The Interdisciplinary Reflection upon Missional Leadership Model for Missional Church

2020 ◽  
Vol 115 ◽  
pp. 425-454
Author(s):  
Kwang Kun Kim
Keyword(s):  
Missional Church ◽  
Leadership Model ◽  
Missional Leadership

scholarly journals Transformative Spirituality and Missional Leadership

2016 ◽  
Vol 33 (1) ◽  
pp. 85-103 ◽  
Author(s):  
Cornelius Johannes Petrus Niemandt
Keyword(s):  
Social Intelligence ◽  
Self Regulation ◽  
Missional Church ◽  
World Council Of Churches ◽  
Social Competencies ◽  
Missional Leadership ◽  
God's Mission ◽  
World Council ◽  
Personal Leadership ◽  
The Church

The importance of transformative spirituality for missional leadership is explored. Missional leadership is defined as the transformation of people and institutions to participate, through meaningful relations and in the power of the Spirit, in God’s mission. Missional spirituality is discussed in the context of the missional church, focusing on what the churchis, does, how the churchorganizeswhat it does, theappropriate leadership, andmissional spirituality. This article brings together ideas from the missional church movement and the World Council of Churches (Together Towards Life: Mission and Evangelism in Changing Landscapes), with its emphasis on a ‘transformative spirituality’ an approach that states that ‘mission spirituality is always transformative’. These ideas are applied to missional leadership.The research applies the following dimensions of personal leadership virtues to transformative missional spirituality and missional leadership: transcendence (which includes appreciation of beauty, gratitude, hope, humor, and religiousness), humanity (which includes the social competencies of kindness, love, and social intelligence), wisdom and knowledge (which include the cognitive competencies of creativity, curiosity, open-mindedness, and love of learning), justice (associated with fairness, leadership, and teamwork), courage (including the personal and emotional competencies of bravery, persistence, and zest), and finally temperance (which includes the competencies of forgiveness, modesty, prudence, and self-regulation).

Real-World Application of the EI Leadership Model: Working With Worldviews in a Medical Organization

2012 ◽  
Author(s):  
Kelly Dyjak Leblanc ◽  
Caitlin Femac ◽  
Craig N. Shealy ◽  
Renee Staton ◽  
Lee G. Sternberger
Keyword(s):  
Real World ◽  
Medical Organization ◽  
Leadership Model ◽  
Real World Application

HABITUAL ACTION DALAM KEPEMIMPINAN SPIRITUAL

1970 ◽  
Vol 7 (1) ◽  
Author(s):  
Abdul Basit
Keyword(s):  
Organizational Culture ◽  
Spiritual Leadership ◽  
Academic Community ◽  
Spiritual Values ◽  
Leadership Model ◽  
Leadership Crisis ◽  
National Leaders ◽  
Deep Meaning ◽  
The University ◽  
Strategic Policies

Toward leadership crisis that crashed the nation of Indonesia, one of thefactors contributors come from universities, concerning Higher Education is anursery area of society and the national leaders. To overcome the crisis, it needed torepair the leadership models that are able to change and improve social and nationallife. The mandate of the university is shaping and sharpening thinking of thelecturers, students, and alumni to always siding, thinking and acting for the benefitand improvement of the surrounding communities. One alternative models ofleadership that are relevant to college is spiritual leadership.Spiritual leadership has been tested and researched by Louis W. Fry ( 2003)along with the comrades in the context of different organizations and the resultsshow the possibility of the application of this theoretical model for various types oforganizations. According to Fry spiritual leadership is the incorporation of thenecessary values, attitudes and behaviors to motivate intrinsically oneselves andothers to be such a way so that they have a sense of spiritual defense through the callof duty and membership.Spiritual leadership model is studied by the author in STAIN Purwokerto, asIslamic educational institutions which incidentally has been practicing spiritualvalues in their environment. The study was conducted using qualitative research andcase study approach.Spiritual leadership in STAIN Purwokerto is constructed based on threeimportant things: First, the existence of spiritual values that were held by leaders andserve as an ideology or belief to motivate himself and others. Spiritual values arevalues such are togetherness, belief or determination, and obeying the rules. Second,building tradition of spiritual leadership that is reflected in the actions taken byleaders in achieving the vision to be achieved by STAIN Purwokerto. The habitualprocess is done by sticking to spiritual values carried. Then it is implemented byissuing flagship programs supported by strategic policies carried out intensively sothat it becomes a regular agenda of the academic community and staff as well as toproduce a healthy organizational culture and quality. Third, organizational culture isfostered by building a dynamic atmosphere, full of family-like-feeling, cooperation,open and respectful in terms of spiritual, intellectual and professional. The efforts aremade from simple things and daily life by providing deep meaning so that it can beused as a driver towards the direction of progress .

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 3 (1) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 1 (3) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

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