Smart Discipleship: Applying Transformational Leadership to a Discipleship Model of Worship, to Train Ministers for Smart Phone Engagements.
This work advances the scientific body of knowledge surrounding three domains of communication: 1) transformational leadership; 2) Christian discipleship; and 3) smartphone/social media interaction. Its aim is to develop an online training model to prepare ministers to conduct 21st century discipleship.
Global leadership a new framework for a changing worldKaungHtetZawSMU
This document proposes a new framework called the Global Leadership Model (GLM) for developing global leaders. The GLM has four key aspects:
1) It identifies four domains of leadership - transactional, transformational, conscious, and transpersonal - moving beyond prior frameworks focused on tasks and relationships.
2) It incorporates six levels of leadership intelligence beyond just cognitive and emotional intelligence.
3) It connects the four leadership domains to the six levels of intelligence to create a comprehensive framework.
4) It aims to help organizations identify and develop global leaders to succeed in today's complex, interconnected world.
Leadership, Ethics, and Communications: Foundations of a Sustainable Organiza...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
Impact of Social Media on Organizational Culture: Evidence from PakistanMuhammad Arslan
This paper investigates the impact of social Media on Organizational culture. The approach used in this paper
was to give the application and significance of development of Social media for organizations. With an
introduction to social media, organizational culture is focused by studying communication, business focus,
workplace harmony, workplace behaviors, and business discipline. A self-administered survey is used to collect
responses from employees working at different organizations through e-mail and various social media tools. The
main result of the research is the validation of the research framework of employees operating in the SME’s of
Pakistan. It has been found that organizational culture is considerably affected by development and application
of social media for business related activities in organizations.
A Framework for Evaluating the Impact of Organizational Structure on Knowledg...Eswar Publications
Today, knowledge management as the systematic application of measures that tangible and in tangible assets for purposes of the application of existing knowledge inside and outside the organization shall control and guidance and the way to create value and new knowledge improves. This study aims to provide a framework for evaluating the impact of organizational structure on knowledge management and ICT Tehran Municipality has been made.
The study of the nature of the application; descriptive – survey is, the study sample of 400 employees of Tehran municipality is ICT. Of these, 200 subjects were selected. In order to gather the views of staff, two questionnaires were distributed among employees.
The 39-question questionnaire sample group organizational structure (with three sub-scale formalization, centralization and complexity with 22, 9 and 7RP) and 28 questions of knowledge management (with three subscale creation, transfer and retain knowledge with 6, 11 and 11 questions) responded.
Data from the questionnaires using Spearman correlation and structural equation modelling using software (AMOS v.20) and (SPSS v.19) was analyzed.
Results of structural equation modelling showed that both recognition and focus on organizational dimensions of knowledge management was a significant inverse relationship. The complexity of the dimensions of knowledge management has a direct and significant relationship. Significant relations show that each of the three dimensions of organizational structure directly in knowledge creation, knowledge transfer and retention of knowledge in the organization are affected. Employees who voluntarily and spontaneous creation, transmission and preservation of knowledge activities.
This document is a thesis submitted in partial fulfillment of a master's degree. It examines the theory that disaffected Muslims living in western countries are being radicalized through online social networks to carry out terrorist acts. The thesis uses a qualitative analysis method called Fuzzy Set Qualitative Comparative Analysis to study 17 case studies from the US and UK against 10 criteria related to radicalization. The results show that the online radicalization theory explains some but not all of the cases, though the number explained appears to be increasing. The thesis will analyze the case studies in depth and compare the results to the radicalization theory.
Rethinking, redefining and reinventing leadership in the modern society the r...Alexander Decker
This document discusses the need for ethical leadership in fostering sustainable development. It begins by outlining some of the key skills of traditional leadership models, such as the ability to inspire shared visions and motivate people. However, it notes that traditional, charismatic leadership is often focused on short-term goals and solutions to immediate problems rather than long-term sustainability. In contrast, sustainability leaders are dedicated to long-term prosperity and recognize the need to meet present needs without compromising future generations. The document argues that today's interconnected global challenges require new forms of capable, responsible, and effective leadership focused on sustainability.
The document discusses how the Jewish concept of "Tikkun Olam", which means "world repair", drives innovation. "Tikkun Olam" originated in early rabbinic teachings and evolved to encompass social justice and the moral duty to change the world for the better. As science and technology have become powerful tools for impact, "Tikkun Olam" motivates Jewish people to engage in innovation through entrepreneurship. The diaspora experience also fostered Jewish interest in knowledge creation. This, combined with "Tikkun Olam", helps explain Israel's success in science and technology.
The document summarizes Scott Hutcheson's presentation on effective strategies for community change. It discusses how community change issues have become more complex over time and strategies must account for this. Effective strategies are characterized by network structures, asset-based frameworks, iterative planning and implementation, inclusion of short-term goals, decentralized implementation, use of metrics for learning, high trust among participants, and ensuring readiness for change. Ineffective strategies tend toward hierarchies, deficits, linear processes, long-term goals, centralized control, metrics for accountability, low trust, and lack of readiness.
Global leadership a new framework for a changing worldKaungHtetZawSMU
This document proposes a new framework called the Global Leadership Model (GLM) for developing global leaders. The GLM has four key aspects:
1) It identifies four domains of leadership - transactional, transformational, conscious, and transpersonal - moving beyond prior frameworks focused on tasks and relationships.
2) It incorporates six levels of leadership intelligence beyond just cognitive and emotional intelligence.
3) It connects the four leadership domains to the six levels of intelligence to create a comprehensive framework.
4) It aims to help organizations identify and develop global leaders to succeed in today's complex, interconnected world.
Leadership, Ethics, and Communications: Foundations of a Sustainable Organiza...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
Impact of Social Media on Organizational Culture: Evidence from PakistanMuhammad Arslan
This paper investigates the impact of social Media on Organizational culture. The approach used in this paper
was to give the application and significance of development of Social media for organizations. With an
introduction to social media, organizational culture is focused by studying communication, business focus,
workplace harmony, workplace behaviors, and business discipline. A self-administered survey is used to collect
responses from employees working at different organizations through e-mail and various social media tools. The
main result of the research is the validation of the research framework of employees operating in the SME’s of
Pakistan. It has been found that organizational culture is considerably affected by development and application
of social media for business related activities in organizations.
A Framework for Evaluating the Impact of Organizational Structure on Knowledg...Eswar Publications
Today, knowledge management as the systematic application of measures that tangible and in tangible assets for purposes of the application of existing knowledge inside and outside the organization shall control and guidance and the way to create value and new knowledge improves. This study aims to provide a framework for evaluating the impact of organizational structure on knowledge management and ICT Tehran Municipality has been made.
The study of the nature of the application; descriptive – survey is, the study sample of 400 employees of Tehran municipality is ICT. Of these, 200 subjects were selected. In order to gather the views of staff, two questionnaires were distributed among employees.
The 39-question questionnaire sample group organizational structure (with three sub-scale formalization, centralization and complexity with 22, 9 and 7RP) and 28 questions of knowledge management (with three subscale creation, transfer and retain knowledge with 6, 11 and 11 questions) responded.
Data from the questionnaires using Spearman correlation and structural equation modelling using software (AMOS v.20) and (SPSS v.19) was analyzed.
Results of structural equation modelling showed that both recognition and focus on organizational dimensions of knowledge management was a significant inverse relationship. The complexity of the dimensions of knowledge management has a direct and significant relationship. Significant relations show that each of the three dimensions of organizational structure directly in knowledge creation, knowledge transfer and retention of knowledge in the organization are affected. Employees who voluntarily and spontaneous creation, transmission and preservation of knowledge activities.
This document is a thesis submitted in partial fulfillment of a master's degree. It examines the theory that disaffected Muslims living in western countries are being radicalized through online social networks to carry out terrorist acts. The thesis uses a qualitative analysis method called Fuzzy Set Qualitative Comparative Analysis to study 17 case studies from the US and UK against 10 criteria related to radicalization. The results show that the online radicalization theory explains some but not all of the cases, though the number explained appears to be increasing. The thesis will analyze the case studies in depth and compare the results to the radicalization theory.
Rethinking, redefining and reinventing leadership in the modern society the r...Alexander Decker
This document discusses the need for ethical leadership in fostering sustainable development. It begins by outlining some of the key skills of traditional leadership models, such as the ability to inspire shared visions and motivate people. However, it notes that traditional, charismatic leadership is often focused on short-term goals and solutions to immediate problems rather than long-term sustainability. In contrast, sustainability leaders are dedicated to long-term prosperity and recognize the need to meet present needs without compromising future generations. The document argues that today's interconnected global challenges require new forms of capable, responsible, and effective leadership focused on sustainability.
The document discusses how the Jewish concept of "Tikkun Olam", which means "world repair", drives innovation. "Tikkun Olam" originated in early rabbinic teachings and evolved to encompass social justice and the moral duty to change the world for the better. As science and technology have become powerful tools for impact, "Tikkun Olam" motivates Jewish people to engage in innovation through entrepreneurship. The diaspora experience also fostered Jewish interest in knowledge creation. This, combined with "Tikkun Olam", helps explain Israel's success in science and technology.
The document summarizes Scott Hutcheson's presentation on effective strategies for community change. It discusses how community change issues have become more complex over time and strategies must account for this. Effective strategies are characterized by network structures, asset-based frameworks, iterative planning and implementation, inclusion of short-term goals, decentralized implementation, use of metrics for learning, high trust among participants, and ensuring readiness for change. Ineffective strategies tend toward hierarchies, deficits, linear processes, long-term goals, centralized control, metrics for accountability, low trust, and lack of readiness.
Ethical Leadership for Nigeria’s Development: An Ibibio Virtue Ethics ApproachAJHSSR Journal
ABSTRACT: The aim of this paper is to show the application of Ibibio (African) ethics in solving major
moral problems in Nigeria's leadership crisis. In Ibibio traditional society, the shared norms are what define the
culture of the Ibibio people. Prohibitions concerning issues like stealing, embezzlement of public funds, and
corruption, among others attract societal disapproval and punishment, serving as a deterrent to others and thus
engendering positive values through abstention. What held the nation back and has continued to do so is rooted
in the lack of ethical leadership. The greatest issue in leadership in Africa, particularly Nigeria, is that of moral
bankruptcy - a complete lack of ethics and ethical principles among leaders. African ethics was employed to
achieve the purpose of the paper. This work argues that the non-existence of ethics in leadership promotes
unethical behaviour among leaders and followers such as the present condition of uncommon looting and
corruption in the country. This paper concludes that sustainable development would be illusive unless there is a
paradigm shift from the present self-centred leadership paradigm to African ethics and principles as exemplified
in Ibibio ethical leadership.
organizational culture beginnings of an hei through the leadership of a visio...INFOGAIN PUBLICATION
This research aims to document how founders or leaders of organizations create organizational cultures. It takes one educational institution as its unit of analysis since, as this founder himself articulated, “Schools have a peculiar culture; and that all organizations develop their own culture and each one manifests unique characteristics which are either supportive of, or resistive of change.” An organization’s culture is usually the result of the leader’s initiatives geared towards realizing its vision. Schein’s seminal work on the primary embedding mechanisms of organizational culture shall serve as the theoretical model of this research. Utilizing the qualitative research design that relied on in-depth interviews, the researcher found out that the leader (in the person of Br. Rafael Donato) had adopted the six primary embedding mechanisms of Schein namely: what leaders pay attention to, measure, and control on a regular basis; how leaders react to critical incidents and organizational crises; how leaders allocate resources; deliberate role modeling, teaching, and coaching; how leaders allocate rewards and status; and how leaders recruit, select, promote, and excommunicate people. Interview results revealed the various approaches and strategies of this leader in forming, shaping, and developing an organizational culture that transformed this entity from a seemingly lethargic college to a dynamic and progressive institution that has achieved national accreditation. All throughout his administrative stint, he invested largely on people development that was sustained by his successors.`
CHAT (Cultural Historical Activity Theory) was developed by cognitive psychologists to understand how people develop understandings of the world and create learning from those meanings. It combines systems, learning, and developmental components to allow meanings to expand towards action. Connectivism describes learning in a digital age as occurring through connections within networks, where learning resides outside of individuals and in diverse opinions. Both theories see disturbances and contradictions as opportunities for expansive learning through cycles of activity.
Effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document discusses the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on how the shared Islamic beliefs of the Malay people helped project their economy from one that was previously disadvantaged to one that is now looked to as a leader in Islamic finance. Three key Islamic institutions in Malaysia - Islamic financial institutions, zakat institutions, and waqf institutions - are examined in terms of how they have positively contributed to the micro and macro economy through savings, consumption, investment, growth, and poverty alleviation. The introduction of these institutions is linked to an Islamic resurgence movement in Malaysia that sought to re-establish Islamic values and practices in government and society following the secularization that occurred during colonial rule.
11.effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document summarizes research on the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on three key Islamic institutions in Malaysia - Islamic financial institutions, Zakat institutions, and Waqaf institutions - and how they have positively contributed to the micro and macro economy. These institutions have helped boost savings, consumption, investment, economic growth, and poverty alleviation. The study examines how the coming together of Malay Muslims based on their shared Islamic beliefs has strengthened the overall economy and projected Malaysia as a leader in Islamic economics globally.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also the denial of cognitive abilities. The authors argue that functional stupidity, defined as a lack of reflexivity, substantive reasoning and justification, can facilitate organizational functioning by providing certainty. However, it can also trap organizations in problematic patterns of thinking. The authors develop a model of functional stupidity and how it arises from contexts dominated by image and symbolic manipulation, and is reinforced through "stupidity management" that represses doubt.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also on a lack of reflexivity and justification. The authors argue that functional stupidity, which refers to an absence of questioning and avoidance of justifications, is prevalent in contexts dominated by image and symbolic manipulation. This can have productive outcomes like providing certainty, but also corrosive consequences like creating individual and organizational dissonance. The paper aims to challenge the assumption that organizations solely rely on intelligence and to propose a new concept to understand organizational life.
The following describes an approach to ethics as driven by the energies and dynamics of our human potentialities and, giving rise to what we describe as ethical dynamics.
This document provides a guide for media activists on planning and evaluation methods to advance media justice and movement building. It discusses the importance of participatory and collaborative processes that share power, promote diversity of ideas, and relevance to people's lives. Planning approaches should recognize that change takes time and consider both interim steps and long-term goals. Evaluation should serve social justice aims and increase equity. The guide offers tools like timelines, theory of change models, and power analyses to support long-range strategy development and help ensure processes reflect the values of participation, inclusion, and shared leadership.
Why ethical dynamics?
For most of us, the ‘real’ ethics that matter, what we describe below as the values that inspire us, the principles and norms in our way of dealing with the world and, the relationship commitments and qualities that drive our ongoing behaviors, are specific to each one of us and evolve on the basis of who we hope to become or, more prosaically, to find satisfaction in our lives and avoid the pitfalls that would bring it to an end. We could say, ethics – its components – in the best of circumstances evolve to bring about a world that will contribute to our human development and, for many, our human happiness with its ups and downs.
On the other hand, we know only too well that our ethics as an individual or institution are contingent on those ethical components e.g., values or principles, that will resonate positively with our social or physical environment via relationships that will permit their actualization only on the basis that they will contribute to those ethics that will foster the growth of those others in the relationship. Parents often learn this the hard way when a child decides to leave or, when a politician loses an election badly. One could say ethics are like a dance with some core moves e.g., values, and an infinite number of subtleties that have to be ‘harmonized’ e.g., relationship commitments and qualities, depending on circumstances or opportunities.
The approach is predicated on such a dynamic understanding of who we are and how we go about creating our world.
In summary…
The approach has been motivated by the belief that as ‘human’ beings we are ‘condemned’ to move towards a world of more open, shared and responsible ethical dynamics – however utopian this may seem for many at this point in time - indeed, that the socio-political energies required to bring about the social qualities and social goods needed for our very survival and growth as a species were predicated on the degree of success of such an endeavor; and, from an ethical perspective, we could say that it became our overriding ethical aspiration that this approach – as a social good - help us move towards such a world.
The document proposes a model called FUN21 CCDC (Focused Umbrella Network for 21st Century Citizenship and Community Democracy Clubs) to promote participatory democracy through local organizing. The goal is to create independent progressive grassroots organizations in each community that focus first on common philosophy, mission, and structure rather than single issues. Key aspects include forming local clubs that commit to attending local government meetings together, networking clubs statewide, and adding additional engagement opportunities over time to build a vibrant participatory network from the local to national levels. The model aims to make participation easy and enjoyable in order to overcome obstacles to grassroots organizing.
This document outlines a course on governance and leadership given at the National Graduate Institute for Policy Studies in Tokyo, Japan. The course, taught by Professor Ginandjar Kartasasmita and Assistant Professor Gatot Sudaryono, covers various topics related to leadership such as definitions of leadership, the evolution of leadership theories, trait versus process leadership, assigned versus emergent leadership, and types of leadership. It provides definitions of leadership from various scholars and outlines the key components of leadership as involving influence, occurring in groups, and involving common goals.
Institutional decay and religious proliferation inAlexander Decker
The document discusses institutional decay and religious proliferation in Nigeria. It argues that while institutions are critical to societal functioning, Nigeria is experiencing widespread institutional decay across both governmental and non-governmental sectors. Religious proliferation has occurred alongside this decay. However, rather than strengthening morality, religion has contributed to its erosion due to issues like mere formalism and lack of cohesion among religious groups. The paper examines the relationship between institutional decay and religious proliferation in Nigeria and their impacts.
Tabatha Perez is seeking a challenging position that allows her to utilize her skills and grow professionally. She has over 10 years of experience in administrative and receptionist roles, including her current role at Cerebral Palsy of New Jersey where she greets visitors, answers phones, assists applicants, and performs various clerical duties. Previously, she has held roles processing loans and mortgages, and also has experience as a server. She has skills in Microsoft Office, customer service, and is bilingual in English and Spanish.
Este documento descreve o plano de estudos para o curso de Reumatologia no 4o ano de Medicina da Fundação Lusíada. O curso é semestral com 3,5 horas semanais, ministrado por 3 professores. Inclui aulas teóricas, discussão de casos clínicos e atividades práticas no ambulatório de um hospital. O plano detalha os tópicos a serem ensinados e o cronograma das atividades para cada semestre.
Can strangers walk into a bedroom and know the owner's personality as well as their close friends? Do individuals have a different view of themselves compared to the ones their friends see? Whose opinion is the more accurate one?
Create a table with columns A-D. In the rows will be the Big 5 traits you will be grading each room on. Each bedroom has 2 slides of pictures each. Look carefully at the details and score on a scale from 1 (least) to 5 (most) on the Big 5 Traits: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism. Guess whether each room belongs to a male or female!
FOR EXACT CHART EXAMPLE LOOK UNDER TAB FILES NEXT TO CLUB NAME.
At the very end of the PPT is a table revealing each bedroom owner's gender and personality scores. The blue ones are what the owner believes is representative of him/herself after taking a personality test. The gray scores are the average scores from five good friends.
The music video script describes shots that will be included in a music video for the song "Tsunami" by DVBBS & Borgeous. The script outlines various camera shots between 0:00-3:06 that will show the artists setting up equipment and performing for a crowd at a venue. Many of the shots will cut between close-ups of the artists, long shots of the dancing crowd, and medium shots from different angles of the venue. The artists will be wearing masks in all performance shots.
This image analysis summarizes key visual elements of photos of various artists:
- The 50 Cent photo uses informal symmetry and intimidating body language to represent rap culture. High/low key lighting draws attention to his hat.
- The Bloc Party photo captures the indie scene with casual clothing, similar colors, and informal symmetry to present them as a collective.
- Jimi Hendrix's brightly colored clothes represent the era. Low key lighting highlights his face with guitar filling the other half.
- The Machine Head photo could better use the rule of thirds but grayscaling suggests they are music industry veterans. Black clothing and long hair represents the metal genre.
This document provides a tutorial on the architectures of field-programmable devices (FPDs) such as FPGAs and CPLDs. It defines relevant terminology, describes the evolution of FPDs from early PLAs and PALs to more complex CPLDs and high-capacity FPGAs. The architectures of commercially available FPDs are discussed, including details on logic blocks, interconnects, and the different programmable switch technologies used, such as SRAM, EPROM, and antifuses.
This general concept brief is for a Nonprofit Hybrid Model I'm working on. If this at all drives a bit of curiosity, please take a peak. Any feedback is much appreciated and be as critical as you would like!
Ethical Leadership for Nigeria’s Development: An Ibibio Virtue Ethics ApproachAJHSSR Journal
ABSTRACT: The aim of this paper is to show the application of Ibibio (African) ethics in solving major
moral problems in Nigeria's leadership crisis. In Ibibio traditional society, the shared norms are what define the
culture of the Ibibio people. Prohibitions concerning issues like stealing, embezzlement of public funds, and
corruption, among others attract societal disapproval and punishment, serving as a deterrent to others and thus
engendering positive values through abstention. What held the nation back and has continued to do so is rooted
in the lack of ethical leadership. The greatest issue in leadership in Africa, particularly Nigeria, is that of moral
bankruptcy - a complete lack of ethics and ethical principles among leaders. African ethics was employed to
achieve the purpose of the paper. This work argues that the non-existence of ethics in leadership promotes
unethical behaviour among leaders and followers such as the present condition of uncommon looting and
corruption in the country. This paper concludes that sustainable development would be illusive unless there is a
paradigm shift from the present self-centred leadership paradigm to African ethics and principles as exemplified
in Ibibio ethical leadership.
organizational culture beginnings of an hei through the leadership of a visio...INFOGAIN PUBLICATION
This research aims to document how founders or leaders of organizations create organizational cultures. It takes one educational institution as its unit of analysis since, as this founder himself articulated, “Schools have a peculiar culture; and that all organizations develop their own culture and each one manifests unique characteristics which are either supportive of, or resistive of change.” An organization’s culture is usually the result of the leader’s initiatives geared towards realizing its vision. Schein’s seminal work on the primary embedding mechanisms of organizational culture shall serve as the theoretical model of this research. Utilizing the qualitative research design that relied on in-depth interviews, the researcher found out that the leader (in the person of Br. Rafael Donato) had adopted the six primary embedding mechanisms of Schein namely: what leaders pay attention to, measure, and control on a regular basis; how leaders react to critical incidents and organizational crises; how leaders allocate resources; deliberate role modeling, teaching, and coaching; how leaders allocate rewards and status; and how leaders recruit, select, promote, and excommunicate people. Interview results revealed the various approaches and strategies of this leader in forming, shaping, and developing an organizational culture that transformed this entity from a seemingly lethargic college to a dynamic and progressive institution that has achieved national accreditation. All throughout his administrative stint, he invested largely on people development that was sustained by his successors.`
CHAT (Cultural Historical Activity Theory) was developed by cognitive psychologists to understand how people develop understandings of the world and create learning from those meanings. It combines systems, learning, and developmental components to allow meanings to expand towards action. Connectivism describes learning in a digital age as occurring through connections within networks, where learning resides outside of individuals and in diverse opinions. Both theories see disturbances and contradictions as opportunities for expansive learning through cycles of activity.
Effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document discusses the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on how the shared Islamic beliefs of the Malay people helped project their economy from one that was previously disadvantaged to one that is now looked to as a leader in Islamic finance. Three key Islamic institutions in Malaysia - Islamic financial institutions, zakat institutions, and waqf institutions - are examined in terms of how they have positively contributed to the micro and macro economy through savings, consumption, investment, growth, and poverty alleviation. The introduction of these institutions is linked to an Islamic resurgence movement in Malaysia that sought to re-establish Islamic values and practices in government and society following the secularization that occurred during colonial rule.
11.effects of spiritual capital on muslim economy the case of malaysiaAlexander Decker
This document summarizes research on the effects of spiritual capital on the Muslim economy in Malaysia. It focuses on three key Islamic institutions in Malaysia - Islamic financial institutions, Zakat institutions, and Waqaf institutions - and how they have positively contributed to the micro and macro economy. These institutions have helped boost savings, consumption, investment, economic growth, and poverty alleviation. The study examines how the coming together of Malay Muslims based on their shared Islamic beliefs has strengthened the overall economy and projected Malaysia as a leader in Islamic economics globally.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also the denial of cognitive abilities. The authors argue that functional stupidity, defined as a lack of reflexivity, substantive reasoning and justification, can facilitate organizational functioning by providing certainty. However, it can also trap organizations in problematic patterns of thinking. The authors develop a model of functional stupidity and how it arises from contexts dominated by image and symbolic manipulation, and is reinforced through "stupidity management" that represses doubt.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also on a lack of reflexivity and justification. The authors argue that functional stupidity, which refers to an absence of questioning and avoidance of justifications, is prevalent in contexts dominated by image and symbolic manipulation. This can have productive outcomes like providing certainty, but also corrosive consequences like creating individual and organizational dissonance. The paper aims to challenge the assumption that organizations solely rely on intelligence and to propose a new concept to understand organizational life.
The following describes an approach to ethics as driven by the energies and dynamics of our human potentialities and, giving rise to what we describe as ethical dynamics.
This document provides a guide for media activists on planning and evaluation methods to advance media justice and movement building. It discusses the importance of participatory and collaborative processes that share power, promote diversity of ideas, and relevance to people's lives. Planning approaches should recognize that change takes time and consider both interim steps and long-term goals. Evaluation should serve social justice aims and increase equity. The guide offers tools like timelines, theory of change models, and power analyses to support long-range strategy development and help ensure processes reflect the values of participation, inclusion, and shared leadership.
Why ethical dynamics?
For most of us, the ‘real’ ethics that matter, what we describe below as the values that inspire us, the principles and norms in our way of dealing with the world and, the relationship commitments and qualities that drive our ongoing behaviors, are specific to each one of us and evolve on the basis of who we hope to become or, more prosaically, to find satisfaction in our lives and avoid the pitfalls that would bring it to an end. We could say, ethics – its components – in the best of circumstances evolve to bring about a world that will contribute to our human development and, for many, our human happiness with its ups and downs.
On the other hand, we know only too well that our ethics as an individual or institution are contingent on those ethical components e.g., values or principles, that will resonate positively with our social or physical environment via relationships that will permit their actualization only on the basis that they will contribute to those ethics that will foster the growth of those others in the relationship. Parents often learn this the hard way when a child decides to leave or, when a politician loses an election badly. One could say ethics are like a dance with some core moves e.g., values, and an infinite number of subtleties that have to be ‘harmonized’ e.g., relationship commitments and qualities, depending on circumstances or opportunities.
The approach is predicated on such a dynamic understanding of who we are and how we go about creating our world.
In summary…
The approach has been motivated by the belief that as ‘human’ beings we are ‘condemned’ to move towards a world of more open, shared and responsible ethical dynamics – however utopian this may seem for many at this point in time - indeed, that the socio-political energies required to bring about the social qualities and social goods needed for our very survival and growth as a species were predicated on the degree of success of such an endeavor; and, from an ethical perspective, we could say that it became our overriding ethical aspiration that this approach – as a social good - help us move towards such a world.
The document proposes a model called FUN21 CCDC (Focused Umbrella Network for 21st Century Citizenship and Community Democracy Clubs) to promote participatory democracy through local organizing. The goal is to create independent progressive grassroots organizations in each community that focus first on common philosophy, mission, and structure rather than single issues. Key aspects include forming local clubs that commit to attending local government meetings together, networking clubs statewide, and adding additional engagement opportunities over time to build a vibrant participatory network from the local to national levels. The model aims to make participation easy and enjoyable in order to overcome obstacles to grassroots organizing.
This document outlines a course on governance and leadership given at the National Graduate Institute for Policy Studies in Tokyo, Japan. The course, taught by Professor Ginandjar Kartasasmita and Assistant Professor Gatot Sudaryono, covers various topics related to leadership such as definitions of leadership, the evolution of leadership theories, trait versus process leadership, assigned versus emergent leadership, and types of leadership. It provides definitions of leadership from various scholars and outlines the key components of leadership as involving influence, occurring in groups, and involving common goals.
Institutional decay and religious proliferation inAlexander Decker
The document discusses institutional decay and religious proliferation in Nigeria. It argues that while institutions are critical to societal functioning, Nigeria is experiencing widespread institutional decay across both governmental and non-governmental sectors. Religious proliferation has occurred alongside this decay. However, rather than strengthening morality, religion has contributed to its erosion due to issues like mere formalism and lack of cohesion among religious groups. The paper examines the relationship between institutional decay and religious proliferation in Nigeria and their impacts.
Tabatha Perez is seeking a challenging position that allows her to utilize her skills and grow professionally. She has over 10 years of experience in administrative and receptionist roles, including her current role at Cerebral Palsy of New Jersey where she greets visitors, answers phones, assists applicants, and performs various clerical duties. Previously, she has held roles processing loans and mortgages, and also has experience as a server. She has skills in Microsoft Office, customer service, and is bilingual in English and Spanish.
Este documento descreve o plano de estudos para o curso de Reumatologia no 4o ano de Medicina da Fundação Lusíada. O curso é semestral com 3,5 horas semanais, ministrado por 3 professores. Inclui aulas teóricas, discussão de casos clínicos e atividades práticas no ambulatório de um hospital. O plano detalha os tópicos a serem ensinados e o cronograma das atividades para cada semestre.
Can strangers walk into a bedroom and know the owner's personality as well as their close friends? Do individuals have a different view of themselves compared to the ones their friends see? Whose opinion is the more accurate one?
Create a table with columns A-D. In the rows will be the Big 5 traits you will be grading each room on. Each bedroom has 2 slides of pictures each. Look carefully at the details and score on a scale from 1 (least) to 5 (most) on the Big 5 Traits: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism. Guess whether each room belongs to a male or female!
FOR EXACT CHART EXAMPLE LOOK UNDER TAB FILES NEXT TO CLUB NAME.
At the very end of the PPT is a table revealing each bedroom owner's gender and personality scores. The blue ones are what the owner believes is representative of him/herself after taking a personality test. The gray scores are the average scores from five good friends.
The music video script describes shots that will be included in a music video for the song "Tsunami" by DVBBS & Borgeous. The script outlines various camera shots between 0:00-3:06 that will show the artists setting up equipment and performing for a crowd at a venue. Many of the shots will cut between close-ups of the artists, long shots of the dancing crowd, and medium shots from different angles of the venue. The artists will be wearing masks in all performance shots.
This image analysis summarizes key visual elements of photos of various artists:
- The 50 Cent photo uses informal symmetry and intimidating body language to represent rap culture. High/low key lighting draws attention to his hat.
- The Bloc Party photo captures the indie scene with casual clothing, similar colors, and informal symmetry to present them as a collective.
- Jimi Hendrix's brightly colored clothes represent the era. Low key lighting highlights his face with guitar filling the other half.
- The Machine Head photo could better use the rule of thirds but grayscaling suggests they are music industry veterans. Black clothing and long hair represents the metal genre.
This document provides a tutorial on the architectures of field-programmable devices (FPDs) such as FPGAs and CPLDs. It defines relevant terminology, describes the evolution of FPDs from early PLAs and PALs to more complex CPLDs and high-capacity FPGAs. The architectures of commercially available FPDs are discussed, including details on logic blocks, interconnects, and the different programmable switch technologies used, such as SRAM, EPROM, and antifuses.
This general concept brief is for a Nonprofit Hybrid Model I'm working on. If this at all drives a bit of curiosity, please take a peak. Any feedback is much appreciated and be as critical as you would like!
This document discusses efficient algorithms for computing the discrete Fourier transform (DFT), specifically the fast Fourier transform (FFT). It covers several FFT algorithms including decimation-in-time, decimation-in-frequency, and the Goertzel algorithm. The decimation-in-time algorithm recursively breaks down the DFT computation into smaller DFTs by decomposing the input sequence. This allows the computation to be performed in O(NlogN) time rather than O(N^2) time for a direct DFT computation. The document also discusses optimizations like in-place computation to reduce memory usage.
This document summarizes the cover designs, styles, and genres represented on three different album designs: Wiz Khalifa's hip-hop album O.N.I.F.C, Machine Head's heavy metal album The Blackening, and Coldplay's indie album MyloXyloto. Key elements like fonts, colors, and images are described and related to conventions of the genres represented.
O documento descreve a anatomia, fisiologia e semiologia da pele humana. A pele é composta por três camadas - epiderme, derme e hipoderme - e protege o corpo enquanto permite a termorregulação. Lesões da pele podem ser classificadas de acordo com cor, textura, forma e outros aspectos visuais e táteis.
The document discusses Pascal's principle and its applications in hydraulics. It begins with an introduction to Pascal's principle, which states that pressure in a confined fluid is transmitted equally in all directions. It then provides examples of how hydraulic systems use Pascal's principle as a force multiplier. Finally, it gives practice problems demonstrating how to calculate pressures and forces in hydraulic systems using the relationships defined by Pascal's principle.
O documento discute a insuficiência renal aguda e crônica. A insuficiência renal aguda pode ser pré-renal, pós-renal ou renal, e suas principais causas incluem diminuição do fluxo sanguíneo renal, obstrução do fluxo urinário e lesões renais. A insuficiência renal crônica causa progressiva e irreversível dos rins. O documento também descreve os estágios da doença renal crônica e seus principais sintomas e tratamentos.
2100. 4 класс Урок 2.88. Координаты точек на плоскостиavtatuzova
Презентация к уроку математики в 4-м классе Образовательной системы «Школа 2100» (учебники «Моя Математика» авторы Т.Е.Демидова, С.А.Козлова, А.П.Тонких).
Математика. 4 класс Урок 2.88. Координаты точек на плоскости
Эту презентацию можно посмотреть по адресу:
http://avtatuzova.ru/publ/4_klass_shkola_2100/matematika_2100_4_klass_urok_2_88_koordinaty_tochek_na_ploskosti/63-1-0-479
Остальные презентации расположены:
http://avtatuzova.ru
Phillips Global Consult - Escritório Virtualluizvale
Este documento oferece serviços de atendimento telefônico, endereço comercial, sala de reunião e tradução/interpretação para empresas. A empresa fornece atendimento de chamadas, envio de recados, uso de seu endereço e uma sala de reuniões em shopping de Brasília, além de tradução entre inglês, português e espanhol.
Sabarna Bhattacherjee is seeking a career as a statistician and analyst where he can apply his skills in predictive modeling, data mining, data management, and analysis. He has a M.Sc. in Statistics from the University of Burdwan with a CGPA of 8.75 and is currently participating in a statistical training program with the Indian Statistical Institute in Kolkata. He has experience conducting regression modeling, time series analysis, cluster analysis, and logistic regression projects.
Este documento convoca a los estudiantes del programa de Microbiología a presentar la prueba genérica de conocimientos ECAES. Detalla el procedimiento que incluye pre-registro a cargo de la Vicerrectoría Académica, pago de $51.000 antes del 30 de octubre, y registro en la página web del ICFES usando un PIN entre el 3 y 8 de noviembre. La fecha de presentación de la prueba es el 29 de noviembre. Además, todos los estudiantes que ya culminaron deben presentar la prue
Group 8_Contemporary thought in Management.pptxMANASA759282
The document discusses several topics in contemporary management thought, including knowledge sharing and social capital in multicultural organizations, the relationship between learning organizations and performance, and approaches to leadership and organizational change management. It notes that knowledge drives economic growth and competitive advantage depends on sharing and applying information. Social capital facilitates global knowledge sharing by providing information flows and trust across cultures. Research also suggests learning organizations adapt more quickly to change and have higher performance. The document also discusses models of organizational change and the influence of national culture on change management approaches.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
This document outlines the course SFM 711 titled "Conservation and Rural Development". It covers development theories and approaches across two units. Unit 2 covers development theories, paradigms of development thinking, trends in development theories, conservation and development, sustainable development and goals. It discusses classical, populist, neo-liberal and livelihood approaches. Theories covered include poverty alleviation, dependency, modernization, neo-liberalization, environmentalism, sustainable development, and feminist theories.
This document summarizes a study on organizational learning in non-profits. It finds that while non-profit leaders value knowledge sharing, there are three common barriers: a lack of clear learning goals, insufficient incentives for participation, and uncertainty around effective knowledge sharing processes. It provides examples of how organizations like KIPP charter schools, World Vision, and others are working to address these barriers through communities of practice, setting measurable learning goals, and integrating learning into everyday work.
This document provides an abstract and introduction for a thesis examining how transformational leadership and top management support influence the relationship between social capital and knowledge sharing. The abstract indicates that the study surveyed professionals to analyze how leadership style and top management values moderate the impact of social capital on knowledge sharing. The introduction reviews literature showing social capital increases knowledge sharing and discusses how leadership could impact this relationship. It proposes that leadership style and top management support may interact to influence the effect of social capital on knowledge sharing, but this relationship has not been previously examined. The research question asks how the interaction between leadership style and top management support influence the relationship between social capital and knowledge sharing.
This document summarizes a research article that explores the organizational factors that allowed BRAC, a large NGO in Bangladesh, to become a sustainable social enterprise. The researchers conducted a case study of BRAC to evaluate its organizational strategy and ability to maintain its values as an NGO while operating social enterprises. Key findings were that BRAC addressed social and client needs through its unique model and strategy. Visionary leadership and competent management also helped BRAC become financially sustainable while continuing its social mission. The study provides insights into how other NGOs can establish social enterprises, especially in contexts with informal economies and unstable political systems.
A Leadership Development Programme A Case Study Of Transformative Learning I...Jeff Brooks
This document summarizes a case study of a leadership development program in Qatar. The program aimed to foster transformative learning experiences for Qatari leaders. Interviews and documentation from the program were analyzed. 11 themes were identified that either fostered or hindered transformative learning, such as identifying stakeholder expectations, the selection process, program structure, and cultural interactions. The program intensity pushed participants beyond discomfort into feeling overwhelmed and stressed at times, indicating a need for balance. The case study provides insights into designing culturally sensitive leadership programs that facilitate transformative learning experiences.
The Aymara population constitutes the main social and cultural identity of the Arica and Parinacota Region in Chile and for more than five decades has continued to face a series of local difficulties due to globalization, technological change and a neoliberal market economy with little government support. Numerous villages in the Andean foothills and high plateau continue to live in conditions of poverty. However, collective leadership has proven to be an innovative tool to address various market failures and institutional barriers that hinder their social and economic development at the territorial level. This digital book analyzes the main theoretical and practical postulates for collective strategies led by indigenous communities to be effectively developed in their cultural and territorial context.
The document discusses the author's plans to pursue a Doctorate in Education for Higher Learning and Adult Learning. They intend to focus on building new pedagogies and addressing issues like social stratification and disparities.
The author outlines two strategies for building professional networks: 1) Reaching out to colleagues to understand strengths and weaknesses and address contributions. 2) Teaching self-regulation to develop self-awareness and transform leaders and environments.
The author's two goals are to investigate new sciences of learning using computers for collaboration, and to study national innovation and the shaping of public policy through education.
Economic Insights – Trends and Challenges Vol.X(LXXIII) NoEvonCanales257
Economic Insights – Trends and Challenges
Vol.X(LXXIII)
No. 3/2021
1 - 12
Leading Change with the Heart: Exploring the
Relationship between Emotional Intelligence and
Transformational Leadership in the Era of Covid-19
Pandemic Challenges
Carlton Brown1, Uzoechi Nwagbara2*
1 Management Consultant, Associate Lecturer, London School of Business & Finance, 2 Bunhill Row,
London, EC1Y 8HQ, United Kingdom
2 Associate Lecturer, University of Sunderland in London, 197 Marsh Wall, Isle of Dogs, London, E14
9SG, United Kingdom; Professor of management, ICT University, Messassi, Zoatupsi, Yaoundé,
Cameroon
e-mail: [email protected]
DOI: 10.51865/EITC.2021.03.01
Abstract
In recent decades, effective leadership theorising, perceptions and studies have shifted attention to
interpersonal skills and the leader’s capacity to inspire, encourage and motivate subordinates as well as
create and maintain a sense of positive contribution to the whole of the organisation. This
conceptualisation is in sharp contrast to prior studies and conceptualisations resonating with controlling,
planning and target-oriented leadership. Consequently, this article takes as its premise the relationship
between emotional intelligence (leading with the heart) and transformational leadership within the
purview of COVID-19 (coronavirus) pandemic challenges. It is thus argued here that in times of crisis
that humanity (and the organisation specifically) is faced with at the moment unleashed by COVID-19
pandemic challenges, a style of leadership that takes as its focal point emotional intelligence mediated by
transformational leadership can be instrumental in leading business organisation through this epoch. The
methodology used here is steeped in cursory look at prior, relevant literature on these phenomena and
how it helps to inform a conceptual framework that could help in shedding new light on how to confront
the challenges of Covid-19 through effective leadership. This paper concludes that in times of crisis –
particularly the one ushered in by Covid-19 – a medley of emotional intelligence and transformational
leadership is necessary to drive effective change for organisation, which would help them to bounce back
and operate profitably and sustainably.
Keywords: emotional intelligence; transformational leadership; leading change; COVID-19 pandemic
challenges.
JEL Classification: M12; M30; D83.
*
Corresponding author
2 Carlton Brown, Uzoechi Nwagbara
Introduction
COVID-19 (coronavirus) pandemic has been described as a form of epic test of leadership style,
character and strategy of business leaders/managers for many organisations and people globally
(WHO, 2020; Sahu, 2020). Great business leaders have initiated varying leadership styles and
strategies aimed at confronting the impact of the pandemic in order to reset their existence
(McKinsey, 2020), business ...
This document summarizes a research study on strategic opinion leadership for the adoption of cyberinfrastructure (CI). The researchers interviewed 15 members of the e-science community to identify strategies that opinion leaders can use to promote CI adoption. Three key strategies were identified: 1) using storytelling and tailored narratives to engage others, 2) acting as teachers/facilitators to train others to adopt innovations, and 3) enabling opinion leaders to connect with and influence many community members through interpersonal communication. The researchers conclude these strategies can be employed together to spread influence within a community and accelerate the adoption of CI.
1
Global interdependent organizational leadership Comment by [email protected]: Topic is incomplete.
(New Topic) Bridging Global Leadership Gaps in Multinational Organizations.
Department of Global Leadership,; Indiana Institute of Technology
David E. Popoola
Introduction to Research Method
Dr. Tina Abrefa-Gyan
October 30, 2021
44/50
Comment:
Your paper Will better orient the reader if you created subheadings from the following questions to address your topic:
Identify an applied topic in the field of global leadership studies and develop a question. Explain your choice of topic:
How does it relate to the field of global leadership?
Is it an applied topic and why?
Why do we need to know about this phenomenon?
Write a 5-sentence argument that relates to your topic including the following: identifying a statement, reasoning, and evidence for your argument.
The world as we know it is constantly in a state of change and still changing fast. Majority of the changes experienced are not technically bad, however, they have come with diverse rooms for adjustment, and are not suggestive, but necessary if we are to survive the waves of new ones happening around us by the second?. Before now, our distinctive features are what separate us, and pushing us apart, as people, organizations, and as countries (Setyaningrum, 2017). However, these distinctive and unique features have become a strength, bridging the gaps between usus, and causing us to rely and depend on one another (Tran, 2012). Now, as much as the strengths are not new, their discoveries or the potential buried in them are becoming more obvious and showcased for the world to see. This is true in every aspect of life, but more especially in the business and leadership world. One thing difficult to deny is, result. Quality leadership is obvious, and people will gravitate towards them, as we are in a global world where there is visibility, we are able to see leadership with results around us. So also in the business world, businesses are spreading their tentacles even at a faster rate (Setyaningrum, 2017). With the above reasons, we can see that there is a global leadership gap to be field.
Furthermore, global interdependent organizational leadership is an applied topic, as you will see throughout this paper, series of specific and really practicalpractical issues affecting the world at large due to interdependency of our world and organizations. We will also see, some very practical ways to resolve these issues. TThere are multiple reasons why businesses are moving to different countries, to mention just a few, changing business needs, lack or availability of skills set, cost of access to these skills, lack or availability of labor, mechanization, national policy, ease of business, cost of doing business, the demand of business, product or service, new targeted business, or consumer and so on (Chitakornkijsil, 2010). An example here is, the skillset and availability of labor in China are ...
Ethics and Leadership: Developing a Universal Code for an Evolving AfricaAnthony Rippon
The document discusses ethics and leadership in Africa and innovative approaches to teaching these topics. It notes that Africa currently faces challenges of eroding ethical leadership that has deterred citizens' trust in governments. It aims to develop ethical leadership models and innovative educational approaches to address this issue. This includes considering integrated, triple-bottom line reporting; stakeholder-centered corporate governance; and teaching ethics throughout higher education curricula. It also suggests flipped classroom, virtual gaming, business simulations, apprenticeships and live case studies as potential teaching methods. The goal is to cultivate dynamic, strategic African leaders who can address sustainable development challenges facing the continent.
MEMO To Director of Marketing, U.S. Park Southeast FromAbramMartino96
The document is a memo from the Director of Business Intelligence to the Director of Marketing at a park regarding monitoring of consumer social media engagement. It summarizes reports from a social media analytics firm that found growing concerns among potential and existing customers about safety at the park, and negative perceptions that the park reopened too quickly for profit rather than prioritizing safety. The director recommends aggressive brand management efforts to reverse damage to the brand's image from these safety issues and perceptions.
This study undertook an empirical view towards analyzing the role youth capacity building can play in
entrepreneurship development. This study took a descriptive approach in its design and covered a sample of 519
rural entrepreneurs drawn from selected rural communities across the three geo-political zones of Enugu state using
purposive sampling technique. Data was gathered using a five point likert scale questionnaire and was analyzed with
chi-square test using the 23.0 versions of statistical package for social sciences (SPSS). The data analysis was based
on the 413 questionnaires that were validly filled and returned by the respondents. The study noted that capacity
building is not a choice; it is a fundamental route to youth entrepreneurship development. Hence, giving hand-outs or
even equipment without needful entrepreneurial knowledge is no longer fit to pass as youth capacity building. It was
therefore concluded that for sustainable entrepreneurship development especially among the youths in Enugu state,
there is need for well structured and functional capacity building programmes. The paper recommends that; to ensure
consistency and relevance of capacity building in the act of entrepreneurship development, states must
institutionalize capacity building, Governments should invest in and leverage on existing educational institutions to
advance and reduce the cost of entrepreneurship development oriented capacity building and that there is need to
invest massively on innovation biased capacity building programmes
This document discusses the impact of social media on organizational culture in small and medium enterprises (SMEs) in Pakistan. It first defines social media and discusses its growth and uses. It then discusses organizational culture and different frameworks for understanding organizational culture. The document reviews literature on social media and organizational culture. It aims to determine the extent to which social media affects organizational culture in SMEs in Pakistan. The complexity of culture and various factors related to social media suggest it plays a key role in shaping organizational culture.
Impact of Social Media on Organizational Culture: Evidence from PakistanMuhammad Arslan
This paper investigates the impact of social Media on Organizational culture. The approach used in this paper
was to give the application and significance of development of Social media for organizations. With an
introduction to social media, organizational culture is focused by studying communication, business focus,
workplace harmony, workplace behaviors, and business discipline. A self-administered survey is used to collect
responses from employees working at different organizations through e-mail and various social media tools. The
main result of the research is the validation of the research framework of employees operating in the SME’s of
Pakistan. It has been found that organizational culture is considerably affected by development and application
of social media for business related activities in organizations.
Connected Success - The Future of the Socially Valued Organisation - 21 03 14Tim Jones
This document summarises the findings from a major foresight programme that identified the nature of future social needs and considered how organisations are expected to address these.
Undertaken via a combination of research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme has explored multiple perspectives with experts and informed people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. that has been building on its current Citizenship platform and looking ahead to shifts and options for change in the world in 2020.
This summary is being shared directly with all participants in the discussions as a record of the dialogue and its conclusions. In addition, it is also been made more widely available for continued discussion and feedback.
Knowledge Management Practices In (Comsat) Academic Library Networkinventionjournals
Our society today is immensely impacted by the progress in information and communication technologies (ICTs). Literature names this change and the rise of new environment as “period of rapid change”. There is hardly any professional or field which has not stirred by the ICTs. In this globally competitive environment, librarianship is also deeply affected by ICTs and acts as a web among all the educational institutions. Libraries of various educational institutions must go with the flow by transforming the information into knowledge and introduce productive and new services. Knowledge is indeed the root to stay firm in this economy-run society today. This research article attempts to analyze the KM tools, their usage, awareness, and advantages. This study will show how COMSAT University (CIIT) Library network around different campuses convert the intellectual assets of Library and there workers and staff members into higher productive services by using KM tools and techniques.
Similar to Mooney’s "Smart Discipleship Model" (20)
The Enchantment and Shadows_ Unveiling the Mysteries of Magic and Black Magic...Phoenix O
This manual will guide you through basic skills and tasks to help you get started with various aspects of Magic. Each section is designed to be easy to follow, with step-by-step instructions.
The Book of Ruth is included in the third division, or the Writings, of the Hebrew Bible. In most Christian canons it is treated as one of the historical books and placed between Judges and 1 Samuel.
A Free eBook ~ Valuable LIFE Lessons to Learn ( 5 Sets of Presentations)...OH TEIK BIN
A free eBook comprising 5 sets of PowerPoint presentations of meaningful stories /Inspirational pieces that teach important Dhamma/Life lessons. For reflection and practice to develop the mind to grow in love, compassion and wisdom. The texts are in English and Chinese.
My other free eBooks can be obtained from the following Links:
https://www.slideshare.net/ohteikbin/presentations
https://www.slideshare.net/ohteikbin/documents
A375 Example Taste the taste of the Lord, the taste of the Lord The taste of...franktsao4
It seems that current missionary work requires spending a lot of money, preparing a lot of materials, and traveling to far away places, so that it feels like missionary work. But what was the result they brought back? It's just a lot of photos of activities, fun eating, drinking and some playing games. And then we have to do the same thing next year, never ending. The church once mentioned that a certain missionary would go to the field where she used to work before the end of his life. It seemed that if she had not gone, no one would be willing to go. The reason why these missionary work is so difficult is that no one obeys God’s words, and the Bible is not the main content during missionary work, because in the eyes of those who do not obey God’s words, the Bible is just words and cannot be connected with life, so Reading out God's words is boring because it doesn't have any life experience, so it cannot be connected with human life. I will give a few examples in the hope that this situation can be changed. A375
The Hope of Salvation - Jude 1:24-25 - MessageCole Hartman
Jude gives us hope at the end of a dark letter. In a dark world like today, we need the light of Christ to shine brighter and brighter. Jude shows us where to fix our focus so we can be filled with God's goodness and glory. Join us to explore this incredible passage.
The forces involved in this witchcraft spell will re-establish the loving bond between you and help to build a strong, loving relationship from which to start anew. Despite any previous hardships or problems, the spell work will re-establish the strong bonds of friendship and love upon which the marriage and relationship originated. Have faith, these stop divorce and stop separation spells are extremely powerful and will reconnect you and your partner in a strong and harmonious relationship.
My ritual will not only stop separation and divorce, but rebuild a strong bond between you and your partner that is based on truth, honesty, and unconditional love. For an even stronger effect, you may want to consider using the Eternal Love Bond spell to ensure your relationship and love will last through all tests of time. If you have not yet determined if your partner is considering separation or divorce, but are aware of rifts in the relationship, try the Love Spells to remove problems in a relationship or marriage. Keep in mind that all my love spells are 100% customized and that you'll only need 1 spell to address all problems/wishes.
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Sanatan Vastu | Experience Great Living | Vastu ExpertSanatan Vastu
Santan Vastu Provides Vedic astrology courses & Vastu remedies, If you are searching Vastu for home, Vastu for kitchen, Vastu for house, Vastu for Office & Factory. Best Vastu in Bahadurgarh. Best Vastu in Delhi NCR
Sanatan Vastu | Experience Great Living | Vastu Expert
Mooney’s "Smart Discipleship Model"
1. Running head: SMART DISCIPLESHIP 1
All Rights Reserved
Smart Discipleship: Applying Transformational Leadership to a Discipleship Model of Worship,
to Train Ministers for Smart Phone Engagements
Michael P. Mooney
Research Proposal for:
National Association of Christian Ministers
Developed Under Supervision of Dr. L. Faibisch
Capella University
9/19/2014
Keywords: Christian Ministry Research, 21Century Discipleship, Leadership Theory,
Transformational Leadership, SMART Phone Communication
2. MOONEY’S SMART DISCIPLESHIP MODEL: NATIONAL ASSOCIATION OF CHRISTIAN MINISTERS
2
Abstract
This work advances the scientific body of knowledge surrounding three domains of
communication: 1) transformational leadership; 2) Christian discipleship; and 3)
smartphone/social media interaction. Its aim is to develop an online training model to prepare
ministers to conduct 21century discipleship.
3. MOONEY’S SMART DISCIPLESHIP MODEL: NATIONAL ASSOCIATION OF CHRISTIAN MINISTERS
3
TABLE OF CONTENTS
Chapter I: Introduction 3
Chapter II: Literature Review 5
Chapter III: Methodology 27
Chapter IV: Expected Results 30
Chapter V: Discussion 32
Chapter VI: References 35
4. MOONEY’S SMART DISCIPLESHIP MODEL: NATIONAL ASSOCIATION OF CHRISTIAN MINISTERS
4
Chapter 1: Introduction
Organizational leadership is a phenomenon which has particularly captured the interest of
scientific inquiry over the last 60 years. Even still, the word leadership tends to be viewed
conceptually by the imagery of imagination. Seeking to dispel the mysteries which surround
such ambiguity, scholars identify a relatively uniform acceptance of the word’s definition.
Leadership is accepted as a process of guiding people toward a shared vision (Takala, 1998).
Nevertheless, it is the identification of that process which remains unsettled. For this reason a
variety of leadership theories have emerged. It is important to evaluate leadership theories
because many of them sound like common sense at the very least, or completely brilliant at the
very best. However, when these ideas are applied, it is the results which stand as the most
objective measures. It is in results that facts may be separated from fiction. Knowledge and or
the cognitive harmony set forth by theoretical expectations remain just that –unsubstantiated
theories.
Application of transformational leadership is proposed to as a construct by which
ministers may establish and carryout a process of discipleship in the 21st
century. The focus of
this spiritually based relationship is concerned with the development deeper commitments to
God by inspiring worship beyond the routine expectations set by regular church attendance. This
will be carried out by communication which is only afforded to smart phone technology. The
overreaching purpose of this research is to determine if ministers will benefit from an online
training designed to teach the incorporation of transformational leadership principals to
discipleship relations; within the context of virtual mediums.
5. MOONEY’S SMART DISCIPLESHIP MODEL: NATIONAL ASSOCIATION OF CHRISTIAN MINISTERS
5
Chapter 2: Literature Review
Organizational Communication
Since Thomas Friedman (2006) declared the world flat, globalization has become a focus
for many organizations. Because people are the essence of organizations, it follows that global
communication has become a familiar vehicle by which to conduct business and stay connected.
Over the last 100 years, the nature of organizations and the way their members are connected has
changed dramatically. This has much to do with the growth of innovation, technology, and the
development of advanced methods of communication via. smartphones. As a result, the world is
quickly becoming a big village which is no longer separated by the borders of ocean shores and
geographical boundaries.
Currency flows freely across technological channels linked to satellites which bridge
previous economic gaps of supply and demand. As a result, new points of contact are being
established globally. For example, Coke and Pepsi products are now being carried through mud
holes and marketed to people who barely have suitable drinking water (Strategic Direction,
2008). Without the previous communication boundaries of geographical locations, new
economies are arising in places which were considered uncivilized not so long ago.
Organizations are quickly realizing the necessity to adapt, in so doing their previous
structures and hierarchies are being challenged against the functionality necessary to operate in a
24-hour marketplace unrestrained by time zones or weather conditions. Cultural diversity is at
the forefront of both the ingenuity and complexities of organizational sustainability.
Geographical regions, countries, and nations all have native cultures which play significant roles
in the integration of new constituents. By default, these variables also contribute to the continual
development of organizational cultures and subcultures. Leaders are finding themselves in the
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middle of such complexity bearing the responsibility to unite such differences into perceived
benefits which contribute to the realization of organizational objectives (Schein, 2010).
While leadership is by far not a new concept, the expression of leadership within the
context of virtual environments is. The acceptance of this practice is quickly gaining recognition
as a beneficial platform for organizational connectivity. More than 50% of American companies
are embracing the use of virtual platforms to conduct meetings and facilitate teams on some
level. This number is expected to experience a 44% in the very near future (Mukherjee, Lahiri,
Mukherjee, & Billing, 2012).
There is a growing necessity to develop new management based approaches by which to
lead within the context of virtual platforms, and to develop leaders for tomorrow. This movement
is referred to as virtual leadership development. Human Resource Managers find it as a viable
approach by which to maximize the uses of current technology while minimizing operational
expenses associated with the necessity for organizational members to interact face-to-face
(Colfax, Santos & Diego, 2009).
New Skill Sets
In order for leaders to adapt to contemporary leadership needs, they must develop new
skill sets. There are there at least four apparent categories which monitor the evolution of new
proficiencies. These include: 1) the necessity for flexibility; 2) independency; 3) service
centeredness; and 4) knowledge.
Among these competencies flexibility leads the way; characterized by strategically
embracing change in order to service with continually evolving needs. Independency is a
necessary understanding for useful integration into decentralizing organizations, resulting in less
direct supervision by managers. Customer centeredness is becoming all the more important
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because one size no longer “fits all” (or even most). Customization to individualization is the
new standards of service. For this reason, it follows that knowledge is becoming both a currency
and an expectation (Martin & Healy, 2009).
Industrial/Organizational Psychology
Known for a scientific approach to the study of workplace behavior, I/O psychology is a
natural fit into this discussion. I/O practitioners seek to offer verifiable solutions to undesirable
circumstances within organizations (SIOP, n.d.). As a branch of psychology, the discipline
focuses upon the dynamics of individual, intrapersonal, and interpersonal human relations within
the contexts of organizations. Popular areas of focus are morale, organizational citizenship
behavior, motivation, and of course leadership. Quintessentially, these areas are directly linked to
leadership in terms of their researched outcomes. People with whom I/O psychologists work are
often those within Human Resource Departments (HR) and executives, (i.e. leaders).
(Industrial/Organizational Psychology, 2009).
These describe organizational relations with professionals of this discipline. A bigger
picture of the industry is visible in this contrast. On individual levels, I/O consultants focus on
employee testing, selection, development, and attitudes. On organizational levels, consultants
focus on change, climate, culture, structure, etc. All of these categories are of direct interest of
leadership (I/O Overview, 2004).
Without question, I/O psychology is an organizationally focused discipline; thereby,
making it a topic of interest to the church. The church globally is the largest organization in the
world. Out of an estimated world population of 6.9 billion people, Christianity accounts for
some 2.18 billion. This makes Christianity the largest religion in the world; encompassing 1/3 of
the world’s population. Further, the United States contributes 11.3% of the Christian population
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in the world, and 79.5% of the US population is identified as adherents of the Christian faith
(Hackett & Grim, 2011). In consideration of these numbers, it follows that Jesus Christ is both
the most inspirational and influential leader in world history. Even though more than 2,000
years have passed since his crucifixion, today he is still noted for leading 1/3 of the world’s
population.
Defining Leadership
Leadership is identified as a process of directing people toward outcomes which
previously existed in the form of shared vision. Definitive leadership generally consists of two
commons: 1) a cooperating group, and 2) someone influencing the group toward a shared goal.
Areas where definitions of leadership differ are in relation to the identification of the influencers,
their goals, and the way in they are achieved (Takala, 1998). The very essence of leadership is
vision. Solomon, the ancient known for his wisdom says: “Where there is no vision, the people
perish” (Pro 29:18, KJV). Therefore, “Leadership determines the overall plan and infuses the
system with a character and direction…Hence the leader is a beginner of plans” (Jennings, 1961,
p. 3).
Origin of the Transformational/Transactional Theory
Transformational leadership theory began as the work of James Burns (1978). He
proposed a model of leadership consisting of two categories 1) transformational; and 2)
transactional. Burns saw these two aspects as being part of a whole toward the leadership and
management of people within organizations. However, some hold these as separate models. For
this reason, a brief differentiation is necessary.
Burns (1978) idealized leadership as being directed by influence obtained through
relationships founded on shared commitments. This approach aims to use shared values to
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develop a community willing to contribute to higher organizational objectives. Emphasis is
placed on shared agreement as a means to redefine perceptions and set new expectations. The
entire concept is rooted in the development of people though service toward greater versions of
themselves. The psychological underpinnings of transformational leadership are intrinsic and
moral motivation.
Transformational theory is a moral approach to leadership through the valuing of
human dignity by the elevation of the self-esteems, fulfillments, and actualizations of those who
follow (Whetstone, 2002). “Transformational leaders demonstrate self-confidence, the ability to
articulate a vision, a willingness to pursue the vision even if they must assume high personal
risks, and an ability to promote change” (Giampetro-Meyer et al., 1998, p. 1728). This approach
is people-centered by focus on the communication characteristics associated with “influence;
vision; trust; respect/credibility; risk-sharing/delegation; integrity; and modeling” (Hannay,
2009, p. 4).
The transactional perspective assumes “followers act in their own self-interest” (Schafer,
2005, p. 231). This approach appeals to human needs to motivate followers (Whetstone, 2002).
The concept is that humans continually evaluate their relationships in terms of valued exchanges
with the most favorable outcomes being that they receive more than they give (Locander &
Luechauer, 2006). “An effective transactional leader is one who makes it clear that those who
give something to the organization get something in return” (Giampetro-Meyer, Brown, Browne
& Kubasek, 1998, p. 1728).
While this may seem like a self-centered approach to leadership, the very concept of
leading implies that people are following leaders toward common goals. In a work environment
the most common goal is the transaction of money. If the “transaction” component is removed
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from the application of any leadership methodology in the workplace, there is likely to be loss of
influence somewhere in the process. There is no conclusive ground on which to determine if
transformational and transaction methods should be administered together as a single approach,
or separately. Scholars hold both views (Robbins & Judge, 2007; Leithwood & Poplin, 1992).
Progressive Model
Bass (1996) differentiated transformational and transactional approaches as opposites;
not intended to be studied harmoniously. This noted distinction is necessary because
transformational leadership is more clearly understood by contrast of transactional leadership.
For this reason, Bass speaks of transactional leadership with regularity in focus of his research
upon the transformational aspects of Burns’ (1978) original theory. Bass’ (1985) greatest
contribution to the development of transformational leadership is the clarity he offers by means
of the “four I’s.” The author identified four characteristics of transformational theory in the
following: 1) intellectual stimulation; 2) idealized influence; 3) individualized consideration; and
4) inspirational motivation (AKA charisma). As Giampetro-Meyer et al., (1998) describe it,
“Transformational leaders demonstrate self-confidence, the ability to articulate a vision, a
willingness to pursue the vision even if they must assume high personal risks, and an ability to
promote change” (p. 1728).
The Four “I’s”
1) Individualized consideration is described as the action of meeting member’s needs
from an individual and subjective standpoint. These needs may be emotional, physical,
professional, etc. 2) Inspirational motivation is the process of vision casting in a clear and
articulate manner which can be easily understood and pursued. 3) Idealized influence is the
aspect of building interpersonal rapport through the expression of personalities and individual
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qualities. 4) Intellectual stimulation involves the skilled expression of special knowledge in such
a way that promotes a desire to further education and the expression of creativity (Chung-Kai &
Chia-Hung, 2009).
A comparison can be seen between individualized consideration and the transactional
angle of leadership. This is evident in how the transactional approach holds the assumption that
relationships are continuously evaluated for value exchanges and individualized consideration is
the aspect of leaders meeting the needs of constituents. Those strategically utilizing the
transformational model will likely keep some sort of mental record of their contributions to the
needs of those which they lead. In so doing, a similarity between transactional thought and
individualized consideration is established.
In consideration of inspirational motivation, there also can be an observable relationship
with transactional thinking. Inspirational motivation is often descriptive of leadership’s ability to
cast a compelling vision. In such instances, it follows that there are at least two elements of
motive. 1) Leadership seeks to establish participants with which to share in their vision. 2)
Participants of a shared vision have an “interest” at heart for which they strive with others to
attain. Hence it follows that shared vision can appeal to the “what’s in it for me” question of
transactional rationale.
Nevertheless, the clear distinction of transactional leadership is characterized by
influence being dependent upon contingent rewards/consequences. From this perspective,
transactional exchanges seem better classified as management rather than leadership. Managers
allocate resources for the benefit of an institution. In essence, all employees perform this action
in one capacity or another. While there are many similarities between the two, managers allocate
resources for the benefit of an institution, “leadership is a process whereby an individual
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influences a group of individuals to achieve a common goal” (Northouse, p. 3, 2013). The
rational of those influenced by transactional methodology is that motivation is generated through
the allocation of agreements, compliments, and recompenses; oppositely coupled by corrective
measures and organizational policies (Bass & Steidlmeier, 1999).
The results of most factor studies validate that Bass (1996) rightly makes the distinction
between transformational and transactional thought (Yukl, 1999). This distinction is measured
by definition of a leader’s behaviors which contribute to motivated outcomes. In other words,
Bass (1996) observes transformational leadership by the outcomes associated with the influence
the leader develops and utilizes to motivate members toward organizational objectives.
Influential factors of leader-constituent relations are anchored in quality assessments of trust,
appreciation, and devotion held toward a leader.
Conceptually, these factors are proportional to motivating members to reach for goals
beyond their own perceived limitations, and self-interests (Bass & Steidlmeier, 1999). The
psychological underpinnings of this framework are that of self-efficacy, self-concept,
empowerment, human motivation, and rapport. Of particular interest to I/O practitioners might
be the similarities of Social Learning Theory, Locke's Goal-Setting Theory, Alderfer’s ERG
Theory, McClelland's Learned Needs Theory, Vroom’s Expectancy Theory, and Maslow’s
Hierarchy of Needs. (Barnet & Simmering, 2006).
Scientific Merit
In addition to the great contributions that Bass (1985) has made to the development of
transformational leadership, he and Avolio (1985) are also noted for originating the Multifactor
Leadership Questionnaire (MLQ). Although this test covers a verity of leadership behaviors, it is
designed specifically with transformational leadership in mind. The updated version covers five
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areas relevant to the theory. These are Idealized Attributes, Idealized Behaviors, Inspirational
Motivational, Intellectual Stimulation, and Individualized Consideration. These categories are
almost identical to the four I’s, with the exception that Idealized Influence is divided into
Idealized Attributes and Idealized Behaviors (Geisinger, et al, 2007).
The assessment is structured as a Likert scale which is designed to be administered to
organizational members to rate key behaviors of organizational leaders. Considerable research
using the MLQ supports the hypothesis that transformational leadership is measurable and leads
to the effectiveness of organizations (Yukl, 1999). The MLQ is convent for research because it
can be administered in paper or Internet based formats. Results are provided by the publishers. It
is often used by I/O consultants and researchers because the psychometric properties are well
substantiated by internal and external validities. For these obvious reasons, the assessment has
become the standard for research pertaining to transformational leadership theory. Most
importantly, the tool is said to offer the information necessary to form reasonable predictions of
individual and group behaviors attributed to performance variances in organizational
effectiveness. (Geisinger, et al, 2007).
Weaknesses in the Theory of Transformational Leadership
Yukl (1999) conducted a review of transformational leadership aimed at identifying its
weaknesses and gaps by which to propose future research. His name surely stands out among
the academic literature because it is rare that transformational theory becomes the subject of
negative focus. Yukl’s (1999) observations generally fall into two categories 1) influential
processes, and 2) influential behaviors. He demonstrates that there is a lack of clarity regarding
the influential process as a weakness in the transformational leadership approach. He argues that
influence (in the context of leadership) is a process which requires at least two people who
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engage in a sequence of communications during an unspecified timespan. The results of these
exchanges involve some form of compliance, role identification, and internalization. Further
research into these factors may offer insight into leadership behaviors which correlate to
emotional arousal, changes in beliefs, increases in commitment to a cause, and overall optimism.
Regarding influential behaviors, Yukl (1999) argues that ambiguity surrounds the
identification of specific transformational actions taken by a leader. What things should a leader
say to initiate influence by means of cognitive processes? How are leader behaviors identified
with the four I’s of transformational leadership? These things are not clear, and left to inductive
factor processes and conceptual reasoning as a means by which to observe them for purposes of
research. For example, there is substantial research which correlates idealized influence with
member satisfaction toward leadership. However, the findings also demonstrate a week
association with member motivation; which ironically is strongly supported as a quality of
transformational outcomes in general.
Additionally, factors such as psychological safety, emotional expression and espoused
beliefs are used to identify idealized influence. Yet, how these factors are differentiated from
idealized influence is not clear. Hence, Yukl (1999) argues that there are overlapping concepts
within the separated categories of the four I’s. Nevertheless, transformational leadership
continues to be supported by research correlating it with organizational effectiveness (Lowe,
Kroeck, & Sivasubramaniam, 1996), and Yukl’s (1999) findings agree. Despite the before
mentioned weakness surrounding ambiguity, transformational leadership continues to produce
desirable leadership outcomes.
Reducing Behavioral Ambiguity
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Schuh, et al. (2012) identifies team cooperation as a behavioral component of
transformational leadership. This is achieved through organizational identification; recognized as
the personal perception of belonging to an organization as a single part of a collective whole.
People who identify with organizations have the propensity to take ownership and exhibit
organizational citizenship behaviors. The authors characterize four actions of team cooperation:
1) Leaders express strong personal identification with their organizations.
2) They foster identification in organizational members by modeling courage and
dedication to the vision.
3) They highlight shared values and interests.
4) They personally coach and develop members.
Among these expressions, the concept that transformational leadership can manage and
improve team performance through conflicts. Schuh’s et al, (2012) research shows that
transformational leaders who promote team cooperation overcome conflict and increase
productivity.
Additional research demonstrates that transformational leaders effect heightened
awareness of the significance of member contributions to organizational operations. As a result,
members come to understand the importance of their continual personal development; thereby
desiring growth. (Jones, George, & Hill, 2006). In training situations where instructors utilize
transformational leadership, students are inspired to exert extra effort toward goals, utilize
resources toward greater success, and experience fulfillment in their activities (Pounder, 2008).
Leadership Development
The crux of transformational leadership is in the development of others; hence, the word
“transform.” Therefore, it is fundamentally necessary to examine the beliefs about leadership
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development as a means by which to qualify others for development. Dr. Heine (2007) points
out, it is a common myth that “‘So and so is a born leader, a person so richly endowed with
smarts and charisma that he or she seems like a walking, talking billboard for genetic
predestination’ — i.e. nature over nurture” (Reithel & Finch, 2007, p. 30). It follows that
participants in a leadership development program must share the philosophy that leadership
qualities may be cultivated in anyone willing to take initiative –not limited to those born with
charisma.
It seems fitting to consider the meaning of leadership development. This term describes a
grooming process by which to prepare organizational members for leading within their
organizations (Smither, J. W., & London, M. (2007). Leader development is similar in scope,
but is different in the focus upon the nature of the individual self-preparing for leadership vs. the
focus of development of relations between leaders and followers (Day, 2000). It is important to
note that much research on the subject clearly demonstrate the effectiveness of leadership
training programs (Boyatzis, 2008).
Approach
There are a variety of approaches by which institutions organize and standardize the
selection and preparation of leaders (Riggio, 2008). For example, some hold the view of equal
opportunity for leaders to arise from all levels; contrastingly, others believe leaders should be
chosen at employment. Still some organizations believe leaders should demonstrate proficiency
on all departmental levels; while others believe in development of specialized positions. Still,
other views hold greater concern for cultural applications to leadership by defining needs for
transformational or transactional leadership theories (Smither & London, 2007).
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Regarding leadership development, Riggio (2008) points out that, “nearly every author
mentions that leaders must develop awareness of their own leadership strengths and limitations
to capitalize on strengths and overcome shortcomings” (p. 387). Irrespective of developmental
approaches, it seems that these qualities make up the undercurrent which guides all approaches
to the preparation of leadership. It also follows that this applies to the continual development of
leadership. With this information in view, it seems advantageous for organizations to foster
culture which recognizes personal steps toward continual self-improvement. Theoretically, this
should motivate members toward a natural appreciation for their personal growth.
Virtual Factors of Leadership
Because this proposal aims to develop an online course by which to prepare ministers to
develop “smart disciples”, a consideration of distance factors pertaining to virtual
communication is necessary. Erskine (2009) identifies four evidence based factors of distance
within virtual environments: 1) geographical; 2); structural; 3) psychological; and 4) relational.
Geographical distance is likely the most obvious factor within the context of virtual
exchanges. After all, virtual platforms serve as alternatives to face-to-face communications.
Nevertheless, there are a few not so obvious factors. For example Erskine (2009) observes that
people are often less conscientious of time in geographically shared face-to-face meetings than
virtual. Additionally, leaders often notice a loss of the convenience for easily calling meetings
into focus upon the tasks at hand in virtual settings. However, it should be noted that Erskine
(2009) found no differences in the leadership influence in centrally vs virtually located members.
Structural distance describes the presence of leadership/organizational structure when
challenged by geographical distance of leaders/organizations. Erskine (2009) found that
members tend to experience autonomy and a sense of empowerment when they are distant from
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the enforced structure by leaders. However, there are also drawbacks to this freedom. Some
people do not function well without structure; thereby resulting in difficulties understanding
expectations, coordinating tasks, and receiving feedback in a timely fashion. Nevertheless, the
research did not find a significant difference between performance and structural distance.
Psychological distance describes negative emotions experienced by a perceived lack of
connectedness with leaders. Erskine’s (2009) research demonstrates a correlation between the
sense of connectedness members experience with leaders and their perceptions of trust in
leadership decisions. Additionally, coloration exists between higher levels of role satisfaction
and the willingness to defend leadership through trying circumstances. The implications follow
that developmental relations conducted within virtual environments will benefit by emphasizing
leader-member connectedness; thereby, fostering trust and contentment.
Relational distance describes the overall perceptions of favoritism relating to leader-
member relations within organizations. Organizations function through working roles of people
defined by positional hierarchies, titles, and responsibilities. In one aspect these structures are
clearly defined by organizational access, authority, and policies, yet there remains unofficial and
ambiguous structures subjectively defined by interpersonal relations (Betts, p. 115, 2004).
People generally embrace organizational environments from at least one of two
perspectives: leader to member or member to member (Chung-Kai & Chia-Hung, 2009). As a
result, favorable or unfavorable status judgments are formed based upon perceived
connectedness with leadership (Northouse, 2010). Naturally, perceived favoritism leads to
negative conclusions regarding organizational justice. If a reasonable distance is not held
between leaders and the expectations of members (with regard to their roles), perceptions of “in”
and “out” crowds may form (Deluga, & Perry, 1994). However, research suggests that such
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distance occurs at the expense of potentially increased levels of intrinsic motivation, satisfaction
and member loyalty (Erskine, 2009). Such is the essence of transformational outcomes.
Organizational justice is typically viewed through the lenses of procedural and
interpersonal transactions with leaders. Procedural judgments are formed around perceived
fairness in the enforcement of policies. Interpersonal judgments are formed by interpretations of
direct interactions with leaders. Employee attitudes about job satisfaction, commitment, fatigue,
and intentions regarding separation are all affected by perceptions of fairness in matters of
procedure, distributions, and treatment. Where trust is low, studies show that even fair
conditions have little or no effect on employee cooperation. However when trust is high,
employees are more likely to dismiss, justify, or at least minimize perceived negative
circumstances because of their relationships with leadership (Piccolo, Bardes, & Judge, 2008).
Best practices of these findings imply that effective leadership administered through
virtual channels maintains a peripheral view of these distances. Their strengths and weaknesses
are understood and leveraged to manifest desirable outcomes. Such goals include building
relationships which foster trust, empowerment, flexibility, organizational loyalty and role
satisfaction. “Exceptional leaders—in terms of their confidence, charisma, and leadership style—
motivate followers to focus on aspects of procedural and interpersonal fairness…thus enhancing
the utility of organizational justice” (Piccolo, Bardes, & Judge, p. 280, 2008).
Trust
Trust is a necessary component of positive human relations and essential to effective
leadership. This is true between individuals, groups, and organizations. In fact, without trust
people remain focused on their individual agendas. It is not until trust is established that
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individuals will genuinely redirect their energies toward mutually shared objectives (Kath,
2007).
Deluga (1994) identifies trust as the essential element of employee satisfaction,
productivity, and leadership effectiveness. Of course it follows that perceptions of an unfair
professional climate is the leading cause of suspicion and loss of trust in leadership. This
outcome aligns with equity theory which predicts that employees will give back to organizations
the proportion that they believe they are rewarded. Low quality leadership exchanges are
directly related to losses of morale and declined productivity. However, high quality
relationships result in employees feeling an obligation to return high quality labor.
Of course the assessment and establishment of trust is also contingent upon the context in
which the trust is required. For example, trust factors may rest more on faith in a technical skill
rather than personal character. Nevertheless, trustworthiness is rooted in the credibility and
reputation of the recipient. Theoretically, these factors are the products of good interpersonal
transactions that lead to commitment keeping relationships consistently over time (Glasser,
2002).
Because trust is the quintessential of positive influence, leaders should make it a central
focus of their relational outcomes. Rogers and Riddle (2006) pinpoint six best practices for
developing virtual trust:
1) Maintain one another's self-esteem.
2) Support and praise one another.
3) Keep sensitive information confidential.
4) Stand up for one another.
5) Avoid gossip or unfair criticism of others.
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6) Appreciate one another's skills and differences
Additional trust building action are “supervisor availability, competence, consistency,
discreetness, fairness, integrity, loyalty, openness, promise fulfillment, receptivity and overall
trust” (Deluga, p. 317, 1994).
Ethics
The ethical strengths of I/O Psychology are founded on a perpetual focus to improve the
dynamics of individual, intrapersonal, and interpersonal human relations within the contexts of
organizations (Industrial/Organizational Psychology, 2009). One of the limitations of the
practice is a lack of clear principals in terms of written ethical codes for the profession. Some
point to the APA’s general code as the standard for I/O ethical conduct. However, this code is
written with the perspective of therapeutic psychological practices in mind. For this reason, the
APA’s code is not well matched to the I/O practice and profession. Dr. Stephen Behnke,
Director of Ethics for the APA reports "The APA Ethics Code is inadequate for I/O psychology"
(2006, p. 66).
Nevertheless, there are a few principles from the APA code of ethics which can be
applied to this proposal. The General Principals portion of the APA’s (2010) Ethical Code of
conduct offer the following examples: Practitioners strive to benefit, safeguard, and do no harm
(principle A). Practitioners seek to establish trust (principle B). Practitioners maintain scientific
integrity (principle C). Practitioners seek to maintain justice (principle D). Practitioners support
the rights of privacy, confidentiality for individuals (principle E).
Cultural Consideration
On a national level, the US is growing rapidly. The current outcomes of this expansion
demonstrates the White population is slowing, and minorities such as Latinos are growing at
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almost 4 times the majority rate. Furthermore, the best known US minority groups such as
Asian, Native, and African, are also growing at rates greater than those of the majority
(Zoccolillo, 2008). These are clear indicators that American culture is becoming increasingly
more divers. For this reason, there is a greater necessity for multicultural awareness than ever
before, and this is only anticipated to increase. Any approach to ethical reasoning should
consider these factors in the interest of organizational populations.
Alignment of Faith and Methodology
Determining the best style of leadership to use in a given situation is no easy task. It
seems erroneous to think that only one theoretical approach fits every need. Therefore, when
considering a strategic leadership approach it follows that there are at least two necessary factors
to consider 1) the purpose for which a leadership approach will be applied; and 2) the context in
which it will be initiated. The purpose of this study is to develop an online course aimed to train
ministers to apply transformational leadership to a worship focused model of discipleship,
communicated using smartphone technology. It seems the most effective way to achieve the
most ideal results is to offer the training in the same manner in which they will offer it to
disciples.
With respect for the diversity of possible leadership approaches; theory and preferences
alone are not enough to justify the ministerial acceptance of such practices within the scope of
Christian discipleship. It is not likely that ministers of the gospel will accept any approach
which cannot be validated by the principles of leadership established by Christ and promulgated
by his apostles.
This proposal selects the theory of transformational leadership because the ideology of
this theory is regarded as biblically consistent with the leadership teachings of the New
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Testament. Further, it already embraced by contemporary Christian religious leaders as a
strategic approach to church leadership and the development of parishioners. (Cooper, 2005;
Sosik, Zhu & Blair, 2011; Gorlorwulu & Rahschulte, 2010).
Christian Discipleship
Discipleship is an interesting term which takes a variety of meanings within the minds of
those who hear it. It could be descriptive of a teacher-student relationship surrounding any
academic discipline or subject. Yet when discipleship is used within the context of Christian
thought, the possibility of meanings is thereby narrowed. A general account may describe a
spiritually based mentoring relationship which uses the life and work of Jesus Christ as a model
for developing a closer relationship to God, continual spiritual growth and personal
improvement.
The application of transformational leadership is proposed as a construct by which
ministers may establish and carryout a process of discipleship in the 21st century. The focus of
this spiritually based relationship is concerned with the development of deeper commitments to
God by inspiring worship beyond the routine expectations set by regular church attendance.
Ironically, the word discipleship is not used in the Bible (Discipleship, 2002). However,
variations of the word (such as disciple) are used. Probably the most noteworthy example is a
statement made by Jesus which has been coined as “the great commission.”
Go therefore and make disciples of all nations, baptizing them in the name of the Father
and of the Son and of the Holy Spirit, teaching them to observe all that I have
commanded you. And behold, I am with you always, to the end of the age." (Mat 28:19-
20, ESV).
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This must have been an amazing instruction to the Jewish disciples who viewed salvation
primarily for the Jews (Romans 1:16), and who had a very limited concept of the world as a
whole. Since these words were spoken, they continue as the priority of Christ’s disciples. Even
unto this day, the church holds them as a mandate of God for the propagation and establishment
of His Kingdom. In the Great Commission the concept of discipleship is outlined, and the use of
the word disciple is consistent with the general secular definition. Nevertheless, the hereafter use
of the word discipleship (including variations) is descriptive of a Christian perspective of the
term.
Regarding the great commission, Kauffman (2004) is noted for saying, “It is not our
responsibility ‘to make people 'Christians’ and get them baptized into a particular denomination,
but rather to help people decide to follow Jesus and his radical message. Maybe this is why the
New Testament writers only use ‘Christian’ three times but ‘disciple’ on 269 occasions!”
(Kauffman, 2004). It has not been verified weather or not this number of occurrences is
accurate, but the message communicated by this quote is very consistent with transformational
leadership objectives.
The MacMillan dictionary of the Bible states “Jesus explains that discipleship involves
committing one's whole life to God. Jesus is the model for discipleship, with the cross as its
symbol (Mark 8:34-5) and his servanthood its pattern (Mark 10:42-5)” (Discipleship, 2002). In
agreement with this Biblically supported statement, there are several factors which define and
direct Christian discipleship. 1) Jesus is the source of the teachings which pertain to the Great
Commission, “teaching them to observe all that I have commanded you.” (Mat 28:20). 2) His
life serves as the model of leading disciples. 3) Discipleship is a purposeful act which involves
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“going.” 4) Jesus is present in the disciple making process, “I am with you always, to the end of
the age." (Mat 28:20).
Following this rationale, there are two important facts of Christ’s method of discipleship
which seem to be overlooked by the institutionalization, and then segregation of the church into
denominations. 1) Jesus modeled the behavior of “going” and finding people where they were –
as opposed to expecting them to come to him. 2) Discipleship occurred in the realm of everyday
life (i.e. the marketplace, public water fountains, rivers, and the fields where people tilled the
ground. In other words, discipleship did not take place inside the walls of church buildings.
This point is significant to this report because the proposal is to develop ministers online
(from where they are), to facilitate discipleship to people using smartphones (wherever they are).
Meeting people on these terms is very consistent with the very roots of Church history. Jesus
made a regular appeal to people to “follow him” (Mat. 10:36, 16:24, 19:21; Mar. 8:34, 10:21;
Luk. 9:23, 18:22; Joh. 10:27, 12:26, 21:22). Yet in every occasion he called them from where
they were, which is where he was! Additionally, responding to his call did not result in the
realization of a particular location. In fact on one occasion a man replied that he would follow.
Jesus said to him, "Foxes have holes, and birds of the air have nests, but the Son of Man has
nowhere to lay his head." (Luk 9:58 ESV).
Ironically, those who answered his call found themselves being told to “go” as the path
by which to follow (Mat. 5:24, 5:41, 8:4, 8:13, 9:6, 9:13, 10:5-7, 19:21, 28:19). In view of the
advancements in mobile technologies, communication with “all the world” is more possible than
ever before. The church must consider these possibilities in order to fully enjoy the advantages
afforded by them. For these reasons, it is anticipated that ministers will receive the proposal of
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this research with gladness, and that it will invoke divine favor from God because of its
consistency to Christ’s example.
Transformational Integration of Discipleship Model
The transformation model will be integrated into discipleship by application of the four
“I’s.” The following is an explanation:
1) Ministers will experientially learn to utilize individualized consideration when
communicating theological concepts with smartdisciples. In other words, ministers will
develop the ability to relate Biblical teachings in a manner which speaks to the needs and
individuality of smartdisciples.
2) Ministers will experientially learn to develop fresh and creative ways to use inspirational
motivation as a means by which to encourage deeper commitments to Christ.
3) Ministers will experientially learn to develop idealized influence with disciples by
highlighting personality and individuality to people of the Bible, smartdisciples, and
themselves.
4) Ministers will experientially learn to use intellectual stimulation to draw intrigue and
inquiry to learning more about God.
The method for communicating this training will be to bring ministers though an experience
very similar to the ones which will be encountered by the smartdisciples they will lead. This
method will equip them with the experiences necessary to truly identify with the future
smartdisciples which will be in their care. Further, it will acquaint them with the potential
technical difficulties which may be experienced; thereby, helping them to anticipate and
overcome obstacles to the process. Additionally, curriculum will be used to introduce ministers
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to the previously mentioned virtual aspects of leadership, best practices, and ethical
considerations.
Chapter III: Methodology Description
This section offers a clear description of the purpose of the proposed research. The problem
sought to be resolved by the research is discussed, accompanied by the research question. The
sample is described along with the
Purpose of Study
The purpose of the proposed research seeks to determine if transformational leadership
can be effectively applied to a worship based model of discipleship delivered solely using online
smartphone channels. Such might be evidence by meaningful discipleship relations which result
in greater worship encounters than those produced by traditional face-to-face discipleship
approaches.
By review of the literature in the previous chapter, it is established that transformational
leadership has a rich history in research. It is also clear the transformational leadership is a moral
approach to member influence, and consistent with the behaviors and teachings of Christ. For
these reasons, it is not surprising that it is used as a method for leading Christian people. The
application of this theory across virtual mediums has become a topic of contemporary study, but
findings pertaining to this interest are still in infancy. The integration of transformational theory
into a discipleship model focused on worship, and tailored for delivery via smartphone
technology is nonexistent in the academic literature. In fact, no literature could be found relating
transformational leadership to Christian worship. Lastly, no research seems to exist at present
which involves transformational communication using text messages. Therefore the following
research question is posed:
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Is there a difference between worship experiences of ministers before and after the
ministers take an online course teaching worship discipleship modeled on
transformational leadership?
Sample
The sample will consist of ordained Christian ministers. Ministers are selected because
the training is designed to prepare ministers for discipleship ministry. In order for participants to
qualify for inclusion they must meet the following criteria: 1) Participants must be at least 18
years of age. 2) Participants must be convinced that God is a) calling them to ministry, and b)
calling them to participate in the training. Ideally, they will be previously recognized for
ministry with ordination, or preparing for ordination at the time of participation. 3) Participants
must have access to the Internet, as well as the necessary technology to interact (preferably a
smartphone). 4) Participants must have a committed interest in their personal growth. 5)
Participants must acknowledge in written form that they will be involved in the conducting of
research, and agree to participate.
Those meeting the above requirements will be considered for inclusion. However, those
who fall under the following criteria will be excluded. 1) Candidates who show apprehension
about using technology. 2) Candidates who are intolerant of Christian worship which is different
from their traditions. 3) Candidates who do not already have a view of the value of worship. 4)
Candidates who are dismissive of experiences and emotions as though they are trivial or
irrelevant.
Recruitment
Recruitment will be initiated as an invitation sent to participate in ministry related
research. This invitation will be offered solely to the membership of a national ministerial
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association which holds members in excess of 16,000 ministers. No permission will need to be
obtained because the author serves as the president of this organization. The invitation will be
presented as an announcement on the announcement board of the virtual area of the fellowship.
Additionally, a single email will be sent to every member inviting them to participate.
Respondents will be directed to a Web form created by Wufoo where they will submit their
interest in participation, along with answers to our qualifying questions.
Ethics
Following the direction of the Code of Standards and Ethics for Market, Opinion, and
Social Research, this research will cover three areas to ensure ethical responsibility. 1) Informed
consent; 2) Confidentiality; 3) Anonymity. Informed consent will be covered in the process of
selecting participants. Therein candidates will be given a description of the purpose for the
research, the type of content to which they will be exposed, the length of time involved in
participating, and any possible risks or benefits which could be experienced by participating.
Additionally it will be made clear that participants can stop participating at any time and are not
obligated to complete assignments or questioners. Additionally, care will be given to keep all
participant records confidential, and anonymity will be assured of all responses to surveys
(CASRO, 2014).
Steps for Duplicable Procedure
1) Data will be gathered in the form of a closed-ended questioner utilizing a 5 point
Likert scale.
2) The scale will be administered pre and post intervention.
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3) The five points of the scale will be structured around agreeableness with individual
statements as follows 1) Strongly disagree, 2) Disagree, 3) Neither agree or disagree,
4) Agree, 5) Strongly agree.
4) The data will be collected using the services of Survey Monkey.
5) An email will be sent to participants where they will be able to respond under the
conditions of their general leisure (but within the time constraints of 7 days which
will be disclosed in the survey email).
6) The pre intervention survey will be sent two weeks before the scheduled date to begin
the intervention.
7) The post intervention survey will be sent on the same day in which the intervention is
completed.
See appendix for sample Likert items.
Analysis
A descriptive statistical approach will be used to interpret the ordinal data. Rather than
using a mean, a central tendency approach will be used in calculating the frequency of selections
–the mode. Then a distribution will be established for inferential analysis. A coloration of
comparative scores will be considered using the Mann Whitney U test.
Chapter 4: Expected Outcomes
It is expected that there will be difficulty finding qualified participants in this study.
There are two groups necessary to conduct the research. Group a) are the leaders. Their profile
will be that of 1) ordained ministers who 2) own a smartphone (or similar technology); 3) have
an interest in participating in the research; 4) are willing to undergo training necessary to
implement the smart transformational discipleship model; and 5) are willing to pursue candidates
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as disciples. Group b) are participants 1) interested in being disciples; 2) own a smartphone (or
similar technology); 3) interested in participating in the research.
However, it is still realistic to believe that this criteria can be meet. I say this because I
serve as the president of a professional ministerial association. Our membership is in excess of
16,000 ministers. Additionally, it is the purpose of ministers to fulfill the great commission,
which is to go and make disciples (Matthew 28:19).
Scheduling is sure to be an issue for some. The participants and the ministers will have
to make a time for their interactions. While this may seem like a task, it is still very possible to
accomplish. This is because interactions are to be not less than ten minutes, but not more than
twenty. Ten minutes will be closer to the average, with twenty being the exception. Taking ten
minutes out of twenty-four hours to devote to personal enrichment is not very much to ask.
Nevertheless, it will require commitment.
There are likely to also be some who start out with positive intentions to participate but
will not be able to complete the project because of unforeseen circumstances. These may be due
to personal, health, work, or technological issues. An exit survey should be used to collect data
on those who fall into this category. By so doing, these circumstances can be factored into the
overall results of the survey responses.
Similarly, I anticipate that there will be some who initially agree to participate, but find
that their expectations are not met. There are a plethora of reasons this may occur. Because
expectations are the results of individual perceptions, subjective experiences, attention, and
interpretation of meanings, it is not possible to list all of the possibilities. However, there are a
few which seem most probable. 1) A complete misunderstanding of the meaning of discipleship.
2) Not realizing that participation is synchronous via smartphones. 3) Participants not keeping
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the rule to make the sessions focused on nothing else but God and interaction with their minister
–in other words, participants may be tempted to multitask.
These possible outcomes will be anticipated. The ministers will seek to minimize these
negative possibilities from the beginning. Additionally, questions about the understanding of
these expectations will be structured in the initial survey of participants. Also in the concluding
survey, participants will be asked if any of these issues occurred during their participation.
These results will also be considered with the analysis of the data, and compared/contrasted
with/against the overall results of the Likert scale.
Other potential obstacles may arise from nonresponses, which is described as participants
not responding to the final survey. These may be categorized into two failures to act: 1)
nonresponse nonresponses to one or more questions on the survey; or 2) nonresponse to the
entire survey (Groves et al., 2009).
Chapter V: Discussion
When applying leadership to a situation it is necessary to consider the 1) desired
outcome; and 2) the context in which it will be initiated. This purpose of this study is to
implement the principles of transformational theory (specifically the four I’s) to a worship
focused discipleship model, aimed at utilizing smart phones as a replacement to face to face
communication. Specifically, this research seeks to determine if transformational leadership can
be effectively applied via these channels to develop meaningful discipleship relations. This
objective will be considered successful if respondents find that their experiences led them to
deeper commitments to God.
I have been experimenting with this concept since February of 2014. I have seven people
participating regularly in “worship sessions”, three of which engage daily. So far my
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observations have been favorable. I anticipate that this study will also result in favorable
outcomes. One reason is simply because church attendance is declining at a slow but constant
rate. At present, only 5% of Americans claim to attend weekly services with regularity (Lipka,
2013). This decline does not seem to be an indication of a loss of faith, or interest in God
because 79.5% of the US population still identify themselves as Christians (Hackett & Grim,
2011). My explanation is that people are needing churches to meet them on new terms.
From the literature review it is established that mobile technology is being embraced
globally, with 83% even using smart phones or tablets to access the Internet. Further, 96% of US
citizens claim to have regular access to cell phones (Blumberg & Luke, 2011). I find this true
even from personal observations in ministry. Recently, I discovered a small group of homeless
people who live under a bridge in the city where I live. I have been maintaining a ministry level
relationship with them be means of text messaging because two of them have mobile devices.
Additionally, I have been exchanging emails with a fellow minister who has recently
become homeless. He continues to update me of his progress by means of his smart phone.
With these matters in view, I anticipate that at the very least, people will be enthusiastic about
trying the proposed approach toward discipleship. It will offer them the freedom to participate in
spiritual growth on their schedules, in the places they find most accessible, and in ways with
which they have become comfortable with communicating. As a result, it follows that they will
not have to schedule nor afford the costs of traveling, nor determine the suitable attire for the
occasions of meetings, nor the time it takes to make such arraignments. I think these savings in
time and expenses, accompanied by the freedom of scheduling will at the very least offer an
intriguing openness to the process.
Limitations
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Limitations of the research exist in at least several areas. 1) There is the realistic
possibility that relations between the ministers and disciples could result in a dependency on
leaders to facilitate their spiritual empowerment (Kark, Shamir & Chen, 2003). 2) There is the
possibility of deception in the expectations set for disciples, which could result in their
exploitation if there are leaders with wrong motives, or pseudo-transformational practices. (Bass
& Steidlmeier, 1999). 3) There is the possibility that participants may have some other objective
for participating and maintaining the attention of ministers other than those set forth in the
research. Future research is possible for the testing of disciples who have been lead by the
ministers which were the subject of this proposal.
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