Leading the Congregation: Caring for Yourself While Serving Others

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  • Edition: Revised
  • Format: Paperback
  • Copyright: 2010-10-01
  • Publisher: Abingdon Pr
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A complete and definitive guide to the practice of church leadership - newly revised.

Author Biography

Roger Heuser (PhD, New York University) is Professor of Leadership Studies at Vanguard University in Costa Mesa, California. He has served as pastor, consultant, retreat guide, and adjunct professor in multiple settings overseas and in the United States, including Fuller Theological Seminary. Norman Shawchuck (PhD, Northwestern University) has authored over twenty books on the subjects of spirituality, leadership, and conflict. He has led a distinguished career as pastor, consultant, trainer of US Navy and Marine military chaplains, and professor at Garrett Evangelical Seminary, McCormick Theological Seminary, and Trinity Evangelical Divinity School.

Table of Contents

Prefacep. xi
The Dangers of Leadingp. 1
The Danger of Serving Sacrificiallyp. 4
The Danger of Preserving the Institution for Its Own Sakep. 8
The Danger of Leading Others through Changep. 10
Defining Leadershipp. 12
Leading from Within
The Interior Attitudes of the Leaderp. 19
Childlikenessp. 20
Humilityp. 24
A Desire to Servep. 26
Self-examinationp. 28
The Leader's Spiritualityp. 32
The Relentless Demands of Ministryp. 33
Spirituality Supports Ministryp. 35
Spirituality Renews Vision and Restores Energyp. 37
The Spirituality of Jesus: A Model for All Religious Leadersp. 40
The Three Elements of Jesus' Spiritualityp. 41
Spirituality for Religious Leadership and Ministryp. 46
A Spirituality of Action and Contemplationp. 47
A Covenantal, Communal Spiritualityp. 49
A Holistic Lifestyle of Spiritualityp. 51
The Examen of Consciousnessp. 52
The Means of Gracep. 56
The Leader's Callp. 60
Freedom to Respond to God's Callp. 62
The Call to Leadershipp. 64
The Testing of the Callp. 68
The Resistance and Acceptance of the Callp. 70
The Madness of the Callp. 72
The Leader's Vision and Ensuing Missionp. 75
The Three Dimensions of Visionp. 78
An "Upward" View toward Godp. 78
An "Inward" View of Oneselfp. 79
An Outward View of the Circumstancesp. 80
Mission: Turning Visions into Realityp. 81
The Interplay of Light and Shadowp. 85
Testing the Spiritsp. 86
What Spirit Does the Leader Project upon the Congregation?p. 87
Five Shadows of Leadershipp. 89
Expressions of Neurotic Leadershipp. 92
The Dramatic Organizationp. 93
The Suspicious Organizationp. 96
The Detached Organizationp. 97
The Depressive Organizationp. 98
The Compulsive Organizationp. 99
Deep Changep. 100
Discerning Priorities, Making Choicesp. 104
Discerning Priorities in Role Demandsp. 105
The Logic of Task Pursuitp. 107
Connect Your Charisms with What the Congregation Needs Most to Fulfill Its Missionp. 108
The Golden and Silver Threadsp. 109
Become Clear about Bedrock Prioritiesp. 110
Communicate Your Prioritiesp. 111
Manage Time in Light of Your Prioritiesp. 111
Priorities of Urgency and Importancep. 112
Utilize the Influence of Your Own Examplep. 114
Leading with Others
Team Ethosp. 120
What is Our Shared Purpose?p. 122
Who is on the Team?p. 123
What are the Team's Guiding Principles?p. 124
Team Formationp. 132
What Makes a Team?p. 133
Team Maturity: Stages of Formationp. 136
Orientation to Team Purpose and Culturep. 136
Conflict with the Leader and among Team Membersp. 137
Team Solidarityp. 142
Individuality, Interdependence, and Team Effectivenessp. 142
Teams Working through Conflictp. 145
Constructive and Destructive Conflictp. 147
Conflict's Social Construction of Realityp. 148
Conflict Definedp. 149
Dimensions of Conflictp. 149
Conflict Threatsp. 150
Reactions to Threatsp. 151
Levels and Goals of Conflictp. 152
The Conflict Cyclep. 153
Stage One: Tension Developmentp. 154
Stage Two: Role Dilemmap. 155
Stage Three: Injustice Collectingp. 155
Stage Four: Confronttationp. 156
Stage Five: Adjustmentsp. 157
Nonproductive Competition versus Productive Cooperationp. 158
Antagonistsp. 159
Power, Rights, and Interestsp. 160
Conflict Interventionp. 161
Develop a Relational Basep. 163
Filter the Assumptions, Rumors, and Chargesp. 164
Establish Joint Collaboration for Problem Solving and Decision Makingp. 164
Form Covenants to the Agreements Reachedp. 165
Bringing Peace into the Roomp. 166
The Team's Emotional Processesp. 168
Family Systemsp. 168
The Team's Emotional Processesp. 170
Attributes of Emotional Gridlockp. 171
Characteristics of Chronically Anxious Familiesp. 172
Emotional Reactivityp. 173
The Herding Instinctp. 174
Blame Displacementp. 175
The Quick-fix Mentalityp. 176
Poorly Defined Leadership or Failure of Nervep. 177
Self-differentiated Leadersp. 177
The Leadership Team: Pastors and Boardsp. 182
The Roles and Responsibilities of Trusteesp. 184
The Guardian of the Institutional Missionp. 184
Create a Continual Climate of Trustp. 185
Empower Leadership and Ministry Teamsp. 186
Formulate Guiding Principles That Begin with Broad Values and Move toward More Specific Policiesp. 187
The Chairperson of the Boardp. 188
Primus Inter Pares-First among Equalsp. 189
Common Problems Confronting the Boardp. 190
When Members Are Underutilizedp. 190
When Members Are Incompetent or Immaturep. 191
When Trust is Replaced by Compliance or Controlp. 192
Ambiguity and Governancep. 193
The Issue of Trust: Power and Authorityp. 193
The Ambiguity of Specialization versus Generalizationp. 195
The Ambiguity of Belief versus Criticismp. 196
A Spirituality of Church Boardsp. 196
Leading Toward Transformation
The Spirituality of the Congregationp. 206
The Western Model versus the Scriptural Model of Spiritualityp. 209
Espoused Spirituality versus Lived Spiritualityp. 211
The Leader's Experience and Examplep. 213
The Pastor as Spiritual Companionp. 214
The Pastor as Knower of the Seasonsp. 215
The Prerequisites for Spiritual Formationp. 218
The Balance between Solitude and Communityp. 220
The Means of Gracep. 222
A Clear and Compelling Missionp. 226
Mission Is Contextualp. 229
The Local Church Mission and Its Environmentp. 231
A Creative Tension between Mission and the Environmentp. 233
The Apostolic Church: A Frontier Mission within a Hostile Environmentp. 234
The Church in Christendom: Ministering within a Friendly Environment Whose Mission Is a "Far Off" Enterprisep. 234
A Current Challenge for Local Congregationsp. 235
Discerning the Congregation's Missionp. 236
The Timeless and Timely Aspects of Missionp. 237
Three Questions of Missional Clarityp. 239
Who Are We?p. 239
What Is Our Business (To What Purpose Has God Called Us)?p. 241
How Do We Decide on the Right Mission Priorities and Get Them Done?p. 243
Planned Abandonmentp. 245
The Vision We Sharep. 248
The Difference between Vision and Missionp. 249
Three Ways of Imagining the Futurep. 251
The "Wishing" Congregationp. 252
The "Dreaming" Congregationp. 252
The "Visionary" Congregationp. 253
Alignment through Shared Vision, Mission, and Core Valuesp. 253
How Vision May Come to a Congregationp. 255
A Spiritual Encounterp. 255
A Divine Impulse or Blessed Hunchp. 255
Seeing through a Needp. 257
Bringing Together the Hopes and Dreams of the Membersp. 257
Practicing Foresightp. 259
Shared Visioning Is a Processp. 259
Spirituality is a Prerequisite for Visionp. 260
Encourage the Call in Individuals and Find Common Ground in a Shared Visionp. 261
Communicating the Visionp. 263
Empowering People to Enact the Visionp. 265
Vision Is Nurtured in a Climate of Trust and Communicationp. 266
Why Visions Do Not Succeedp. 267
Transformational Changep. 270
Orientation, Disorientation, and New Orientationp. 272
The Nature of Changep. 273
Patterns of Growth and Declinep. 273
Coexisting Curvesp. 275
Environmental Change: Threats or Opportunitiesp. 276
Types of Changep. 277
Denial and Resistancep. 279
Developmental, Transitional, and Transformational Changep. 280
Transformational Changep. 284
Wake-up Callsp. 285
Chaosp. 286
Death-Mindset Forced to Shiftp. 288
Re-emergence through Visioning and Learningp. 288
Proactive Leaders in Transformational Changep. 289
The Leader's Conscious and Unconscious Awarenessp. 289
Change Strategiesp. 290
Proactive Disciplines of Changep. 292
Excellencep. 292
Innovationp. 294
Anticipationp. 294
Epilogue: On Finishing Wellp. 300
Notesp. 305
Author Indexp. 325
Subject Indexp. 327
Table of Contents provided by Ingram. All Rights Reserved.

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