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Preface | |
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The Dangers of Leading | |
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The Danger of Serving Sacrificially | |
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The Danger of Preserving the Institution for Its Own Sake | |
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The Danger of Leading Others through Change | |
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Defining Leadership | |
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Leading from Within | |
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The Interior Attitudes of the Leader | |
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Childlikeness | |
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Humility | |
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A Desire to Serve | |
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Self-examination | |
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The Leader's Spirituality | |
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The Relentless Demands of Ministry | |
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Spirituality Supports Ministry | |
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Spirituality Renews Vision and Restores Energy | |
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The Spirituality of Jesus: A Model for All Religious Leaders | |
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The Three Elements of Jesus' Spirituality | |
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Spirituality for Religious Leadership and Ministry | |
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A Spirituality of Action and Contemplation | |
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A Covenantal, Communal Spirituality | |
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A Holistic Lifestyle of Spirituality | |
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The Examen of Consciousness | |
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The Means of Grace | |
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The Leader's Call | |
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Freedom to Respond to God's Call | |
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The Call to Leadership | |
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The Testing of the Call | |
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The Resistance and Acceptance of the Call | |
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The Madness of the Call | |
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The Leader's Vision and Ensuing Mission | |
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The Three Dimensions of Vision | |
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An "Upward" View toward God | |
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An "Inward" View of Oneself | |
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An Outward View of the Circumstances | |
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Mission: Turning Visions into Reality | |
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The Interplay of Light and Shadow | |
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Testing the Spirits | |
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What Spirit Does the Leader Project upon the Congregation? | |
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Five Shadows of Leadership | |
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Expressions of Neurotic Leadership | |
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The Dramatic Organization | |
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The Suspicious Organization | |
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The Detached Organization | |
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The Depressive Organization | |
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The Compulsive Organization | |
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Deep Change | |
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Discerning Priorities, Making Choices | |
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Discerning Priorities in Role Demands | |
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The Logic of Task Pursuit | |
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Connect Your Charisms with What the Congregation Needs Most to Fulfill Its Mission | |
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The Golden and Silver Threads | |
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Become Clear about Bedrock Priorities | |
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Communicate Your Priorities | |
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Manage Time in Light of Your Priorities | |
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Priorities of Urgency and Importance | |
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Utilize the Influence of Your Own Example | |
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Leading with Others | |
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Team Ethos | |
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What is Our Shared Purpose? | |
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Who is on the Team? | |
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What are the Team's Guiding Principles? | |
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Team Formation | |
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What Makes a Team? | |
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Team Maturity: Stages of Formation | |
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Orientation to Team Purpose and Culture | |
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Conflict with the Leader and among Team Members | |
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Team Solidarity | |
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Individuality, Interdependence, and Team Effectiveness | |
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Teams Working through Conflict | |
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Constructive and Destructive Conflict | |
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Conflict's Social Construction of Reality | |
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Conflict Defined | |
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Dimensions of Conflict | |
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Conflict Threats | |
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Reactions to Threats | |
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Levels and Goals of Conflict | |
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The Conflict Cycle | |
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Stage One: Tension Development | |
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Stage Two: Role Dilemma | |
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Stage Three: Injustice Collecting | |
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Stage Four: Confronttation | |
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Stage Five: Adjustments | |
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Nonproductive Competition versus Productive Cooperation | |
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Antagonists | |
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Power, Rights, and Interests | |
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Conflict Intervention | |
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Develop a Relational Base | |
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Filter the Assumptions, Rumors, and Charges | |
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Establish Joint Collaboration for Problem Solving and Decision Making | |
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Form Covenants to the Agreements Reached | |
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Bringing Peace into the Room | |
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The Team's Emotional Processes | |
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Family Systems | |
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The Team's Emotional Processes | |
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Attributes of Emotional Gridlock | |
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Characteristics of Chronically Anxious Families | |
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Emotional Reactivity | |
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The Herding Instinct | |
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Blame Displacement | |
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The Quick-fix Mentality | |
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Poorly Defined Leadership or Failure of Nerve | |
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Self-differentiated Leaders | |
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The Leadership Team: Pastors and Boards | |
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The Roles and Responsibilities of Trustees | |
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The Guardian of the Institutional Mission | |
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Create a Continual Climate of Trust | |
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Empower Leadership and Ministry Teams | |
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Formulate Guiding Principles That Begin with Broad Values and Move toward More Specific Policies | |
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The Chairperson of the Board | |
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Primus Inter Pares-First among Equals | |
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Common Problems Confronting the Board | |
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When Members Are Underutilized | |
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When Members Are Incompetent or Immature | |
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When Trust is Replaced by Compliance or Control | |
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Ambiguity and Governance | |
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The Issue of Trust: Power and Authority | |
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The Ambiguity of Specialization versus Generalization | |
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The Ambiguity of Belief versus Criticism | |
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A Spirituality of Church Boards | |
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Leading Toward Transformation | |
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The Spirituality of the Congregation | |
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The Western Model versus the Scriptural Model of Spirituality | |
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Espoused Spirituality versus Lived Spirituality | |
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The Leader's Experience and Example | |
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The Pastor as Spiritual Companion | |
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The Pastor as Knower of the Seasons | |
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The Prerequisites for Spiritual Formation | |
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The Balance between Solitude and Community | |
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The Means of Grace | |
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A Clear and Compelling Mission | |
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Mission Is Contextual | |
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The Local Church Mission and Its Environment | |
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A Creative Tension between Mission and the Environment | |
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The Apostolic Church: A Frontier Mission within a Hostile Environment | |
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The Church in Christendom: Ministering within a Friendly Environment Whose Mission Is a "Far Off" Enterprise | |
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A Current Challenge for Local Congregations | |
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Discerning the Congregation's Mission | |
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The Timeless and Timely Aspects of Mission | |
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Three Questions of Missional Clarity | |
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Who Are We? | |
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What Is Our Business (To What Purpose Has God Called Us)? | |
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How Do We Decide on the Right Mission Priorities and Get Them Done? | |
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Planned Abandonment | |
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The Vision We Share | |
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The Difference between Vision and Mission | |
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Three Ways of Imagining the Future | |
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The "Wishing" Congregation | |
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The "Dreaming" Congregation | |
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The "Visionary" Congregation | |
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Alignment through Shared Vision, Mission, and Core Values | |
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How Vision May Come to a Congregation | |
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A Spiritual Encounter | |
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A Divine Impulse or Blessed Hunch | |
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Seeing through a Need | |
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Bringing Together the Hopes and Dreams of the Members | |
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Practicing Foresight | |
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Shared Visioning Is a Process | |
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Spirituality is a Prerequisite for Vision | |
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Encourage the Call in Individuals and Find Common Ground in a Shared Vision | |
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Communicating the Vision | |
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Empowering People to Enact the Vision | |
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Vision Is Nurtured in a Climate of Trust and Communication | |
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Why Visions Do Not Succeed | |
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Transformational Change | |
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Orientation, Disorientation, and New Orientation | |
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The Nature of Change | |
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Patterns of Growth and Decline | |
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Coexisting Curves | |
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Environmental Change: Threats or Opportunities | |
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Types of Change | |
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Denial and Resistance | |
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Developmental, Transitional, and Transformational Change | |
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Transformational Change | |
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Wake-up Calls | |
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Chaos | |
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Death-Mindset Forced to Shift | |
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Re-emergence through Visioning and Learning | |
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Proactive Leaders in Transformational Change | |
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The Leader's Conscious and Unconscious Awareness | |
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Change Strategies | |
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Proactive Disciplines of Change | |
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Excellence | |
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Innovation | |
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Anticipation | |
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Epilogue: On Finishing Well | |
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Notes | |
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Author Index | |
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Subject Index | |