The Leadership Team of Marcellin College, Bulleen gathered on 19 January 2016 to discuss Marist Leadership. The day was led by Br John McMahon.

1. Marist Leadership Day
Introduction
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
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2. Prayer
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3. Gratitude
A film by Louie Schwartzberg
Narration by Br David Steindl Rast OSB
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https://www.youtube.com/embed/nj2ofrX7jAk

4. Self Introductions
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5. Self Introductions
Perhaps these headings will prompt us
• My name:
• My symbol:
• My goal:
• My God:
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6. Overview of today’s program
Session 1 Leadership
Session 2 Marist Leadership
Session 3 Teams and Decision Making
Session 4 Shared Reflection
6 (List of groups in folder)

7. Survey Results
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8. 2. What do you understand to be
the context for our leadership day?
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9. What are your hopes for our day
together?
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10. What would you like to see take
place during the day?
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11. • `
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12. Session 1
Leadership
Marist Leadership Day
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
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13. Leaders who inspire me
Names
1. _________________
2. _________________
3. _________________
4. _________________
5. _________________
Qualities
__________________
__________________
__________________
__________________
__________________
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14. What is Leadership?
Tead (1935) defines leadership as ‘the activity
of influencing people to cooperate towards
some goal which they’ve come to find
desirable’ (Bass, 1990, p.13).
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15. Leadership
‘The leader operates on the emotional and
spiritual resources of the organisation, on its
values, commitment, and aspirations …
leaders often inspire their followers to high
levels of achievement by showing them how
their work contributes to worthwhile
ends’ (Bennis and Nanus, 1985).
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16. 16
Not Uniformity but Unity
respecting diversity
(Polyhedron)
Every part is respected
as a different part
No Yes
(Sphere)
Br Emili: https://www.youtube.com/watch?v=JM6kIFT1gtk

17. 17
1 Cor 12:4-11
‘Now there are varieties of gifts, but the same Spirit; and
there are varieties of services, but the same Lord; and
there are varieties of activities, but it is the same God
who activates all of them in everyone. To each is given
the manifestation of the Spirit for the common good. To
one is given through the Spirit the utterance of wisdom,
and to another the utterance of knowledge according to
the same Spirit, to another faith by the same Spirit, to
another gifts of healing by the one Spirit, to another the
working of miracles, to another prophecy, to another the
discernment of spirits, to another various kinds of
tongues, to another the interpretation of tongues. All
these are activated by one and the same Spirit, who
allots to each one individually just as the Spirit chooses.’
Catholic Leadership

18. Transactional Leaders
• Burns sees transactional leaders as
people who ‘approach followers with an
eye to exchanging one thing for another:
jobs for votes, or subsidies for campaign
contributions. Such transactions
comprise the bulk of the relationships
among leaders and followers, especially
in groups, legislatures, and parties’ (Bass,
1990, p.23).
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19. Transformational Leaders
• Burns believes the transformational
leader goes further, ‘seeking to satisfy
higher needs, in terms of Maslow’s (1954)
need hierarchy, to engage the full person
of the follower (Bass, 1990, p.23).
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20. Maslow’s Theory of
Hierarchical Needs
http://www.slideshare.net/sidbarat/maslows-theory-of-hierarchy-of-needs
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21. Leaders more than
Managers
1. Leaders think longer term.
2. Leaders think about the larger
organisation.
3. Leaders take their team members beyond
the boundaries.
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22. Leaders more than
Managers
4. Leaders emphasise vision, values and the
intuitive.
5. Leaders have the political skill to cope
with conflicting requirements of multiple
constituencies.
6. Leaders think in terms of renewal
required by ever-changing reality.
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23. My natural way of leading
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
_____________________________________
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24. Session 2
Marist Leadership
Marist Leadership Day
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
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25. The following people display
these forms of leadership
• Traditional
• Legalistic
• Charismatic
• Laissez-faire
• Servant
• Transactional
• Transformational
___________________
___________________
___________________
___________________
___________________
___________________
___________________
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26. 26
Marist Leadership
Rarely Sometimes Always
Bureaucratic
Catholic
Charismatic
Instructional
Servant
Traditional
Transactional
Transformational

27. Our Marist Identity
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1. Identifies with Marcellin Champagnat
2. Acts like Mary
3. Adopts Characteristics
4. Nurtures Community
5. Embraces a Specific Mission

28. 1 Identifies with Marcellin
Champagnat
‘The group’s way of living the Gospel was
a reflection of the character, values, and
spirituality of its leader, Marcellin
Champagnat. His spirituality was deeply
influenced by his own personality.’ (WFR6)
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29. Catholic Education
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We keep alive the attitude of Father Champagnat, as did
our first Brothers, by giving ourselves whole - heartedly to
the task assigned to us … in union with the Church. (C17)
First and foremost every Catholic
institution is a place to encounter the living
God who in Jesus Christ reveals his
transforming love and truth. (Benedict XVI, Address to
Catholic Educators in the United States, 2008)

30. Letter from Paris
Below is an excerpt from Br Augustin’s recently published book on Marcellin Champagnat.
8.3 Leadership from afar
The mere fact that almost all of his letters from Paris are addressed to Brother Franço up to date about all important
developments at the Motherhouse, and he had to see to it that Marcellin’s precise instructions and wishes concerning
current problems and daily decisions were followed and carried out.
The directions Marcellin gave Brother François were unambiguous:
I presume, my very dear Brother, that when I reach home, you will not be satisfied with telling me from memory the
different incidents which may have taken place during my absence. It is very important that I be well informed about
everything, so that I can continue to govern the house with the help of your advice and that of the other members. It is
important that you have written a day by day account, since my departure. Discuss it with Brothers Stanislas, Jean-
Marie and the other Brothers who have employment; Brother Bonaventure, a memorandum also about what
concerns him. I do not mean just the Brothers who are in the house, but even those in the establishments: the requests
made, in a word, everything which concerns or should concern the superior of a community.” (185)
This is a very informative passage indeed, showing unmistakably again his great qualities
as a leader and organiser. On the one hand, he gives unequivocal instructions from his position as the confident superior
but, on the other, he very much values collective, even democratic decision-making, specifying the role of those who
should be involved (Hendlmeier, 2008, 56-57).
Bibliography
Hendlmeier, A. (2008). Marcellin Champagnat Saint and Founder of the Little Brothers of Mary A portrait based on his
letters. Haaksbergen: Marist Brothers.
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31. 31
Are you weak enough to
become Superior General?
Br Emili: https://www.youtube.com/watch?v=JM6kIFT1gtk
Are we weak enough to allow God to act in our lives?

32. 2. Acts like Mary
Made contemporary by
each generation …
[Marist spirituality]
retains its Marial and
apostolic dimensions.
Our task is to incarnate
this spirituality in the
many cultures and
situations in which the
Institute finds itself at
the moment (WFRp.9).
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33. 33
The Wedding Feast at Cana
John 2:1-5
On the third day there was a wedding in
Cana of Galilee, and the mother of Jesus
was there. Jesus and his disciples had
also been invited to the wedding. When
the wine gave out, the mother of Jesus
said to him, “They have no wine.” And
Jesus said to her, “Woman, what concern
is that to you and to me? My hour has not
yet come.” His mother said to the
servants, “Do whatever he tells you”.
‘Through her instructions to the servants the
mother of Jesus, who at that hour will become
the mother of all believers, begins here her role
of nurturing faith.’ (Byrne, 2014, p.55)

34. 3. Adopts Characteristics
We are inspired by the home of Nazareth
to develop those attitudes that make
family spirit a reality: love and
forgiveness, support and help,
forgetfulness of self, openness to others
and joy. This style of relating has become
a characteristic of our way of being
Marist.
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35. 35
Marist Education
1. Learning
2. Faith Development
3. Solidarity with the Poor
4. Discerning Leadership
5. Responding Prophetically to the World
McMahon, 2005, pp.3-9
(Article in the folder)

36. Influence over power
’The University of Melbourne’s Glyn Davis, now
the country’s longest-serving vice-chancellor,
heads the list. Not because he’s prevailed where
others haven’t. Not just because he’s still here.
But because Davis is the epitome of influence
over power. A man of ideas, Davis’s raison d’etre
is conceiving the impossible dream and taking
everyone along on the journey to achieve it.
Behind the scenes, his influence in unequalled
because anyone as intelligent and considered as
Davis can only be ignored by a fool’
(The Australian, 13th January, 2016, http://www.theaustralian.com.au/news/special-
features/higher-education-30-most-influential-2016/news-story/
32518529239a8924d6da4f29919ca349)
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37. Buffer’s Ten most Important
Values for Today’s World
bufferopen. (2015). Retrieved from https://open.buffer.com/buffer-values/ 37

38. 4. Nurtures Community
Marists understood their project to be a
sharing in Mary's work of bringing Christ-life
to birth and being with the Church as it came
to be born. It was a work which they hoped
would touch every diocese of the world, and
would be structured like a multi-branched
tree (WFR11).
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39. 39
Below is an excerpt from Hugh Mackay’s recently published book ‘The Art of
Belonging’ (2014, pp.28-29).
‘In cities, towns and suburbs all around the Western world, the same concern is
being aired: do we look out for each other as much as we used to? Are
neighbourhoods functioning as well as they did in the past?
Some of this might be good old-fashioned nostalgia, but there’s a sufficiently
persistent pattern of concern to warrant some investigation. And the starting point
is to recognise that the two most common complaints about ‘decline’ in Western
societies are inextricably linked. First: Our communities are not functioning as well as
they once did. Second: Our shared values are not as clear or strong as they once were;
the idea of right and wrong is more slippery than it used to be. How can you separate
those two things? The moral sense is, after all, a social sense: we develop our moral
codes and systems out of the experience of learning how to get along with other
people - first in the family, then in the classroom and the playground, and finally in
the wider community. It’s not the values we’re taught that shape our true morality:
it’s what works in practice.
Cohesive communities produce coherent moral systems. So communities are
not just places where we can belong; they are also places where we learn to tell right
from wrong and distinguish good from bad. Communities are our moral teachers
and, when they’re working well, they’re also our moral guardians’.
Bibliography
Mackay, H. (2016). The Art of Belonging. Sydney: Pan Macmillan.
Community and Morality

40. Moral Leadership
‘I am pleased that you have seen the article on Brother Bill. I realised in my
research on his life that what he had done through his botanical work had a
far greater good because of his love for God in living out his vocation. I felt
that his work should not be hidden under a bushel as it could give light to
our world that has lost many of its moral compasses. I felt that it was also
timely in the light of Pope Francis Encyclical Laudato Si where we are
implored to care for our common home. This Pope’s vision certainly
imbued Bro Bill’s work. I can readily find various key paragraphs in the
encyclical to explain the significance of Bro Bill’s work. Various people in the
botanical world who I shared it with gave me very good feedback about the
article.’
Augustine Doronila
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41. 41
‘I am because we are’
The whole is greater than the part.
The group gives us our identity.
We are invited to go beyond our own
boundaries.
Br Emili Turu

42. Today’s Digital World says
People are Self Directed and
Seeking Meaning
Kennedy, C. (2015). Tips to evolve your digital marketing. Retrieved from https://
plus.google.com/+marketo/posts
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43. Helen Timperley speaks about
Professional Conversations
Enablers: Resources, Relationships,
Challenge, Processes, Knowledge and
Culture
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https://www.youtube.com/watch?v=XJrkAENKjzw

44. 5 Specific Mission
Marcellin and his first Brothers saw in … [the
Memorare in the snow event] a deeper reality:
God's choice of them to share in the same
mission that was entrusted to Mary (WFR7).
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45. Marist School
A Marist School is a centre of learning, of life
and of evangelising. As a school, in leads
students ‘to learn to know, to be competent,
to live together and most especially, to grow
as persons’ (ITF, 126).
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46. Marists Look to the Future
• ‘… we are already experiencing a change in
moving towards a global mindset,
increasing interculturality and further
involving the laity at all levels’ (Olivari).
Leaders of the New Models of Animation, Government and Management Project
gather. (2015). Latest news on the site. Retrieved from http://
www.champagnat.org/400.php?a=6&n=3762
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47. Marist Leaders
1. Communicate life (engaging)
2. Participate in the community (communal)
3. Are theologically attuned (discerning)
4.Focus on the other (servant)
5.Facilitate growth (transformational)
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48. Session 3
Teams and Decision
Making
Marist Leadership Day
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
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49. 49
Most of us are members of
a Leadership Team
and
leaders of another team
Our responsibilities
differ in each

50. Guidelines for Marist Team
Members
1. __________________________________
2. ___________________________________
3. ___________________________________
4. ___________________________________
5. ___________________________________
6. ___________________________________
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51. 51
Guidelines for Team Members
1. We respect each other
2. We support each other
3. We appreciate everyone’s
contribution
4. We’re always professional
5. We operate in a spirit of fun and
friendship
6. We keep it positive
7. We’re a gossip free zone
8. We deal with our disagreements in
private.
Christensen, 2016, pp.40-41

52. Proposed Marist Decision
Making Process
1. __________________________________
2. ___________________________________
3. ___________________________________
4. ___________________________________
5. ___________________________________
6. ___________________________________
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53. Marist Decision Making
1. The Leader makes decisions after
appropriate discernment.
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54. Marist Decision Making
2. Everyone affected by a decision is
consulted prior to the decision being taken.
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55. Marist Decision Making
3. Leaders are elected or appointed for fixed
terms of office, normally three years
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56. Marist Decision Making
4. Members change groups from time to
time.
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57. Marist Decision Making
5. Periodically groups come together for
assemblies involving all the groups in the
organisation.
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58. Marist Decision Making
6. All groups follow the same constitution or
charter.
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59. Marist Decision Making
7. The leader of the assembly appoints the
group leaders.
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60. Marist Decision Making
8. Complaints can be made to the
assembly leader about the group leader,
after informing the group leader.
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61. Marist Decision Making
9. All decisions and consultations are
documented.
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62. Marist Decision Making
10. Group leaders maintain close contacts
with Church authorities.
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63. 63
Unless the grain of wheat …

64. Session 4
Shared Reflection
Marist Leadership Day
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
64

65. M
65
Marcellin College 2016
A Thriving Marist Community
With whom do I identify in this group?

66. 66
Reflection Time

67. 67
Our Team’s Marist
Leadership Goals
My Hopes
for

68. Our team’s leadership goals
for 2016
1. __________________________________
2. ___________________________________
3. ___________________________________
4. ___________________________________
5. ___________________________________
6. ___________________________________
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69. 69
My Marist Leadership
Goals for 2016

70. My leadership goals for 2016
1. __________________________________
2. ___________________________________
3. ___________________________________
4. ___________________________________
5. ___________________________________
6. ___________________________________
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71. Further Study on Marist
Leadership
Location: Marist College, Canberra
Dates: 6-7 August and 27-28 August, 2016
Course: Marist Educational Leadership
Presenter: Br John McMahon
Accreditation: ACU Masters
john.mcmahon@marists.org.au
www.mte.org.au
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72. Contact for Marist Tertiary
Programs
• Website: www.mte.org.au
• Blog: www.johnmcmahon.id.au
• Email: john.mcmahon@marists.org.au
• Facebook: www.facebook.com/maristblog
• Slideshare: http://www.slideshare.net/
johnmcmahon
• Twitter: @johnrmcmahon
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73. Concluding Prayer
(Booklet in the folder)
Peppers Resort
Moonah Links
Tuesday 19th January, 2016
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74. Our Sources
• Burns, J. (1978). Leadership. New York:
Harper & Row
• Burns, J. (2003). Transforming
Leadership. London: Atlantic.
• bufferopen. (2015). Retrieved from
https://open.buffer.com/buffer-values/
• Christensen, M. (2016). Be a Network
Marketing Leader. New York:
AMACOM.
• Constitutions and Statutes. (2011). Rome:
Marist Brothers of the Schools.
• Estaún, A. (Ed.). (2007). Water from the
Rock. Rome: Institute of the Marist
Brothers.
• Gardner, J. (1990). On Leadership. New
York: The Free Press.
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75. Our Sources
• Greenleaf, R. (1977). Servant Leadership.
Mahwah: Paulist.
•In the Footsteps of Marcellin Champagnat
A Vision for Marist Education Today.
(1998). Rome: The International Marist
Education Commission.
• Kennedy, C. (2015). Tips to evolve your
digital marketing. Retrieved from
https://plus.google.com/+marketo/posts
• Leaders of the New Models of Animation,
Government and Management Project
gather. (2015). Latest news on the site.
Retrieved from http://
www.champagnat.org/400.php?
a=6&n=3762
75

76. Our Sources
• Maslow’s Theory of Hierarchy of Needs.
(2015). Retrieved from
www.slideshare.net/sidbarat/maslows-
theory-of-hierarchy-of-needs
• McMahon, J. (2005). Beginnings.
Champagnat, 7(1), 3-9.
•Roth, G., & Wittich, C. (Eds.). (1978
[1921]). Max Weber Economy and
Society. Berkeley: University of
California Press.
• Timperley, H. (2015). Enablers of Effective
Professional Conversations. Retrieved
from https://www.youtube.com/watch?
v=XJrkAENKjzw
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