Response to “NP1 – Post Leader”
See the original post here!
Thanks for your words when it comes to transformational servant leadership. I appreciate your depth of knowledge in the subject and your use of references. I say this because I’m new to a Master’s program and I feel yours is an excellent example of how to write a substantive blog post.
I want to respond to a section of your post that says, “To have a clear vision, leaders need to understand the big picture as part of the strategic process. It allows the organization to understand 3 strategic pieces: what to do, where to play and how to win (Galbraith, 2014).”
While I agree with this, I struggle with this within my organization. Let me explain why. From everything that I have read on transformational servant leadership, I have found one common thread – time. It takes time. It uses up even more time when an organization, or a local church, has never implemented transformational servant leadership into their thinking. I struggle when it comes to time because my organization, The Salvation Army, uses an appointment process for its pastors/Officers. The reality of this is my wife, and I could only be in a given appointment (church) for 3, 4, 5 years. Then we move on. My question is: How do I implement transformational servant leadership in such a short time frame? There are even some appointments that don’t have a mission or a vision and haven’t for years.
Imbenzi, Williaume, and Page say that servant leadership is demonstrated by empowering and developing people; by expressing humility, authenticity, interpersonal acceptance, and stewardship; and by providing direction (Para. 46, 2013). Maybe I need to look at giving direction in the forefront and then having all the characteristics follow. I also dwell on the words of Esther 4:14, “14 For if you remain silent at this time, relief and deliverance for the Jews will arise from another place, but you and your father’s family will perish. And who knows but that you have come to your royal position for such a time as this?” Maybe we are where we are for such a time as this – not to do everything, but to move the church forward just a little bit and then the next pastor, who is appointed, will build on top of that.
References:
Galbraith, J. R. (2014). Designing organizations. San Francisco: Jossey-Bass.
Imbenzi, G., Williaume, D. & Page, D. (2013). Transformational servant leadership. Unpublished manuscript, Master of Arts in Leadership. Trinity Western University: Langley, Canada.
Hughes, R. L., Beatty, Collarelli-Beatty, K., & Dinwoodie, D. L. (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey-Bass.
One Reply to “Response to “NP1 – Post Leader””
Dear Daniel,
Thank you for sharing your concerns. First of all, let me acknowledge your great effort in serving the Lord. I have recently started working with Salvation Army and I am inspired by the officer’s effort in serving the community. Although I might not know your family, through your posts I see you try your best to please the Lord. Many times, Pastors do so much for others and receive so little in exchange when it comes to recognition. I’m sure your family’s life is having a great impact in the community! Your openness to feedback reflects your servant leadership traits. I share with you Philippians 4:19 “And my God will meet all your needs according to the riches of his glory in Christ Jesus”. May the Lord provide you the strength, courage and clarity.
I believe strategic influence might be useful for the challenge you are currently facing. Strategic influence is how leaders engender commitment to the organization’s strategic direction; learning is essential for a sustainable competitive advantage (Hughes, Beatty, & Dinwoodie, 2014). There are 2 key components which may be useful, building trust and building sustaining momentum. Where there is a trust environment, it is more likely to achieve sustainable results. Building a sustaining momentum starts with relationships. When strong connections are made with those around you, they are more open to your ideas, which provides sustainability.
Another component which may enhance your strategic leadership is creating a specific structure according to the needs in your environment. Structure is the distribution of power and authority across the hierarchy, a successful start up starts with a functional structure (Galbraith, 2014). An interdependent structure inevitably requires teamwork. This may be useful for your context, when people of the community and church are involved it is more likely for the vision to be sustainable. Sustainability seems a key issue, since you mentioned you are serving in a specific community just for limited time. If people are involved, they are more likely to be empowered which can contribute to long-term interventions.
Connecting with other’s who have been in similar circumstances might also be useful. Strategic leadership involves influence, but the leader must be open to be influenced as well. It would be interesting to see if any other member of the cohort has been in any similar situation.
References
Galbraith, J. R. (2014). Designing organizations. San Francisco: Jossey-Bass.
Hughes, R. L., Beatty, K. C., & Dinwoodie, D. L. (2014). Becoming a strategic leader. San Frncisco: Jossey-Bass.
https://www.biblegateway.com/passage/?search=Philippians+4%3A19&version=NIV