ML568/668: Leading Self, People, and Organizations (4 units)
John S. K. Ng, Adjunct Associate Professor of Leadership
Mark L. Y. Chan, Adjunct Associate Professor of Leadership
Winter 2007 Pasadena
This
course is a primer in the integration of theology and leadership praxis within
the context of church and organizational leadership. It is structured around 4
leadership foci encapsulated in the Eagles’ 4-P Leadership Model: (a) the Person of the leaders, with specific
attention paid to the leader’s character, self-awareness and self-leadership;
(b) the theological framework or the Kingdom Perspective out of which Christian leaders lead, particularly how
theological acuity is needed in holding together the different tensions
encountered in leading ministries and organizations; (c) commitment to raising Performance in terms of identifying
competencies and sharpening leadership skills; and (d) learning to work together
with others in Partnership, fostering
a culture of shared leadership.
LEARNING OUTCOMES:
• To understand the Eagles 4-P Model of
Leadership as a framework for leadership development.
• To know and appreciate the key issues in leadership both within the church
and marketplace.
• To learn how to cultivate self-awareness and effective self-leadership, and
recognize their personal derailment factors.
• To acquire a theological framework that would orientate the ministry of leadership.
• To hold together the various tensions confronting leaders of ministries.
• To become familiar with the theoretical and practical framework necessary to
leading change, and to acquire the skills needed to implement organizational
change.
• To understand how different leadership styles impact organizational climate
and leadership performance.
• To develop competencies in working with others in shared or team leadership, particularly in the mentoring of other leaders.
This
course will be conducted as a two-week intensive, less one day due to Martin
Luther King, Jr. Day. Apart from lectures and class discussion, the course will
include the use of self-assessment instruments, experiential learning
exercises, assigned readings, case studies, class projects, movie clips, etc.
REQUIRED
READING: If you have previously read
any of the required texts, please select an alternative text from the recommended
reading list or a book approved by the instructor.
William Bridges. Managing Transitions: Making the Most of Change. Boulder: Perseus Publishing, 1991.
Max DePree. Leadership as an Art. New York: Doubleday, 1987.
Peter F. Drucker. Management Challenges for the 21st Century. New York: HarperBusiness, 1999.
Leighton Ford. Transforming Leadership: Jesus’ Way of Creating Vision, Shaping Values & Empowering Change. Downers Grove: InterVarsity Press, 1991.
Frances Hesselbein, Marshall Goldsmith & Richard Beckhard, eds. The Leader of the Future. San Francisco: Jossey-Bass, 1996.
Ray Anderson. The Soul of Ministry: Forming Leaders for God’s People. Louisville:
Westminster John Knox, 1997.
Warren Bennis. On Becoming a Leader. Reading:
Addison-Wesley Publishing, 1989.
James C. Collins and Jerry I. Porras. Built
to Last: Successful Habits of Visionary Companies. New York: HarperBusiness,
1994, 1997.
Max DePree. Leadership Jazz. New York:
Doubleday, 1992.
Sydney Finkelstein. Why Smart Executives
Fail: And What You Can Learn from Their Mistakes. London: Penguin, 2003.
Darrell L. Guder. Be My Witnesses: The
Church’s Mission, Message, and Messengers. Grand Rapids: Eerdmans, 1985.
Chris Lowney. Heroic Leadership.
Chicago: Loyola Press, 2003.
Walter C. Wright, Jr. Relational
Leadership: A Biblical Model for Influence and Service. Carlisle:
Paternoster, 2000.
ASSIGNMENTS:
1. Assigned Readings
2. Two reflection and interactive papers based on assigned readings (500 words)
3. A term paper on leadership issues raised in the course (5000 words)
PREREQUISITES: None.
RELATIONSHIP TO CURRICULUM: Elective.
FINAL EXAM: None.