Transformational Leadership


Regent University --Dr. Richard Slaughter: Dr. Slaughter is founding director of the Australian Foresight Institute at Swinburne University (Melbourne) and a consulting futurist who has worked with a wide range of organizations in many countries and at all educational levels. His primary aim is to facilitate the emergence of a society and culture that is not merely driven by the past but is also responsive to the emerging near-future context. ...He is a fellow of the World Futures Studies Federation (WFSF) and a professional member of the World Future Society (WFS). In 1997 he was elected to the executive council of the WFSF. In 2001 he was elected President. .... Dr. Slaughter's research interests include: the use of futures concepts and methods in education, business and government; the development of critical futures methodologies; the knowledge base of futures studies and the social implementation of foresight. ....He is co-author of Education for the 21st Century (Routledge, 1993), author of The Foresight Principle - Cultural Recovery in the 21st Century (Praeger 1995) editor of New Thinking for a New Millennium (Routledge 1996)

Brian McLaren: Born in 1956, Brian graduated from the University of Maryland with degrees in English (BA, summa cum laude, 1978, and MA, GPA 4.0, 1981). His academic interests included Medieval drama, Romantic poets, modern philosophical literature, and the novels of Dr. Walker Percy. After several years of teaching and consulting in higher education, he left academia in 1986 to become founding pastor of Cedar Ridge Community Church, an innovative, nondenominational church in the Baltimore-Washington region. ... ....McLaren's first book, The Church on the Other Side: Doing Ministry in the Postmodern Matrix, (Zondervan, 1998, rev. ed. 2000) has been recognized as a primary portal into the current conversation about postmodern ministry. His second book, Finding Faith (Zondervan, 1999), is a contemporary apologetic written for thoughtful seekers and skeptics. His third book, A New Kind of Christian (Jossey-Bass/Leadership Network, 2001) further explores issues of Christian faith and postmodernity, and won Christianity Today's "Award of Merit" in 2002. His fourth book, More Ready Than You Realize: Evangelism as Dance in the Postmodern Matrix (2002) presents a refreshing approach to spiritual friendship. A is for Abductive (co-authored with Dr. Leonard Sweet, Zondervan, 2002) and Adventures in Missing the Point (co-authored with Dr. Anthony Campolo, Emergent/YS, 2003) explore theological reform in a postmodern context, and a sequel to A New Kind of Christian, entitled The Story We Find Ourselves In (Jossey-Bass, 2003), seeks to tell the biblical story in a new context. He is one of five co-authors of Church in the Emerging Culture (Emergent/YS, 2003). ...He is a fellow with Emergent, a growing generative friendship among missional Christian leaders, and serves on the board of Off the Map, an organization helping people cultivate a practical spirituality. He formerly served as board chair of International Teams, an innovative missions organization based in Chicago

Dr. Bruce Winston: Dr. Winston has been part of Regent University since 1991 both with the School of Business and the School of Leadership Studies. Currently he is the Dean of the School of Leadership Studies.

Seven Principles of Transformational Leadership -- Creating A Synergy of Energy: Families need rebuilding. Jobs are scarce. The cost of living is increasing. Racial hatred is at an all time high. High school students are using guns. The health care system is in need of an overhaul. Children do not have a level playing field for every intellectual, social and emotional development. We are flooded with evidence of the need for societal transformation everywhere we look.... ...Peter Drucker, in The Age of Transformation, says that this age is far from over and predicts it will reach well into the next century. This is a time, which calls for a critical mass of transformational leaders who will commit to creating a synergy of energy within their circle of influence so new level of social, economic, organizational and spiritual success can be reached. We have not, however, developed the leaders we need for this noble task. To reach such heights, we will need to un-tap the leadership potential of skillful leaders who are successfully directing various organizations and systems. Some of these men and women, knowledgeable and committed, to there profession, will be the transformational leaders we need to create the needed synergy of energy.

THE SCHOOL OF LEADERSHIP STUDIES :

The School of Leadership Studies -- Doctor of Strategic Leadership : Regent University's School of Leadership Studies is charged with becoming a premier leadership-training school for the Christian world. Recognizing the need for quality leadership, we seek to train true leaders within an ethical, moral and professional framework grounded in biblical truths. Our desire is to provide scholarly yet practical graduate programs that equip students to make a positive impact in the global marketplace and society. To that end, we offer fully accredited degree programs in an online format providing the flexibility needed for today's working professionals.

THE SCHOOL OF LEADERSHIP STUDIES Jay Gary : As affiliate professor in the School of Leadership Studies and president of PeakFutures consulting, Mr. Gary thoroughly enjoys teaching and launching new projects. He finds true satisfaction in helping people achieve their full potential and discover their place of service. In addition to teaching, training, research and consulting, Mr. Gary has considerable experience in designing a variety of training and educational delivery systems including e-books, web video, workbooks and consultation materials. ...ACADEMIC CONCENTRATION Futures Studies Strategic Foresight Religious Futures World Futures Debate Realized Eschatology Contemporary Millennialism Protestant Missiology Historical Jesus ... http://www.regent.edu/acad/cls/faculty/gary.html

Foresight 2004 :: Leading from the Future : Foresight 2004: Leading from the Future is the second annual conference on organizational foresight for Christian Leaders. During this conference you will not only learn how to lead from the future, but you will spend 3-days connecting with leading futurists from around the world who represent a vast array of disciplines. ....Make sure you attend the Pre-Conference Workshop: Future-Proof your Ministry led by Jay Gary, Thursday, September 23rd from 8:00am to 3:00pm, right before Foresight 2004. Join America's leading foresight coach to Christian ministries and learn how to be your organization's best futurist. The cost of the workshop is $95.

THE SCHOOL OF LEADERSHIP STUDIES Syllabus LMOL618 The Future of Organizations & Institutions (3 credits : COURSE OBJECTIVES: 1. STRATEGY: identify a process by which their organization can create a strategic thinking framework that revitalizes their organization or sector (C-3.0, A-2.2). By the end of the course the student will be able to: Recognize foundational futures concepts, perspectives, methods and applications of futures research (C-1.25). Explain how futurists focus on the external or periphery of their organization to identify and monitor change and emerging issues via environmental scanning across STEEP categories: social, technological, economic, ecological, and political (C-1.25). ...2. DESIGN: support the organizational design process of an organization by understanding how executives realign corporate structure to match emerging strategy (C-3.0, A-2.2 ...Discuss how organizations use performance management and reward systems to support their emerging strategy and maximize their human capital (C-1.25). ...3. PROCESS: initiate conversations on teamwork that draw on creative metaphors, that generate new thinking about self-organization and self-initative (C-3.0, A-2.2). By the end of the course the student will be able to: Restate how "imaginization" can spur creative managers to find new images for new ways of continuous departmental self-organization (C-1.25). ...4. FRAMEWORK: Map the ideal future of your organization based on transformation dynamics drawn from both redemptive and natural contexts (C-3.0, A-2.2). By the end of the course the student will be able to: ...Compare and contrast mechanical versus organic frameworks of organizational theory (C-2.20). Explain how Jesus used metaphors to disrupt normal ways of seeing so people could ask creative questions about their future (C-2.20). [read 10 and appendix A] Using an S-Curve, recall Gary's stages of biblical transformation, from Old to New orders (C-1.25). ....Explain how this course has added to your faith and future vocation and how you plan to extend the strategic thinking you created (A-3.1). ...ASSIGNMENTS Dialogue of course interaction among students and instructor. Create a "scanning journal" on macro-trend, consumer, or sector foresight. Interview with an organizational executive about their organizational restructuring experience. Create an organizational design report, complete with framework, structure and proposed interactive processes. ....RESOURCES (TEXTS AND MATERIALS) Required Marsh Nick, Mike McAllum, and Dominique Purcell. 2002. Strategic foresight: The power of standing in the future. Crown Content. ISBN: 1740950046 Slaughter, Richard, and Sohail Inayatullah, ed. 1996. The knowledge base of futures studies. CD-Rom, Volumes 1-4. Melbourne: Futures Study Centre.

http://www.regent.edu/acad/cls/syllabi/lmol618.html

THE SCHOOL OF LEADERSHIP STUDIES Syllabus LMOL616 Futures Studies Tools and Methods :

Regent - Divinity -Leadership Links

Church Leaders Online Life At Work Christianity Today Pastors.com (Rick Warren) Coachnet.org Regent Library Pastoral Leadership Equip (John Maxwell) Signs & Wonders Revival Library Global Harvest Ministries T.D. Jakes Injoy (John Maxwell) Touch Outreach Ministries Leadership Centre Willow Creek Association

The Bowl of Hope

Leading through preaching: an interview with John Maxwell: "Maxwell: All great leaders are effective communicators. It is the vehicle for the vision. For me to know where I want to take a group of people and not have the ability to cast that dream, preach that message, communicate that heart, makes the dream impossible.... You show me a great leader and I'll show you a person that became a great leader because of his or her ability to communicate effectively.... You have to be able to communicate the vision.

       "Preaching: You talked about vision, communicating with vision. Is the 'vision thing' a problem for pastors -- having the vision or articulating the vision?

       "Maxwell: Well, we really have two questions. The first one let me address, for the pastor to have a vision -- it's a huge problem. Without it the people perish. In my book, Developing the Leader Within You (Nelson Books, 2000), I have a chapter that says that a vision is the indispensable requirement for every leader. I've never known a leader that didn't have a vision.... Now I've known people that have had visions that weren't leaders. ... So, when a pastor comes to me and says, "Could you give me a vision for my church?" I tell them two things, "First, no, I can't. Number two is you're in trouble. You are in trouble because you can't lead people without a vision."

      "...your job is not to sell your vision, your job is to sell yourself. People don't buy into vision until they buy into the leader. So the first step is, if they have bought into you, if you have integrity with those people, if you have a proven track record with those people, if they trust you, they'll buy into your vision. So your first job is to sell yourself, not your vision. ...
      "...Nothing happens until there is ownership. Whenever there gets to be ownership with the influencers -- you don't need to do this with the whole congregation -- but if there is ownership with the influencers when you cast the vision, you're not the only person there.
"... never cast the vision in a message until you have given process time with that vision to the influencers. Two things will happen. Ownership and maturity. I have never had an idea that when I shared it, that the person I shared it with didn't compliment that idea and make it better. For me to go to the pulpit with a vision that I've just held between God and me, that is naive. I want to go with the vision with God and me and key players who have the heart for this church. ...

 

Leading through preaching: an interview with John Maxwell: "Maxwell: All great leaders are effective communicators. It is the vehicle for the vision. For me to know where I want to take a group of people and not have the ability to cast that dream, preach that message, communicate that heart, makes the dream impossible.... You show me a great leader and I'll show you a person that became a great leader because of his or her ability to communicate effectively.... You have to be able to communicate the vision.

       "Preaching: You talked about vision, communicating with vision. Is the 'vision thing' a problem for pastors -- having the vision or articulating the vision?

       "Maxwell: Well, we really have two questions. The first one let me address, for the pastor to have a vision -- it's a huge problem. Without it the people perish. In my book, Developing the Leader Within You (Nelson Books, 2000), I have a chapter that says that a vision is the indispensable requirement for every leader. I've never known a leader that didn't have a vision.... Now I've known people that have had visions that weren't leaders. ... So, when a pastor comes to me and says, "Could you give me a vision for my church?" I tell them two things, "First, no, I can't. Number two is you're in trouble. You are in trouble because you can't lead people without a vision."

      "...your job is not to sell your vision, your job is to sell yourself. People don't buy into vision until they buy into the leader. So the first step is, if they have bought into you, if you have integrity with those people, if you have a proven track record with those people, if they trust you, they'll buy into your vision. So your first job is to sell yourself, not your vision. ...
      "...Nothing happens until there is ownership. Whenever there gets to be ownership with the influencers -- you don't need to do this with the whole congregation -- but if there is ownership with the influencers when you cast the vision, you're not the only person there.
"... never cast the vision in a message until you have given process time with that vision to the influencers. Two things will happen. Ownership and maturity. I have never had an idea that when I shared it, that the person I shared it with didn't compliment that idea and make it better. For me to go to the pulpit with a vision that I've just held between God and me, that is naive. I want to go with the vision with God and me and key players who have the heart for this church. ...

 

Not Maxwell  Study: What Makes A Great Leader?  "We will look at 5 different characteristics of leadership as exhibited in the life of David....

1. INITIATES CHANGE The most obvious quality of a leader is that he or she is going somewhere. ...

2. INSPIRES SHARED VISION Through words and actions, a leader draws others into a common vision. He does this by sharing where he wants to go and urging others to join him. In many situations, this may mean more listening than talking, because each person must see that some desire or value can be better fulfilled through this common vision. However, the vision must become more than just a collection of individual desires. A common vision will raise hope and challenge us to buy in for the common goal. ...

3. EXEMPLIFIES WHAT IS NEEDED Good leaders not only dream dreams; they model the values and actions needed to make the dream come true. By living and working consistently according to the values required to accomplish the vision, leaders engender trust. ...

4. ENABLES OTHERS TO CONTRIBUTE The real test of a leader's success is how many of those following become a success too. A good leader will prioritize helping others succeed, even if they get the credit. ..

5. ENCOURAGES THE HEART Leaders complete the work by encouraging the hearts of those who share the vision.... They encourage others by believing in them when difficulties arise.... They celebrate when a victory is won.


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