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In this Harvard Business Review Case Study Brad Powell, the newly hired senior minister of a Temple Baptist Church, must lead the organization to reverse a three-decade decline and return to fulfilling its mission. Brad spent the first six months assessing the situation, building relationships, and reiterating the longstanding mission of the organization. Now, with an understanding of its history, an intimate knowledge of the immediate challenges, and a clear vision of what the organization should become, Brad is considering his strategy and next steps. As the leader of a nonprofit organization resourced by members and volunteers, Brad must lead change that produces results without compromising the mission. The B case summarizes Brad's actions and the results.

Dr. Kraemer is in essence promoting hs book entitled From Values to Action: The Four Principles of Values-Based Leadership. I chose to book mark the article because it reminded me of our study on authentic leadership and whether or not it was possible.

Dudley, Carl S. Effective Small Churches in the 21st Century. Nashville: Abingdon Press. 2003. ISBN: 0687090903 ISBN-13: 9780687090907 In the Louisiana Conference of United Methodists, only 89 churches have Sunday morning worship attendance greater than 100. Of course, there are a few who have over 1,000 in worship each Sunday, but over 400 churches in the conference are small (very small) and this seems to be the same trend in every Conference and Jurisdiction. The truth is, most United Methodist pastors will never serve a large church; therefore, it is important to have a resource that is written specifically for small churches, rather than trying to apply "mega-church" answer to small church problems. Effective Small Churches is that resource. Using their congregational experiences as case studies, readers will examine, with Carl Dudley's help, how their unique qualities can be mobilized to encourage local leaders, strengthen commitments, organize resources, and focus their energies to experience to meet new challenges. The primary goal of the book is to lead ministers who have begun a new appointment through a series of specific exercises, questionnaires, and guided dialogue with church members to jump start their appointment. So many good ideas. The Cabinet should make every pastor go through the exercises and report on their findings to their District Superintendent during the first six months at their new church.

This book is a thorough presentation of the leadership qualities that Jesus demonstrated throughout his ministry and how to apply these qualities in our lives today. The book contains three sections; "Strength of Self Mastery", "Strength of Action", and "Strength of Relationships". Each section has 25 - 30 short examples of Jesus wisdom and how it can be applied to today's world. It is written in straightforward understandable language and is a great tool for visionary leadership.

Sandy, thanks for the recommendation. I can get it through the library on audio book, so I will let you know how it sounds. --angie

It is a great book...I have used it as a bible study before, reading a few chapters (they're short) each week and then discussing the principles. You will enjoy it!

Article highlights some of the neuroscience behind leadership. Essentially, the way a leader delivers a message is more important than the message itself, and science proves it. The effects of activating neural circuitry in followers' brains can be very powerful. In a recent study, researchers observed two groups: One received negative performance feedback accompanied by positive emotional signals-namely, nods and smiles; the other was given positive feedback that was delivered critically, with frowns and narrowed eyes. In subsequent interviews conducted to compare the emotional states of the two groups, the people who had received positive feedback accompanied by negative emotional signals reported feeling worse about their performance than did the participants who had received good-natured negative feedback. In effect, the delivery was more important than the message itself. And everybody knows that when people feel better, they perform better. So, if leaders hope to get the best out of their people, they should continue to be demanding but in ways that foster a positive mood in their teams. The old carrot-and-stick approach alone doesn't make neural sense; traditional incentive systems are simply not enough to get the best performance from followers. Here's an example of what does work. It turns out that there's a subset of mirror neurons whose only job is to detect other people's smiles and laughter, prompting smiles and laughter in return. A boss who is self-controlled and humorless will rarely engage those neurons in his team members, but a boss who laughs and sets an easygoing tone puts those neurons to work, triggering spontaneous laughter and knitting his team together in the process. A bonded group is one that performs well.