An exploratory study of strategic leadership in churches

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to extend the notion of strategic leadership, that which has been primarily applied to for profit organizations, to nonprofits, specifically the church setting. Design/methodology/approach -The research employs a case study methodology and draws primarily upon qualitative data collected from interviews and observation. Findings -The findings reveal that over the past several years, the organization and its members have undergone a number of incremental and more radical changes. Much of this change has been attributed to the vision and leadership style of the current leader. Four key themes illuminate the processes and content of change under this strategic leader, including unsettlingly the status quo, model of shared leadership, shared vision and culture of community and learning.Research limitations/implications -The findings are based upon one case study site and this limits the generalizability of the research. In addition, exposure to the organization was limited to short periods of time on-site and the sample size was relatively small. Practical implications -Achieving success in nonprofits requires leaders to have an intimate understanding of the complex nature of stakeholder relations and measuring success needs to be multi-dimensional in nature and linked directly to the mission and context of the organization, rather than based solely on generic measures. Originality/value -There is limited research to date that examines the applicability of leadership theories that have been traditionally applied to for profit and public sector organizations to nonprofits. The research extends the notion of strategic leadership from the for profit setting to nonprofit organizations generally, and more specifically to the church setting.

Cocriação de Valor no Turismo

“…Na dimensão reconhecimento, todos os 5 itens também foram suportados. Alguns estudos afirmam que algumas pessoas quando se sentem reconhecidas trabalham mais motivadas em suas experiências (Kumar et al, 2010;Grandy, 2013) e, de tal maneira, apresentam maiores possibilidades de se engajarem em experiências de cocriação de valor.…”

Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice

“…Indeed, much has been written linking the ideas of various saints and theologians to business ethics (e.g., das Neves and Melé 2013; Klein and Laczniak 2013;Sandelands 2009). In addition to business ethics, a number of recent publications have looked to concepts and ideas from theology for the purpose of theory building and to religious organizations as an empirical site to advance understandings in areas such as identity (Kreiner et al 2006), work-life balance (Kreiner et al 2009), change (Plowman et al 2007), and leadership (Grandy 2013). We extend such work and take a position that theology and religion have a lot to offer to organization studies scholars (Ashforth and Vaidyanath 2002;Tracey 2012).…”

Relevância e influência dos Stakeholders dos Hospitais Filantrópicos e Religiosos

“…Esse foco enfatiza a necessidade de afastar-se das simplificações oferecidas pela identificação baseada em função de stakeholder padrão, tais como empregado, fornecedor, concorrente, etc., para a identificação das partes interessadas, como indivíduos com identidades e interesses específicos. Handelman (2006) Para Grandy (2013), no que tange às organizações sem fins lucrativos, para que possam alcançar o sucesso, há uma exigência de que os seus líderes tenham uma compreensão profunda da natureza complexa das relações das partes interessadas. A mensuração desse sucesso precisa ser multidimensional em termos de natureza e que esteja ligado diretamente à missão e ao contexto organizacional, ao invés de estar baseado apenas em medidas genéricas.…”