Southern Baptist Theological Seminary has permission to reproduce and distribute this document in any form for purposes chosen by the Seminary, including, but not limited to, preservation or instruction. MRTL Model Receptive Transactional Listening PA Passive/Avoidant Leadership Style ReMAP Reducing Missionary Attrition Project TA Transactional Leadership Style. His deep interest in international missions fuels his passion to reach the peoples of the earth.
These men made me think longer, deeper, and more critically about leadership and listening. Words of gratitude seem inadequate to express my appreciation for their investment in this process. I am grateful to the members of the International Hearing Association who dug through their archives to find unpublished sources for this research and allowed me to test these ideas in a safe and encouraging environment.
I want to thank the leadership of the International Mission Board of the Southern Baptist Convention for allowing me to observe the personnel in the field. I am forever grateful for her participation and sharing in allowing me to pursue this long held dream.
RESEARCH CONCERN
France states: "The immediate and explicit appeal to them is not yet to go out and reap, but to pray for reapers" (France 2007, 374). Respondents completed the MLQ and LPFR survey to measure their perception of the team leader's leadership style and listening practices. A symbol of this instinct – the protective presence of the shepherds – is the shepherd's crook that was used to identify a person and was the modern equivalent of a gun (Stuart 2006, 139).
Laniak, referring to Joshua 1:5, says: «The promise to the new leader was as strong as the one made to Moses: «No one will be able to rise up against you all the days of your life. God is far "above" creation in the sense that he is greater than creation and is independent of it" (Grudem 1997, 267). Waltke says “God had not spoken to His saints since His covenant with Noah, now suddenly His creative word is to bless the tribes and nations through Abraham” (Waltke 2001, 202).
Birch states, "The vocabulary is a prophetic utterance" in 2 Samuel 23:2-3, "The Spirit of the LORD spoke through me; His words were on my tongue. Rubin suggests that "the ability to use language to communicate within a specific situation" is the essence of communicative competence (Rubin, 1990, 19). Communicative competence is "the ability of two or more people to jointly create and maintain a mutually satisfactory relationship by constructing appropriate and effective messages" (O'Hair et al. 1997, 20).
The motivation to listen indicates the value and importance of the relationship for the interlocutor. The last component, attention, is based on the cognitive skills of the persons involved in the conversation (Rubin. The International Listening Association (ILA) defines listening as "the process of receiving, constructing meaning and responding to spoken and/or non-verbal messages" (Emmert 1996, 2).
Of the 28 questions, only six addressed an aspect of listening (Snavely and Walters 1983). Wolvin and Coakley developed the Wolvin-Coakley Sequential Model (WCSM) for listening, defining listening as an interpersonal activity of "the process of receiving, attending to, and assigning meaning to aural and oral stimuli" (Wolvin and Coakley 1996, 74). Team members and cluster leaders rated their perceptions of the team leader's leadership style and listening practices.
The table above shows significant correlations between transformational leadership and each of the dimensions of listening. A strength of the study's research design was the use of two well-proven and reliable instruments to measure leadership style and listening practices.
CONCLUSIONS
What are the implications for IMB team leaders and other leaders as they express their leadership style and gain a greater understanding of listening practices. Transformational leadership style and listening practices have a statistically significant relationship across five of six dimensions of listening. Kouzes and Posner say "the best way to overcome obstacles is to meet, look, listen and discuss".
Significantly, each of the six listening dimensions was positively related to transformational leadership (see Table 14). Depending on the personality of the leader, transactional leaders can also respond as dictators or benevolent tyrants (Bass and Riggio 2006, 62). Passive/avoidant leadership style and listening practices have a statistically significant inverse relationship with the listening dimensions of empathy, memory, respect, and responsiveness.
Compared to MLQ norms, none of the IMB team leaders had a passive/avoidant leadership style. The nature of this leadership style indicates innovation, going beyond current procedures and pushing the boundaries in pursuit of the vision. Communication is an essential aspect of the leadership process and this study provides additional support that effective listening improves leadership skills.
Training will teach the principles of leadership style with a focus on transformational and transactional leadership. As part of the initial job training and church member orientation process, leadership styles and listening practices must be learned because they are fundamental to the. The relationship between leadership and listening can help both profit and non-profit organizations make meaningful and measurable changes in leadership style and listening practices.
A reexamination of the listening dimension could be conducted for LPFR as suggested by Orick and Ellis in their dissertations (Orick 2002; Ellis 2003). Transformational leadership style is positively correlated with five of the six listening dimensions, and transactional leadership style is positively correlated with listening dimensions such as empathy, memory, and responsiveness. Example: This questionnaire describes the leadership style of the individual mentioned above, as you perceive it.
