This document outlines the goals, objectives, and agenda for a church leadership workshop. The workshop aims to call church leaders into fellowship, create awareness of leadership roles, and provide an understanding of the church's mission. It will discuss keys to a successful church like programs, organization, morale, and leadership. The workshop also defines leadership, covers human relations and group decision-making, and motivates leaders to achieve goals that inspire belief. The overall goal is to develop better leaders who understand their roles in guiding the church.

1. CHURCH LEADERSHIP
WORKSHOP
Presented by
AMANUEL KURA

2. GOALS
1. To call into fellowship and mutual spiritual enrichment
the church leadership.
2. To create a better awareness of the role of the
church leaders in such a way as to energize and
enhance the work of the present leadership.
3. To provide an awareness of church programs
designed to meet the needs of all kinds of members
(age, gender, sex, interest).
4. To provide an opportunity for social interchange
between members of the Body of Christ.
5. To arrive at some understanding of where our
church stands in relation to it’s mission.

3. OBJECTIVE
To develop better leaders for our local church by providing
this training session for learning that each person will
understand his/her role in the leadership process of our
church.

4. STATEMENT OF PURPOSE
“Know Ye not that I must be about my Father’s Business…”
(Luke 2:49b)
 This Workshop is designed to be a reflection, discussion, study and
fellowship session for church leaders and members.
 Our coming together is intended to promote a closer relationship
between the precious women and men who provide guidance and
direction for the Body of Christ. We also plan to continue prayerful and
careful consideration of where we are going as a Church Family desirous
of truly being “about my Father’s business”.
 Improved planning and implementation, better communication and
coordination, more vision and creativity rooted in the power and
presence of the Holy Spirit—these are our aims.
 Once again, with this effort, we continue the process of sailing our
great “Old Ship of Zion” further in the waters of the 21st century.

5. KEYS TO A SUCCESSFUL CHURCH
1. Program: A particular agenda by which the church
attempts to carry out her mission, goals, and objectives.
2. Organization: An intentional framework designed to
accomplish or achieve the basic goals, objectives, or
mission of the church.
3. Morale: An enthusiastic spirit of excitement about
meeting or achieving the goals and objectives of the
church’s program.
4. Leadership: An appointed or elected body or group
designated to carry out the purpose and will of the
church’s program. In other words, persons who serve to
lead the church into action.

6. DEFINITION OF LEADERSHIP
1. Ordway Tead says that “leadership is the activity of
influencing people to co-operate toward some goal which they
come to find is desirable”.
2. Christian Theology: “The noble art of cooperatively
planning and in collaboration achieving the goals God has set
for human beings in the life and teachings of Jesus Christ.
3. In essence, a leader is a Christ-like personality, who
through wisdom, self-sacrifice and labor cooperates with
others in finding and doing the will of God.

7. A questionnaire used some years ago had a question which asked
pastors “to write a brief definition of leadership without consulting
books or other persons”. Some of the responses were as follows:
1. One with proper training in certain fields, who knows the
problems- and has ability to solve it.and one who has ability to lead
others.
2. Leadership is to know what needs to be done, know how to do it,
and then to get others to follow.
3. Leadership is taking the responsibility in a group activity and
leading other in the doing of that activity.
4. The ability needed to direct a group or persons toward a set goal.
5. Leadership is the art of carrying out on your own an
assignment involving other people – the capacity to
improvise when needed and to command when
necessary.

8. WHAT IS YOUR DEFINITION OF
LEADERSHIP?
______________________________________________
______________________________________________
______________________________________________
______________________________________________

9. In almost every one of the definitions written by the
pastors surveyed, three elements came to the fore:
1.Leadership is an ability.
2.Leadership involves working with other people.
3.Leadership involves progressing toward some kind of a
goal.

10. HUMAN RELATIONS IN CHRISTIAN
LEADERSHIP
We should understand that the greatest problem in church
leadership is getting along with people. Most of the
problems in human relations stem from
misunderstanding or misjudging of the other person. A
decrease of such misunderstanding lies at the root of
successful human relations.

11. SUGGESTIONS FOR SUCCESSFUL HUMAN
RELATIONS
1. Attempt to be broad-minded
2. Try to familiarize oneself with persons as individuals
3. Try to view the person in the singular rather than the plural
4. Observe the person in varying situations
5. Take time to “read between the lines”
6. Understand the psychological factors that motivate behavior
7. Strive to avoid the unpleasant traits of one’s own personality.
a. Selfishness
b. Sarcasm
c. Defensiveness
d. Self-Pity
e. Moodiness

12. BE ALBE TO PAY THE PRICE OF
LEADERSHIP
The price of leadership is not a small one; it includes
faithfulness and self-denial.
WORKING WITH PEOPLE IN GROUPS
A proper participatory view of leadership involves a maximum
amount of group activity.
Two factors are necessary in light of this demand.
1. The present and continuing leadership of the church must
understand how groups operate, and be able to work with
people in groups.
2. The selection and training of future leaders should be geared
toward the mechanics and dynamics of group operation.

13. COMPARISON
HEALTHY
A group is healthy when:
1. All the members speak up about
what they think.
2. Decisions are worked through until
a general consensus of agreement is
reached.
3. Well-informed members contribute
ideas in the area of their competence.
4. A member’s value is judged by the
merit of his/her idea.
5. The whole group handles
questions that concern the whole
group.
6. Major issues get major time.
SICK
A group is sick when:
1.A few members do all the talking.
2. Most members mumble assent.
3. Competent people sit silently
by.
4. New people with good ideas are
not listened to.
5. Decision-making is quickly
referred to committees.
6. Minor issues consume the major
time.

14. COMPARISON
Healthy (cont’d)
7.Major issues evoke mature
approaches to change and “working
through”.
8.Minor issues are settled with the
attention they deserve.
9.Decisions reached by thorough
participation are final and
satisfactory.
10. Members really understand one
another’s ideas, plans, and
proposals.
11. Members objectively center
interest on goals and tasks.
Sick (cont’d)
7.Minor and simple issues make
people steamed and boil.
8. Major issues are passed over.
9.The same subjects, supposedly
settled, keep coming up again.
10. Quick judgments are passed on
issues people do not understand.
11. Members subjectively talk about
people in scapegoating fashion.

15. Healthy (cont’d)
12. The group carries forward in the
performance of tasks and the
achievement of goals.
13. The group works goal-wise toward
change.
14. Rewards and criticism are shared.
15. Initiative and responsibility are
encouraged by growth in a sense of
personal confidence, competence and
worth.
16. Search for help from all sources is
continuous.
17. Information is fed back into the
group.
18. The worth of persons is respected.
19. Experience is considered the
occasion for growth in love and
responsibility.
20. Action is God-related.
Sick (cont’d)
12. The group accomplishes little in
absence of the chairperson. (Pastor)
13. The group is afraid to change,
14. Rewards and criticism are
concentrated in a few.
15. Initiative and responsibility are
stifled by dependence.
16. No resources outside the group
are drawn upon.
17. Little is told to the group.
18. The person is squelched in his/her
expression and stunted in his/her
growth.
19. Action lacks altitude and depth,
remaining on the horizontal plane
without vertical relationships to God.
20. Action is self-centered.
COMPARISON

16. AN OUTLINE OF GROUP DECISION
PROCEDURES
1. Seeing what the problem is
a. What is the situation? (What, Who, Why?)
b. What factors in the situation are important and must be taken into account?
c. What are the specific questions to be decided.
2. Considering possible alternatives
a. Examination of possibilities:
1. What are the alternatives?
2. What are the grounds for agreement?
3. What are the grounds of disagreement?
b. Exploration of differences as to facts and points of view:
1. What additional information is needed? How can it be secured?
2. Can the differing points of view be talked out?

17. AN OUTLINE OF GROUP DECISION
PROCEDURES
3. Reaching a conclusion
a. What decisions will best take into account the
relevant factors, the purpose and desires of the group the
various points of view?
b. What are the reasons for this decision?
4. Moving toward action
a. What are the ways and means of putting the
decision into effect?
b. What are the next steps? Whose responsibility?
(What, When, How?)

18. STEPS TOWARD MOTIVATION
1. Motivation depends upon information: The needs are made known, the objectives are
clarified openly, and the program proceeds on the assumption that an informed people will
respond intelligently.
2. Motivation is involved with the changing of group attitudes: Attitude changes increase with
a decrease in ego involvement of group members. In other words, as one becomes less
self-centered, he/she becomes more motivated toward participation in group activities and,
therefore, toward satisfactory achievement.
a. Understanding one’s motivation helps one to understand other people.
“Doing unto others” but by reducing blocks which prevent one from listening
to, and thus understanding the other person.
b. Motivation, like growth, is inherent within people. Hence, the task to the leader
is not so much that of “motivating others” as it is lf “unleashing” and
helping to harness the motivation that is already there.
c. We all respond to a situation as we see it. Thus, one way to influence
another person’s behavior is to help him/her get a more accurate view of what
is reality. (This also applies to our own behavior!)
“These are great days to carry the banner of Jesus Christ. The light shines brightest where
the darkness is deepest, and the salt is most pungent where the danger of rottenness is
greatest. We have the promise that the gates of hell shall not prevail against the cause
which we seek to forward.”

19. Perhaps the words of Charles Wesley’s hymn were never more relevant for the
church’s leadership than they are now:
A charge to keep I have,
A God to glorify;
A never-dying soul to save
And fit it for the sky.
To serve the present age,
My calling to fulfill;
O may it all my powers engage
To do my Master’s will!
Arm me with jealous care,
As in Thy sight to live;
And O Thy servant, Lord, prepare
A strict account to give!


20. WHAT IS LEADERSHIP?
When God creates a leader, He gives him/her the capacity to make things happen.
1. LEADERSHIP is a quality;
- management is a science and an art
2. LEADERSHIP provides vision;
-management supplies realistic perspectives
3. LEADERSHIP deals with concepts;
-management relates to functions
4. LEADERSHIP exercises faith;
-management has to do with fact.
5. LEADERSHIP seeks for effectiveness;
-management strives for efficiency
6. LEADERSHIP is an influences for good among potential resources;
-management is coordination of available resources organized for maximum
accomplishment.
7. LEADERSHIP provides direction;
-management is concerned about control.
8. LEADERSHIP strives on finding opportunity;
-management succeeds on accomplishment.

21. NATURAL
Self-Confident
Knows Men/Women
Makes own decisions
Ambitious
Originates Own Methods
Enjoys commanding others
Motivated by personal
considerations
Independent
DISSIMILARITIES BETWEEN NATURAL
AND SPIRITUAL LEADERSHIP
SPIRITUAL
Confident in God
Also knows God
Seeks to know God’s will
Self-effacing
Finds and follows God’s methods
Delights to obey God
Motivated by love for God and
Humankind
God-Dependent

22. Leadership begins with the desire to achieve, the desire to raise the standard,
the desire to attain goals.
To ACHIEVE, the leader must set goals
To SET GOALS, the leader must make decisions
To REACH GOALS, the leader must plan
To PLAN, the leader must analyze
To ANALYZE, the leader must implement
To IMPLEMENT, the leader must organize
To ORGANIZE, the leader must delegate
To DELEGATE, the leader must administrate
To ADMINISTRATE, the leader must communicate
To COMMUNICATE, the leader must motivate
To MOTIVATE, the leader must share
To SHARE, the leader must care
To CARE, the leader must believe
To BELIEVE, the leader must set goals that inspire belief and the desire to
achieve; Thus, the “process of leadership” begins and ends with goals!