Thanks, Oliver for your post on Christian Ministry and transformational servant leadership(TSL).<\/p>\n
In an ideal world, the church should embody TSL in its very nature, however, departure from being people-centric into organizational strategy thus prioritizing revenue, numbers of people coming through the doors, buildings, and\u00a0vehicles etc lead to failures in strategy implementation. Each time the focus is not on people, strategy\u00a0suffers.<\/p>\n
The church ministry is robust, encompassing many factors as those mentioned above however agreeably so, human personal and emotional needs must stay at the center of focus for TSL to be effective leading to the successful application of strategic leadership. These strategies depend on successful implementation of TSL which entails; the deliberate emphasis of the leader on building follower commitment to organizational goals through transformational leadership and through servant leadership which shifts the leaders focus from organizational goals to the followers highest needs. As a result of this combination, the leader should be able to combine the two focal points into one to form TSL. (Northouse, 2016)<\/p>\n
It is important for strategic leaders to track their progress as you mentioned in (para 2, 2018), it can be difficult to determine if the numbers alone can give an indication of progress. It is easy for leaders to think they are making progress by looking for information to confirm what they know rather than look more intentionally for information that could disconfirm their perceptions. This kind of thinking has been given a name: “confirmation bias” <\/i>(Hughes, Beatty, & Dinwoodie, 2014).<\/p>\n
To remedy this kind of erroneous thinking, (Hughes, et al., 2014) recommends that: “first, identify some specific and testable implication of your current theory of business\/church. Then determine what kind of result or data would be consistent with that implication. Also, try to identify what data or result could disconfirm it”<\/p>\n
This way a leader exhibits open-mindedness which promotes critical thinking through self-awareness.<\/p>\n
Looking at both businesses and church organizations, I would be tempted to agree with (Hughes, et al., 2014) on who state at the core of strategy should be an inward examination of leaders to reflect on how they go about the strategy process and ask ourselves these three questions:<\/p>\n
Resources<\/strong><\/p>\n Hughes, R. L., Beatty, Collarelli-Beatty, K., & Dinwoodie, D. L. (2014).\u00a0Becoming a strategic leader: Your role in your organization\u2019s enduring success<\/em>. San Francisco, CA: Jossey-Bass.<\/p>\n Imbenzi, G., Williaume, D. & Page, D. (2013).\u00a0Transformational servant leadership<\/em>. Unpublished manuscript, Master of Arts in Leadership. Trinity Western University: Langley, Canada.<\/p>\n Northouse, P. G. (2016). Leadership: Theory and practice. Los Angeles, Calif.: SAGE.<\/p>\n","protected":false},"excerpt":{"rendered":" Thanks, Oliver for your post on Christian Ministry and transformational servant leadership(TSL). In an ideal world, the church should embody TSL in its very nature, however, departure from being people-centric into organizational strategy thus prioritizing revenue, numbers of people coming through the doors, buildings, and\u00a0vehicles etc lead to failures in strategy implementation. Each time the … <\/p>\n