposals. 11. Members objectively center interest on goals and tasks. Sick (cont’d) 7.Minor and simple issues make people steamed and boil. 8. Major issues are passed over. 9.The same subjects, supposedly settled, keep coming up again. 10. Quick judgments are passed on issues people do not understand. 11. Members subjectively talk about people in scapegoating fashion.
- 15. Healthy (cont’d) 12. The group carries forward in the performance of tasks and the achievement of goals. 13. The group works goal-wise toward change. 14. Rewards and criticism are shared. 15. Initiative and responsibility are encouraged by growth in a sense of personal confidence, competence and worth. 16. Search for help from all sources is continuous. 17. Information is fed back into the group. 18. The worth of persons is respected. 19. Experience is considered the occasion for growth in love and responsibility. 20. Action is God-related. Sick (cont’d) 12. The group accomplishes little in absence of the chairperson. (Pastor) 13. The group is afraid to change, 14. Rewards and criticism are concentrated in a few. 15. Initiative and responsibility are stifled by dependence. 16. No resources outside the group are drawn upon. 17. Little is told to the group. 18. The person is squelched in his/her expression and stunted in his/her growth. 19. Action lacks altitude and depth, remaining on the horizontal plane without vertical relationships to God. 20. Action is self-centered. COMPARISON
- 16. AN OUTLINE OF GROUP DECISION PROCEDURES 1. Seeing what the problem is a. What is the situation? (What, Who, Why?) b. What factors in the situation are important and must be taken into account? c. What are the specific questions to be decided. 2. Considering possible alternatives a. Examination of possibilities: 1. What are the alternatives? 2. What are the grounds for agreement? 3. What are the grounds of disagreement? b. Exploration of differences as to facts and points of view: 1. What additional information is needed? How can it be secured? 2. Can the differing points of view be talked out?
- 17. AN OUTLINE OF GROUP DECISION PROCEDURES 3. Reaching a conclusion a. What decisions will best take into account the relevant factors, the purpose and desires of the group the various points of view? b. What are the reasons for this decision? 4. Moving toward action a. What are the ways and means of putting the decision into effect? b. What are the next steps? Whose responsibility? (What, When, How?)
- 18. STEPS TOWARD MOTIVATION 1. Motivation depends upon information: The needs are made known, the objectives are clarified openly, and the program proceeds on the assumption that an informed people will respond intelligently. 2. Motivation is involved with the changing of group attitudes: Attitude changes increase with a decrease in ego involvement of group members. In other words, as one becomes less self-centered, he/she becomes more motivated toward participation in group activities and, therefore, toward satisfactory achievement. a. Understanding one’s motivation helps one to understand other people. “Doing unto others” but by reducing blocks which prevent one from listening to, and thus understanding the other person. b. Motivation, like growth, is inherent within people. Hence, the task to the leader is not so much that of “motivating others” as it is lf “unleashing” and helping to harness the motivation that is already there. c. We all respond to a situation as we see it. Thus, one way to influence another person’s behavior is to help him/her get a more accurate view of what is reality. (This also applies to our own behavior!) “These are great days to carry the banner of Jesus Christ. The light shines brightest where the darkness is deepest, and the salt is most pungent where the danger of rottenness is greatest. We have the promise that the gates of hell shall not prevail against the cause which we seek to forward.”
- 19. Perhaps the words of Charles Wesley’s hymn were never more relevant for the church’s leadership than they are now: A charge to keep I have, A God to glorify; A never-dying soul to save And fit it for the sky. To serve the present age, My calling to fulfill; O may it all my powers engage To do my Master’s will! Arm me with jealous care, As in Thy sight to live; And O Thy servant, Lord, prepare A strict account to give!
- 20. WHAT IS LEADERSHIP? When God creates a leader, He gives him/her the capacity to make things happen. 1. LEADERSHIP is a quality; - management is a science and an art 2. LEADERSHIP provides vision; -management supplies realistic perspectives 3. LEADERSHIP deals with concepts; -management relates to functions 4. LEADERSHIP exercises faith; -management has to do with fact. 5. LEADERSHIP seeks for effectiveness; -management strives for efficiency 6. LEADERSHIP is an influences for good among potential resources; -management is coordination of available resources organized for maximum accomplishment. 7. LEADERSHIP provides direction; -management is concerned about control. 8. LEADERSHIP strives on finding opportunity; -management succeeds on accomplishment.
- 21. NATURAL Self-Confident Knows Men/Women Makes own decisions Ambitious Originates Own Methods Enjoys commanding others Motivated by personal considerations Independent DISSIMILARITIES BETWEEN NATURAL AND SPIRITUAL LEADERSHIP SPIRITUAL Confident in God Also knows God Seeks to know God’s will Self-effacing Finds and follows God’s methods Delights to obey God Motivated by love for God and Humankind God-Dependent
- 22. Leadership begins with the desire to achieve, the desire to raise the standard, the desire to attain goals. To ACHIEVE, the leader must set goals To SET GOALS, the leader must make decisions To REACH GOALS, the leader must plan To PLAN, the leader must analyze To ANALYZE, the leader must implement To IMPLEMENT, the leader must organize To ORGANIZE, the leader must delegate To DELEGATE, the leader must administrate To ADMINISTRATE, the leader must communicate To COMMUNICATE, the leader must motivate To MOTIVATE, the leader must share To SHARE, the leader must care To CARE, the leader must believe To BELIEVE, the leader must set goals that inspire belief and the desire to achieve; Thus, the “process of leadership” begins and ends with goals!