Concordia University Austin

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Concordia UniversityAustin
Christian Leadershipfor the 21st Century
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CUA Mission

• Develop Christian Leaders
• We have different giftsif it is leadership, let
  him govern diligently Romans 126,8
• It was He who gave someto be pastors and
  teachers to prepare Gods people for acts of
  service Ephesians 47,11

Guide students to serve their church as both
professional lay leaders
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Christian Leadership

• It is not about plans and programs

• It is about doing Gods will
• Personal
• Organizational
• It is about people and relationships
• It is about equipping future leaders

Leadership is an Affair of the Heart
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BeginningsWe Are All Leaders

• Make decision in our lives that are God pleasing
• Model our faith
• Accept Gods call
• Vocation
• Life long learning

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Military

• Everyone trained to be a leader
• Not all become a general or chief
• All are expected to be trained, responsible and
  ready

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How?

• Developing and teaching a curriculum designed to
  accomplish our mission
• Modeling Christian leadership as a faculty, staff
  and administration
• Providing opportunities for our students to
  practice Christian leadership
• Recognizing Christian leadership

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Leadership Development

• Teach
• Model
• Practice
• Recognize

Used by Christ to equip His followers
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Bible Study

• Questions
• How was the person called by God?
• How was the person equipped?
• What was the persons response?

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• Topic Bible Reference
• Moses Exodus 3, 4
• God chooses and equips a leader
• Saul 1 Sam 12
• A failed leader
• Esther Esther 4
• Leadership is hard
• Jesus Mark 1042-45
• Servant leadership

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How does God Equip Leaders?

• Choosing and gifting them like Moses, Esther and
  David
• Providing His word, the sacraments and Holy
  Spirit
• Giving us the body of Christother believers

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The Basics What Do People Expect?

• People expect leaders to be
• Honest
• Forward looking
• Inspiring
• Competent

CREDIBILITY
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Leadership Models

• A concept or framework for leadership
• Depends on
• Individual capabilities or gifts
• Context
• Education and training
• Faith
• Overlap inevitable

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Leadership Models

• I-Secular approachesKouzes and Posner
• II-Principled centered leadership
• III-Servant leadership
• IV-Charismatic leadership

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I-Leadership Practices

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

The Leadership Challenge and Christian
Reflections on the Leadership Challenge, Kouzes
and Posner, Jossey-Bass
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II-Principled Centered Leadership

• Our principles are what define us
• Form the basis for our interactions at all levels
• Actions are an outward expression of principles

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Domain Model--Blanchard
Handsbehavior and actions Habitsdiscipline,
commitment
Heartmotivation or intent Headbeliefs or
viewpoint
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III-Servant Leadership

• Serving others and the organization before
  themselves
• Shared decision making power
• Sense of community
• Service to others

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Servant Leader Characteristics

• Trustworthy and faithful, keeps promises
• Respects others
• Strength of character
• Natural as children, no acting, very straight
  forward
• Great communicators

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Servant Leaders

• Model the life of a servant leader. Seek to
  serve as well as lead
• Base your work and life on a core set of
  principles
• Will form the framework which you will use to
  lead and interact with people
• Micah 68
• And what does the Lord require of you? To act
  justly and to love mercy, and to walk humbly with
  your Lord

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IV-Charismatic Leadership

• Charisma ---divinely inspired gift (Greek)
• Special quality of leaders whose purposes, powers
  and extraordinary determination separate them
  from others
• Positive and compelling quality of a person that
  makes many others want to follow them

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Relationship of Leader to Group

• Charismatic leadership works if
• Beliefs of leader and group are the same
• Group emotionally involved in mission and goals
• Group accepts and obeys leader
• Charismatic leaders practice impression
  management
• Use strategies of images, exemplification and
  promotion

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Impact of Charismatic Leadership

• Improved business unit performance
• Higher group job satisfaction
• Lower personnel turnover
• Significant change

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Concerns

• Charisma may not be necessary for leader
  effectiveness
• May make it possible for a leader to move an
  organization to illegal or immoral ends
• Leaders may neglect social responsibilities

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Learning to Lead

• Trial and error
• Observation of others
• Education
• Factors important to your development
• Job assignments
• Relationships and other people
• Hardships
• Formal training and education
• Faith maturity

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Service Learning--Practice

• Observe and evaluate leadership models
• What improvements could the organization make?
  Advantages?
• Apply leadership principles from class
• Emphasis on servant leadership
• Contribute to either the Concordia or greater
  Austin communities
• Incorporate your experience into your leadership
  model

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Last Thoughts

• Leadership is an art, the instrument is yourself
• Leaders must
• Discover who they are, yields self-confidence
• Be interpersonally competent
• Watch for hubris, exaggerated sense of self
• Have a firm faith/ethical/principle foundation
  which equals integrity and credibility
• Build a leadership library

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Leadership Development

• Teach
• Model
• Practice
• Recognize

Used by Christ to equip His followers
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Modeling the Way

• Leaders model the through example
• Leaders stand up for their beliefs, are credible
• Leaders deeds are consistent with their words
• Leaders plan and execute plans
• Leaders act daily to create progress and momentum

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Inspire a Shared Vision

• Leaders dream of what could be
• Leaders envision the future
• Leaders enlist their constituents, understand
  their needs and have their interests at heart
• Leaders demonstrate how the vision is for the
  common good
• Leaders communicate with passion

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Challenge the Process

• Leaders are pioneers
• Leaders take risks
• Leaders are willing to innovate and experiment
• Leaders are learners
• Leaders sometimes fail

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Enable Others to Act

• Leaders use the word we
• Leaders enlist the support of all
• Leaders empower others
• Leaders give power away
• Leadership is a relationship founded on trust
  and confidence

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Encouraging the Heart

• Leaders encourage
• Leaders care
• Leaders show people that they can win
• Leaders serve and support
• Leaders recognize

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Clarifying Values

• Leaders are expected to stand for something and
  have the courage of their convictions
• Values are enduring beliefs---means and ends
• Means are here-and-now beliefs about how things
  should be done
• Ends are visions of the future, long term
• Values help decide what to do or not to do
• Are our personal bottom lines

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Unifying Shared Values

• Community of shared values
• Critical to personal and organizational
  credibility
• People need to be clear about their own, the
  leaders and the organizations values
• When there is congruence you get
• Loyalty and pride
• Ethical behavior
• Reduced levels of stress

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Impose or Forge?

• Experience says leaders can not impose values
• Shared values are the result of
• Listening
• Appreciating
• Building consensus
• Practicing conflict resolution
• Unity is forged not forced, discovery and
  dialogue needed

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Paying Attention to Actions

• Intentional modeling of our values
• Intensity, vigor and passion of commitment to
  values taken seriously
• Leaders enact the meaning of an organization in
  every decision, every step
• Tools
• Calendars Critical Incidents Stories
  Questions Language Symbols rituals
  Measures Physical Space