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Unit IV.  Conduct:  Three Interactive Leadership Models

This unit examines three proven contemporary models of leadership, complementary and interactive in the practice of servant leadership. “Conduct,” expressed in styles and models, becomes two sides of the same coin:

  • Style refers to the pattern of behavior and manner of life customary in a leader’s performance of functions and tasks in changing situations.
  • Model refers to a consistent shape, pattern, and process in the practice of a leader’s influencing the achievement of organizational mission and goals.
    • Model #1: Mission/Vision-Centered Leadership usually is highly participative and includes elements of other models-prophetic, charismatic, and transformational; it works with congregational issues and its suborganizations.
    • Model #2: Coaching/Team Leadership usually ranges from directive to participative styles; it expresses pastoral, equipping, “frontline” and educational models. The coaching works naturally toward the other two.
    • Model #3: Management/Administrative Leadership is often directive in seeking to be efficient and high-task performance; it works through structures, policies, programs, people, and other resources. (Note)

 

Model #1 Mission/Vision-Centered Leadership

Source: This model is abstracted from SkillTrack Vol. #2 – “Mission-Centered Leadership: Translating Vision Into Reality” by James D. Williams and Lloyd Elder, published by the Moench Center for Church Leadership, Belmont University, 1999, 2004.

Summary: Model Objective and Content: The mission-centered leadership model is a significant expression of CLGrid (8,8) –Transformative Style — and of the highest levels of congregational servant leadership (Matt. 16:17-18). Mission-centered leadership is the capacity to lead the congregation:

  • to establish a kingdom-size mission as its true center;
  • to assess its actual situation, opportunities, and challenges;
  • to cast vision, objectives, and goals toward the future; and
  • to empower the members to translate vision into reality.
  1. Warren Bennis–“Leadership is the capacity to translate vision into reality.”
  2. Max De Pree–“Every organization, in order to be healthy, to have renewal processes, to survive, has to be in touch with reality. I happen to believe that the first duty of a leader is to define reality.”
  3. Stephen R. Covey–“A mission statement that results from broad-based involvement and that is based on principles [is like] a compass needed in the hands of every associate.”
  4. What is at the center of your church? That is the impelling question. When kingdom mission starts and stays at the core, servant leadership impacts every other alternative.

 

1. A Mission-Centered Planning Model
A mission-centered model of planning moves the church from vision to reality (see next graphic).
Mission Statement – used synonymously with purpose, describes what the church was designed to do; it describes why the church exists through the ages.
  • Vision Statement – states what the church will do about its mission in space and time, usually representing the dream and prophetic voice of church leadership interacting with the congregation.
  • Situation – assessing the factors that characterize the environment of the church and its community, including external information (demographics and changing social structures of the community) and internal information (statistical data, profile information on membership); also identifying the values and aspirations of the congregation, accurate future forecasting, and planning assumptions.
  • Direction/Action – objectives, goals, and strategies flowing out of the mission/vision. Objectives are broad outcome statements that identify priorities and directions for an organization. Goals are more specific, precise, measurable statements of intention. Strategies describe the most effective action steps to achieving goals.
  • Implementation – the process of putting action plans into place, describing in specific terms what we plan to do, when, who will have responsibility for it, and what resources (fiscal and human) are necessary to carry it through to successful completion. The steps for implementation have to do with strategizing, scheduling, recruiting and assigning, resourcing, and monitoring.
  • Results/Reality – Mission-centered leadership seeks real results, not merely activities. All good planning seeks to evaluate outcomes, or “how well we have done.”

2. Mission: Purposes of the Church
  • To Worship – A host of passages makes it clear that the wellspring of the church is worship (Eph. 3:21).
  • To Fellowship – The NT word koinonia implies that “all” the saints are bound together by the Spirit in love and unity with one another. Eph. 3:18 provides a wonderful contextual phrase . . . “with all the saints.”
  • To Disciple (Educate) – This cardinal purpose of the church emerges directly from the Great Commission (Matt. 28:1920).
  • To Minister – Unless the church cares actively and deeply for people–all people–it cannot be effective in witnessing to the power of Christ’s redeeming love.
  • To Evangelize (missionize) – At the heart of the Great Commission, is the imperative of proclaiming the gospel of Jesus Christ (Matt. 28:18-20). There is no boundary that Jesus does not cross, nor want His followers to penetrate.
3. Developing a Mission Statement

The mission of the church is the living out of its nature; it is doing what Christ would do if He were here in the flesh. When members have reached consensus on what God wants them to do, then everyone can begin to say, “This is my church and this is my contribution to its mission.” Six steps lead the church to develop, redefine, or renew its mission statement:

  • Search the Scriptures – begin with biblical guidance.
  • Ask and answer key mission questions of the church.
  • Collect and tabulate responses from members.
  • Write a single-sentence mission statement; a concise yet comprehensive statement that raises the following questions: Is it biblical? Is it specific? Is it memorable? Is it measurable?
  • Push the mission statement into your future; it may emerge as your church vision.
  • Adopt, communicate, and celebrate your church’s mission statement. Let it become a watchword and a commitment for the whole church.
4. Casting and Communicating Vision

Mission-centered leadership develops and communicates a motivating, energizing vision. Guidelines include:

  •  Bathe in prayer:  “What is God’s vision for us?”
  • Create a vision, put it into clear words.
  • Communicate that vision to others (small and large groups).
  • Remember that vision always involves a participating team.
  • Captivate others by using metaphors, parables and pictures.
  • Build support for the vision; repeat the vision over and over.
  • Coach others to create commitment to the vision.
  • Use emotionally charged words to elicit excitement.
  • Secure both organizational and personal acceptance.
  • Keep clear the mission and vision.
5.  Assessing the Congregation’s Situation, leaders know or want to know answers to key questions:
  • How is God at work in us now; wants us to do?
  • Where has the congregation been; is headed?
  • What are the memorable stories from the church’s history?
  • What has been accomplished; in ministry areas?
  • What are the congregation’s values; its culture?
  • What part of the community is the church reaching or not?
  • What are the environmental factors that the church faces?
  • What are the demographic, economic, political, legal, and ethical forces at work in the church community?
  • What steps should the church take to serve the community?
  • What is necessary to create a “community of commitment” that will live out its core values, dreams, and goals?
6.  Direction:  Action Planning

Objectives should be written for each of the five church functions, answering six strategic questions:

  • Why? – How does this proposed ministry/action plan advance the congregation toward its mission/vision?
  • Who? – What publics/groups within the church and community will be involved and impacted by the ministry action plan?
  • What? – What measurable, beneficial impact will the ministry/action plan have on the church, community, world?
  • When? – When–time urgency–is the implementation of the ministry/action plan, and what is its degree of risk?
  • Where? – Where should this ministry action plan be implemented?
  • How? – What skilled leadership will be required and how much will it cost to train and deploy them?
7. Implementing the Vision Toward Reality

Keeping the mission/vision clearly in mind, a good implementation plan includes:

  • Strategizing – “What actions will we take?”
  • Scheduling – “When will each activity take place?”
  • Recruiting and Assigning – “Who is responsible to see that it takes place?”
  • Resourcing – “What are the equipment, space, money, and worker needs to carry out the activity?”
  • Monitoring – “How will we check up to be sure the plan is functioning properly, with results, and on time?”
8. Establishing a Sound Financial System

Visionary plans cannot be implemented without funding. “Can we afford it?” “How can we afford it?” “Can we afford not to do it?” Steps: 1) promotes biblical stewardship; 2) establishes ministry priorities; 3) budgets and spends wisely; 4) practices controls; 5) chooses capable financial leaders.

9. Providing Adequate Facilities

A mission-centered church seeks to provide adequate space and facilities for new and expanded ministries. Space should be planned, affordable, balanced, and used efficiently.

Conclusion: Measuring Results Against Plans

Evaluation is the “reality check,” measuring performance against plans, seeking not merely activity but “real results”– such measuring is a dynamic process guided by knowledgeable people, with proper standards. Evaluation helps move the church from survival, to success, to significance. That’s “translating vision into reality.”

Model #2 Coaching/Team Leadership

Source: This model is abstracted from SkillTrack Vol. #3 – “Coaching Leadership: Building a Winning Ministry Team” by James D. Williams and Lloyd Elder, published by the Moench Center for Church Leadership, Belmont University, 1999, 2004.

Summary: Coaching Leadership presents and explores the fundamentals, steps, and skills applied to the practices and tasks of a winning ministry team in kingdom service.

  • Ministry team: a company of Christ’s followers mutually committed (1 Cor. 3:9)
    • to Christ as sovereign Lord and Head of the church,
    • to the church as the servant people of God,
    • to each other, having knowledge and skills and,
    • to collaboration in achieving mutual kingdom goals.
  • Team leadership: Effective team leaders step outside their comfort zones and practices (see Daft, pp. 363-366),l
    • learning to relax and admit their ignorance; take care of team members, communicate–pay attention to people, learn to truly share power, information, and responsibility;
    • recognizing the importance of shared purpose and values.
    • relying on interdependent skills and practices.
  • The coaching approach: 
    • “will guide you in making the most of each employee’s special talents and harness your group’s combined energy to create a results-focused team” (see Holliday, p. xii). 
    • “with this role you support and affirm, motivate and encourage, inspire and get buy-in. A coach requires trust and that comes about through involvement, communication and clarity of goals.” (Holliday, p. 123)

“[Masterful coaching] involves challenging and supporting people in achieving higher levels of performance while allowing them to bring out the best in themselves and those around them. . . . [it] is a journey, not just a destination.” (See Hargrove, p. 15)

Coaching Step #1: Pay Attention to Fundamentals

What are the fundamentals of coaching a ministry team, the practices of Jesus as a player/coach, and your own performance as a coaching leader?

  1. Coaching leadership is an expression of the equipping ministry of Ephasians 4:7-12. Each believer is gifted as Christ has apportioned, and there is a diversity of gifts in the body of Christ-His ministry team. The twofold purpose of gifts and gifted leaders is to equip the saints for the work of ministry. (Eph. 4:12)

Jesus as a player/coach is the pattern for those who would lead like Jesus, including: • learned from others (Luke 2:46); • determined His mission (Mt. 4:18-22); • recruited His team and delegated (Mk. 3:14-15); • instilled teamwork (Mk. 10:42-43); • invited others to learn (Mt. 11:28-30); • trusted His mission to others (Mt. 28:19-20); • coached His followers in tough assignments (Mk. 9:113); • promised ultimate victory (Rev. 11:15).

Coaching Step #2: Build a Team Spirit
  1. The church as a “kingdom team” is reflected in the church as a “company”–Acts 4:32. Other biblical metaphors complete the concept: body of Christ, household of faith, royal priesthood, holy nation, fellow citizens, people of the way.
  2.  The church as “team,” or community, implies purpose, commitment, encouragement, diversity, partnership, and cooperation.
  3. Stages in developing a ministry team as a community of commitment include eight levels and processes: (Note)
    1. Forming–a collection of individuals beginning the process of transition toward members of a group.
    2. Storming–group members relying on their own ideas and resources and competing with one another as a normal process toward becoming a group.
    3. Conforming–some members become compliant, either to an authority or position, or to the group as a whole.
    4. De-forming–the group refuses to work as a team, or becomes dysfunctional, continuing in disunity and conflict.
    5. Informing–team members begin to open up in communication, talking and listening, moving toward one another.
    6. Norming–mutual acceptance of each other as team members, developing a sense of common spirit, goal, and rules.
    7. Performing–team members collaborate to focus on diverse contribution, analysis, options, decisions, actions, and results.
    8. Re-forming (*adjourning)–when the team’s function is completed there is adjournment and separation; or, transition around a restated vision.
  4.  Building team commitment includes: using the process above with understanding, acceptance, empowerment, and a calm, purposeful presence.
Coaching Step #3: Put Your Team Together
  1. Coaches accept the challenge of dealing with people. Though Jesus is our perfect leader, as followers we are imperfect. As such, we need to be devoted to Him and His example, to one another in fellowship, and to the church as a human workshop.
  2. Ministry coaches recruit volunteers and other coworkers to pursue the congregation’s mission, vision, goals, strategies, and action plans. The coach works with team members to:
    1. Maintain accurate membership records and profiles.
    2. Describe the task of each position or team member.
    3. Consult with persons who work with adults, retirees, youth, students, military, etc.–for potential workers.
    4. Observe those who demonstrate loyalty, spiritual earnestness, desire for service, and preparedness.
    5. Create and expand “internships” or mentoring relationships.
  3. Recruitment and delegation are key functions for coaching as empowerment (Note). Given the difference in coaching/ministry situations, empowering leadership may take any one of the four “power points” from directive to democratic; such as:

  • from a new, untrained volunteer or staff member to a seasoned, proven one; • from a volunteer in a new position to one in an ongoing assignment; • from a new position or process to an established way of doing things; • from an emergency situation to a stable working environment.

Proven practices of delegation:

  • Develop mutual understanding about delegated objectives and tasks and why these are important to the mission.
  • Establish completion dates, resources.
  • Let team members do their own thinking; but establish limits.
  • When possible, delegate a whole task–not just part of it.
  • Delegate for personal growth: to those who need experiences or to test preparedness and performance.
  • Don’t delegate the same authority to two people, or responsibility without giving necessary authority, or just the “dirty work.”
  • Establish evaluation criteria and hold the team accountable for results; agree on a reporting system.
  • Once the task is delegated, don’t interfere except when correction is necessary. As supervisor, seek to be less controlling and more empowering.

4. Coaches train and develop team members for individual growth, teamwork, and for performance improvement (Note). Approaches to in-service training includes:

  • self-directed/individual study
  • created mentor/intern relationships
  • church worker/leader conferences
  • team-building retreats, gatherings
  • media learning modules
  • taking conferences, computer-assisted instruction
  • telling the stories of the church and teams
  • skill and competence development
Coaching Step #4: Execute the Game Plan
  1. Execution starts with developing a game plan and counting the cost (Luke 14:28-30). Planning consists of stating your mission/vision, asking the right questions, getting the information, and charting a course toward your new future. Planning principles (Note) for coaching leaders includes participative decision-making, calling for the wisdom of the whole team, including challenging assignments for each team member and building clearly on the mission/vision. Such planning includes flexible time frames: daily actions, operational, priority, and strategic.
  2. Strategic execution centers around matching the team’s capability to its opportunity; consider these components:
    1. Communicate the game plan based on a well-defined mission; also, study and prepare for the “opposing force.”
    2. Organize the implementation, and allocate resources.
    3. Make clear team and individual tasks/assignments.
    4. Collaborate as a team–trusting, supporting, empowering
    5. Each team member performs his/her assigned task.
    6. Lead the team into action as a player/coach.
Coaching Step #5: Evaluate Team Performance

Evaluation should seek to answer the question: “To what level did we achieve what we set out to do?” Evaluation seeks not to attribute blame, but to take responsibility, affirm individual and team successes and improve performance.

  • Did we keep the mission in focus and act on it?
  • Did we have necessary resources and use them well?
  • Were we prepared for the task?
  • Where did we succeed? Show acceptable performance? Indicate need for improvement for continued planning?
Coaching Step #6: Celebrate Team Victories
  • Establish the environment of joy and celebration in the congregation, within and among team members.
  • Build celebration into every entity and project. (Matt. 25:23)
  • Affirm individual team members; affirm small team effort.
  • Laugh together–humor is essential in teamwork.
  • Be specific in affirmation–one-minute recognition.
  • A simple thank you–as personal as possible.
  • Encourage one another.
  • Include celebration in worship and “on location.”
  • Plan for recognitions on many scheduled occasions.
Reflection/Application:

Review the six coaching steps. Re-write them in your own words, applying each one to some area of your ministry. (Eph. 3:20)

Model #3: Management/Administrative Leadership

Summary only: see bibliography for additional resources. See Models #1 and #2 for specifics in some of these areas.

The model: As an expression of servant leadership, the primary function of management/administrative leadership is to participate in defining the church’s mission and consistently guide the allocation of its resources toward mission achievement. It is the opportunity to practice the biblical message and its implications relating to people, mission, methods, and resources.

(1) Management/administration starts with theology
  • The church’s form reflects its “theology in practice.” The church is both a spiritual association in covenant with God and with one another, and it is a functional structure and process organized to fulfill its mission.
  • The authority of the church is Jesus Christ; whatever its polity or shape, it must seek the will of Christ and follow the way of Christ; to serve and lead as He did.
  • The mssion of the church is set out in many texts with Matthew 28:19-20 as chief marching orders. The essential functions of the church requiring administrative leadership are often stated as worship, education, fellowship, ministry, evangelism (missions), (see Model #1).
  • Two spiritual gifts specifically related to this model are: “gifts of administration” (1 Cor. 12:28) and “leadership” (Rom. 12:8). Also, the New Testament concept of “stewardship” is what we mean by management/administrative leadership: faithfully managing the possessions and affairs of another for the owner’s purposes (see Luke 16:1-3; 1 Cor. 4:1-2).
(2) Management/administrative leadership concepts:
  • Almost every text on leadership includes management as a major component; and, management texts present leadership as one of its key functions. Key concepts include:
    • simply put, seeks to satisfy people, to perform tasks, and to achieve mission;
    • is about getting things done within a particular organization and situation–“leadership by doing”;
    • uses influence to direct resources, processes, activities, and relationships of the team;
    • includes the planning, organizing, leading, and controlling of human and other resources to achieve congregational mission and goals;
    • explains: “This is what and how we do things around here and how they contribute to our mission–but we’re open to improvements”;
    • requires three skills sets: conceptional–understanding ministry tasks within the big picture, technical–working with available and developing technology, and people-ability to value and work with people to get the job done with and through them;
    • “efficiency” is about managing things, effectiveness is about leading people.
(3) Functions, roles, and skills

Traditionally, there are five basic functions of management, supported by other rolls and skills.

  • Leading–not all leaders are managers, but all effective managers provide leadership, including: a sense of mission, direction, priorities, relationships, example, motivation, and encouragement and systems functions.
  • Planning–the process of discovering the direction, strategies, objectives, goals, priorities, and actions for the organization; includes also time, schedule, financial budgeting, other resources, and project planning.
  • Organizing–involves structuring the units and programs of the organization, establishing the teams and networks, and dividing the work among team members–getting the right people in the right positions.
  • Staffing–applies to both personnel and ministry volunteers, including: recruiting, assigning, developing (training), team building, directing (supervising), motivating (encouraging), evaluating and rewarding, or compensating.
  • Controlling–is about monitoring, comparing and correcting: performance toward priorities, expenditure and income with budget, methods and processes with effectiveness and church policy, and balance between caring for people and achieving mission.
  • Other Roles and Skills-
    • sustaining a stable environment for people and processes.
    • focusing on self-management: time, behavior, and stress.
    • focusing on people, their worth, needs and contribution.
    • focusing on implementation toward results.
    • focusing on support of church ministry/programs.
    • knowledge of the church systems and networks.
    • decision-making–personal and participative.
    • problem-solving and conflict management.
    • facilitating change toward innovation and improvement.
    • communications–interpersona, as a system, and reporting.
    • delegation–sharing decisions, tasks, and authority.
    • networking to add effectiveness and results.
    • evaluating and measuring for improvement, not blame.
    • focusing on people, their worth, needs and contribution.
    • focusing on implementation toward results.
    • focusing on support of church ministry/programs.
    • knowledge of the church systems and networks.
    • decision-making–personal and participative.
    • problem-solving and conflict management.
    • facilitating change toward innovation and improvement.
    • communications–interpersona, as a system, and reporting.
    • delegation–sharing decisions, tasks, and authority.
    • networking to add effectiveness and results.
    • evaluating and measuring for improvement, not blame.
Reflection/Assessment:

Re-read carefully the five major roles in Model #3 and rate your effectiveness (1 Low to 5 High); make notations.

Course Conclusion/Reflection/Application

Keep the end of your journey forever in view:  “I have finished the race [course], I have kept the faith” (2 Tim. 4:7).  From servant leadership (content), to congregational leadership situation (context), to styles and models (conduct): as you chart your course, keep your focus on leading in order to achieve kingdom mission and goals.  Write up your own “trip-tic” mile ports in your journey toward servant leadership.

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