The first goal was to identify and assess the personal leadership strengths and weaknesses of MCWC Governing and Management Council members. Finally, this project was limited to essential guidance and training for harnessing the personal and team leadership strengths of the MCWC Leadership and Management Council. It was imperative that the caliber of members of the Governing and Governing Councils be visibly transformed.
Then followed God's act of covering them in the skin of the sacrifice (3:21b).
Preparation Period Preliminary Research and Preliminary Research and
The second goal was to increase the self-awareness of the members of the MCWC Leadership and Management Council regarding both individual and team strengths and weaknesses. After completing the appropriate intervention (Aim 3), personal interviews were conducted to present and discuss all required assessment results with each member of the MCWC Leadership and Management Council and the senior staff chaplains. The fourth objective was to initiate a more reliable leverage process based on the identified strengths and weaknesses of the individual MCWC Leadership and Management Council members and the Collective Council.
After determining the leaders who would be invited to participate, I also informally announced and introduced the interest of the research project to the members of the MCWC Leadership and Management Council. During the pending approval period of the proposal (January to March 2017), I also continued to remind and update the leadership and management council members about the upcoming special instructional and training intervention aspect of this doctoral ministry research project. After receiving official approval of the proposal and the revised schedule for research and chapter submission (shortly after the January 2017 winter session), more detailed information was presented to the council members who were invited to participate in the special LSI.
One month before the start of the intervention (August 2017), official letters of notification and invitation to participate in this intervention were sent by e-mail to all prospective participating members of the management and administrative council of the MCWC.
Preparation Period, Weeks 1-3
Board members, plotted on their "Team Strengths Wheel" (an illustrative overview of the Board's various strength profiles). This was also applied as a post-test to reveal any differences in the personal awareness of the participating leaders (see appendices 4 and 5). It was also conducted as both a pre-test and a post-test (separately) to identify each team member's individual perception of the MCWC Leadership and Management Council's competency strengths and weaknesses.
It was also administered to measure any differences that emerged after the instruction, group discussion, and practice portions of this segment of the intervention. Attendance at 80 percent of the sessions (5 out of 6), active participation in group discussions, and taking a final comprehensive quiz (see Appendix 10) were the basic requirements to complete this intervention satisfactorily. Two weeks before the launch of the seminar, I contacted all invited members of the MCWC Leadership and Management Council (from category 1-4) to secure their commitments and permission to participate in this low-risk project.
During this week, the application for the SBTS Research Ethics Committee's approval of the project was submitted and approved. 8.
Implementation Period, Weeks 4-10 Week 4: The Intervention Week 4: The Intervention
My administrative assistant prepared, distributed and filed the additional required documents weekly in the board members' folders with their respective results of the EHSA, LFYSA, et al, along with the results of the PAPLCA (pre- and post-tests). The overall LSI part of the intervention was entitled: "Assessment and Deployment of Strong Leaders" (see syllabus and weekly agendas in appendices 8 and 9). The required assessments/surveys (EHSA, LFYSA PAPLCA, PATLCA) and the other supplemental (non-required) surveys were conducted to introduce and remind the board members of some of the common leadership.
This battery of assessments was followed during the fourth week of LSI focusing on team engagement in the Leading from Your Strengths instructional and assessment process. Before and after the LFYSA, the PAPLCA was administered as a pre- and post-test to identify the council members' perceived awareness of their personal (i.e. individual) leadership strengths and to determine the difference (if any) in their awareness according to the pedagogical, dialogic and exercise aspects of the intervention. The PATLCA pre- and post-test were administered to determine and reveal council members' personal awareness of council strengths and limitations.
During the final sessions of this six-week period, I provided an overview of the topics presented and led a collaborative discussion with the students about their next steps.
Follow-Up Period, Weeks 11-21
The following findings are the results of the varying involvement of the council members who participated in the project intervention (see appendix 13 for full report). Nineteen (86.3 percent) of the invited board members attended the intervention and satisfactorily participated in the seminar. In accordance with the project aim and objectives, four assessments were required for satisfactory completion of the intervention.
When the coordinators (25 percent) are included, it takes the core-styled, people-oriented majority to 70 percent of the board members. The noted differences in these specific results from the PAPLCA and PATLCA were less than one percentage point, respectively (see appendix 13). Thus, a main objective for this project (with its stated aim and objectives) has been achieved in relation to the assessment, improvement and utilization of the competency strengths of the MCWC Leadership and Management Council.
However, the results of the final quiz proved that attention and learning did occur (see appendices 10 and 13).
PROJECT EVALUATION
The first goal was to accurately identify and assess the personal leadership strengths and weaknesses of the MCWC Governing and Management Council members. This goal was partially achieved when 86.3 percent of the invited members of the MCWC Governing and Management Council received the required assessments (see appendices 1-7) and attended and participated in the learning intensive (see . appendices 8-9). The second goal was to increase awareness of the strengths and weaknesses of the MCWC Steering and Management Council members for both team strengths and strengths.
Initially, about 25 to 33 percent of members thought that their involvement in the intervention would be futile. The fourth goal was to initiate a better leverage strategy going forward, based on the identified strengths and improved or mitigated weaknesses of the KMCAP Steering and Management Council members. The project was a great morale booster, positioning council members to move forward with a highly motivated belief.
This also contributes to the static in terms of communication of the unstable administrative process.
Would Do Differently
APPENDIX 5
- Seminar Description
- Seminar Objectives
- Seminar Expected Learning Outcomes
- Seminar Requirements A. Reading Assignment
- Grading: The student’s final grade will be determined as follows
- Schedule
- CALENDAR ASSIGNMENTS
- BEFORE SESSION I: (090917)
- Perceived Awareness of Personal Leadership Competency Assessment
- Emotionally Healthy Leaders Assessment: EHLA a. Access online
- AFTER SESSION II BEFORE SESSION III: (091617 – 092217)
- AFTER SESSION III – BEFORE SESSION IV
- DURING SESSION V
- RISK ASSESSMENT AND INFORMED CONSENT
- Classroom Values
- Respect for Divergent Viewpoints
- Style
- Students with Disabilities
- Plagiarism
- Seminar SBTS & MCWC Affiliation
The strengths of the MCWC Leadership and Management Council derive from God's strength and not merely from human skills, talents and gifts. We recognize the need to be adept at blending differences to reduce frustration among other members of the governing and governing Council. We adequately understand and agree with the sound biblical and theological distinction between our equality as other leaders and our authority as ranked leaders of the MCWC Leadership and Management Council.
Present and discuss his/her individual temperament profile and style with other selected members of the MCWC Leadership & Management Council. Discover and discuss the predominant temperament profile and associated strengths and weaknesses of the MCWC Leadership &. Discover and discuss the MCWC Leadership & Management Council's Recessive Temperament Profiles, Strengths, Weaknesses, and Style.
Identify and discuss the missing temperament profile, strengths, weaknesses and styles of the MCWC Leadership and Management Council.
WEEKLY AGENDAS
- Introduction & Syllabus Overview
- Overview of Biblical & Non-Biblical Views of Assessment & Professional Judgment/Evaluation with Respect to Assessing and Deploying Strong Leaders
- Strengths-Based Leadership: Biblical, Pluralistic & Secular Views
The theory and practice of assessment and professional judgment have both biblical and secular roots. In fact, some would argue that the biblical perspective and practice is superior to the impressive non-faith-based constructs, prescriptive recommendations and strategies. excerpts from Chapter 2 of Pastor Raphael Green's doctoral ministry research project: “Assessment and Utilization of Essential Leadership Competency Strengths of the Leadership and Management Council of the Metropolitan Christian Worship Center of St. Common. The big difference is of course the role and voice of the God and His word in carrying out assessments and making professional judgments.
Review and discuss selected excerpts from Chapter 3 of Pastor Raphael Green's doctoral ministry research project: “Assessment and Utilization of Essential Leadership Competency Strength of the Leadership and Management Board of the Metropolitan Christian Worship Center of St. The Unavoidable Influence of Emotionally Healthy Spirituality on Strength-based Leadership. Continue with brief expositions of the following biblical passages will be presented to cover the scriptural perspective of strengths-based leadership. The theory and practice of assessment and professional judgment have both biblical and secular roots.
Professional Judgment Principles and Practices: See selected excerpts from Chapters 2 and 3 of Pastor Raphael Green's Doctoral Ministry Project [“Assessing and Leveraging Essential Leadership Competency Strengths of the Leadership and Management Board of the Metropolitan Christian Worship Center of St.
The LFYS Wheel
Leading from Your Strengths: Building Close Service Teams Chapter Summaries / Discussion Topics / Action Steps. What does this Wheel show us as a team that we can celebrate and thank God for?. What does this Wheel show us that we can work on to be more balanced or united as a team?.
If we added everyone's adjusted scores, what trends or insights might we also gain? Knowledge of the positions of core and adaptive strengths helps provide direction for positioning people in roles and tasks that "best match their core gifts and abilities". Help fill or create open positions with the necessary strengths and see the value of collaboration.].
The way the Body of Christ has been designed and lives out the four profiles: Lions, Otters, Golden Retrievers, Beavers.
Take all the assessments, make copies of the results and put them in the folders you were given. Going forward (beginning in February 2018) – we will work through more of the devotionals and group exercises to increase our knowledge, . development and training. Rest assured that I will help get you, your related leadership team members, and your ministry team staff through this part of the process.
In fact, about twenty-seven people came to all or part of the workshop over the course of six weeks. It will begin on January 9 and continue throughout the rest of the month of prayer and fasting. We will cover them as well as break the fast of prayer in January in the next five months of the new year.
Prepare yourself or others who missed the seminar to go through a revised, shortened version of the seminar (TBA).
