Professional Documents
Culture Documents
Ministry Leaders
Joseph C. Thomas
04-Mar-2002
Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Introduction
This paper analyzes the results of three interviews with leaders from a commercial
introduces each of the interviewees and provides their background information. Next,
this paper identifies and discusses similarities and differences between the interview
responses provided by each leader. Lastly, this paper examines and compares the key
The subsequent sections then draw conclusions based upon the comparison tables.
Interviewees
This section presents each of the three interviewees and provides a brief background.
In the commercial enterprise area, the interviewee was an Executive Vice President and
Chief Information Officer of a leading energy and energy technology company. The
company develops industrial energy projects, and sells electricity, natural gas, coal as
well as other energy products and services. Principal subsidiaries include a top ten
United States electric utility and natural gas company supplying energy to nearly 3
million customers with combined assets of more than $17 billion. The CIO is responsible
for a staff of about 800 personnel and a $100 million annual budget, has a Masters of
Business Administration degree from a major university, and has held several high level
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Principal
In the educational institution area, the interviewee was the Principal for a private
Christian school serving preschool through eighth grade. The school has been
operating for two decades, and serves over 400 children each year. The purpose
statement of the school includes to offer families academic excellence that is based
upon a strong biblical worldview and to inspire our students to seek a relationship with
Christ and develop the potential He has placed within them. The Principal is
responsible for a staff of two vice-principals, about a dozen teachers, and various
support staff. The Principal has a Masters degree in education, and has held key staff
a mature Christian.
Pastor
In the Christian ministry area, the interviewee was the Executive Pastor for a major
established in the 1940s and has two services running an estimated 750 combined
attendance. The Executive Pastor is responsible for a staff of seven full time pastors
and a budget of approximately $1.5 million, is an ordained minister, has a degree from a
This section identifies several leadership theories (or research approaches) that are
further defined. Specific interviewee responses are cited to show correspondence to the
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
theories. This section then presents a comparison table that maps interviewee quotes to
Yukl (2002, p. 19) identifies several distinct lines of leadership research into which most
research studies fall. Of these, there are three theories that are represented in the
interview responses. The traits and skills approach emphasizes leader attributes such
as personality, motives, values, and skills (p. 11). The power and influence approach
emphasizes influence processes (p. 12) between leaders and followers. The behavior
approach emphasizes how leader spend their time and the typical pattern of activities,
responsibilities, and functions (p. 12). The subsequent sections further describe these
Identifying the set of individual traits and skills that make an effective leader is one of
refer to the ability to do something in an effective manner. Traits and skills result from
both heredity and learning (Yukl, 2002; pp. 175-176). Yukl (2002, p. 178) presents a set
of leadership traits and skills that summarize a large number of trait studies spanning
over twenty years. Table 1 allocates the responses of the interviewees across Yukl s
responses are to the question What traits, skills, and/or abilities are most important for
your position?
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Representative Quotes
Trait CIO Principal Pastor
Adaptable to situations quickly move from one thing to
another put aside task to deal with
people s needs
Decisive decisiveness; quick to make
decisions and stick to them
judgment to determine precision
necessary for a decision
Energetic (high activity level) stamina; high capacity for work enthusiasm
Self-confident courage to do what you think
needs to be done
no self doubt; not easily knocked
off center
Tolerant of stress Gallup poll shows school principal
is most stressful job
Conceptually skilled think strategically; where are we?
where do we want to go?
Creative must be able to think purposefully
and be creative abut putting
together a strategy
Knowledgeable about the work knowledge about technology must be child care expert,
educational expert, curriculum
developer, fund raiser, accountant,
counselor to parents, mentor to
teachers, building inspector,
custodian
task oriented
Organized (administrative ability) well organized organize; strategic organization
ability to prioritize; must see forest
and trees
Persuasive ability to communicate is most critical to be able to communicate
important; must be able to listen
well and get my point across
Socially skilled flexible with people humility mixed with
interpersonal gregariousness
soft heart, thick skin
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Power is the ability of one person to influence another in terms of a person s position in
the organization (position power) in combination with the attributes of the relationship
between them (personal power) (Yukl, 2002; p. 144). Legitimate power, an aspect of
position power, is the ability of a person to influence another based upon a manager-
of personal power, is the ability of one person to influence another based upon a special
relationship between them such as admiration, loyalty, and trust (Yukl, 2002; p. 150).
Influence is specific behaviors that one person uses to influence another. Although
ongoing process in which two individuals relate to one another (Yukl, 2002; p. 159).
Table 2 allocates the responses of the interviewees across several aspects of power
and influence theory. Interview responses to the question Who are the people who
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Representative Quotes
Aspect of Power CIO Principal Pastor
Legitimate power (downward from my boss, the Chief Executive my boss, the Executive Pastor church board
manager) Officer; whatever is top of mind for board of directors district superintendent
him must be top of mind for me
Legitimate power (laterally from division presidents; spend a lot of
peer) time with particular ones
Chief Financial Officer has a lot of
influence
Legitimate power (upward from Chief Technology Officer two vice principals
subordinate) Vice President of Information
Technology
Referent power (personal or several thought partner friends in leader and mentor from previous
professional relationship with industry; some technical, some position in another organization
another) not; help me reflect on how things
are going
former executive coach, now a
close friend, occasionally helps me
with my relationships
a couple of close friends that help
me with technical issues
consultants
Referent power (indirect many authors and biographies of scripture as standard objective
relationship with respected great people have shaped many of truth
teacher or author) my thoughts on leadership: church leaders having great
Dietrich Bonhoffer, Madam Guyon, impact over an extended period of
Hudson Taylor, John Maxwell time reaching lost people
books, web sites, seminars; Bill
Hybels, Rick Warren (Saddleback
Community Church)
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
effective leadership behavior (Yukl, 2002; p. 12). Descriptive theory explains typical
activities and describes why behaviors occur in particular situations. Prescriptive theory
explains the behaviors that leaders must exemplify to be effective (Yukl, 2002; p. 17).
Kouzes and Posner (1995) present a compelling model that combines descriptive and
particularly relevant model in comparing the responses of the three subject leaders.
Table 4 allocates the responses of the interviewees across the Kouzes and Posner
(1985) practices and commitments for exemplary leadership. Interview responses are to
Kouzes and Posner (1995; pp. 8-14) define five fundamental practices:
1. Challenge the Process. This practice is about change: seeing the need for it,
defining it, convincing others that it is desirable, and ensuring its outcome.
involves questioning the status quo and leading the charge to take risks and
2. Inspire a Shard Vision. This practice is about getting others to see a common
hope for the future. Effective leaders envision the way things ought to be and
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
3. Enable Others to Act. This practice is about empowering others to make the
4. Model the Way. This practice is about showing others how to behave by personal
celebrating victory. Effective leaders show people that they can win; this uplifts
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
Table 4: Allocation of Interview Responses to Kouzes and Posner Practices and Commitments
Representative Quotes
Practice CIO Principal Pastor
Challenge the Process leadership involves change
get enough trust where people are
willing to go through change
Inspiring a Shared Vision a leader sets direction and vision passion about the mission, see clearly a goal, and get people to
ability to inspire willing followership champion the cause join in pursuit of it
understand what the people need; if leadership is communicating the
your ideas are different, no one will preferable future
follow get people to believe in you and the
future vision
critical issue: is there anyone
following you?
is goal something the follower buys
into?
you can t hold others responsible
until they really see it; a leader s job
is to work on ways to help them see
it
Enabling Others to Act self management: the follower must people don t respond well to a know- are followers being empowered and
lead in their own activities it-all; they respond well to coming synergies accomplishing more than
alongside and helping; this builds they could individually?
trust is this leader trustworthy?
tapping into people s strengths and in Christian leadership, it s about the
encouraging them plurality of leaders
Modeling the Way I value honesty, integrity modeling what you desire from other strength of character
people
when I need help, I find others
willing because of what they ve seen
me do
not too far ahead, but in close
proximity
Encouraging the Heart
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
The greatest similarity in interview responses among the three leaders is in the behavior
approach to leadership theory and the associated model that Kouzes and Posner
others (Yukl, 2002; p. 7), leadership is influence nothing more, nothing less
(Maxwell, 1998; p. 13), and leadership is the art of mobilizing others (Kouzes and
Posner, 1985; p. 30). Kouzes and Posner (1985; p. 30) point out that leadership is a
study in relationships and the pertinent relationship is that between the leader and their
followers. Therefore, all leaders who have achieved success such as the three interview
leadership behavior such as the Kouzes and Posner model. All three interviewees
expressed similar sentiments in these areas of the Kouzes and Posner model: Inspiring
a Shared Vision, Enabling Others to Act, and Modeling the Way practices.
Although not as strong, there were also similarities in the power and influence
leadership theory in the aspects of legitimate power and referent power. These
similarities also seem natural because each leader holds a position of authority in their
respective organizational hierarchies and because each successful leader enjoys the
respect and admiration of their leaders, peers, and subordinates. Similarities in the traits
and skills leadership area are also not strong, but exist in the areas of energetic,
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
While all three leaders share some similarity in exercising leadership in their
environments in which they work. The CIO works in a environment where the goal is to
add value for profit in terms of a capitalistic production process, the Principal works in
an environment where the goal is to add value to young people in terms of learned
skills, and the Pastor works in an environment where the goal is to add eternal value to
people in terms of spiritual growth. There may also be differences in terms of the
and sell goods and services and has predictable core processes that focus on
organizing people to accomplish work, monitoring results, and dealing with problems
strategies for achieving that future, and motivating people to pursue the vision (Yukl,
2002; p. 6). Additional aspects of management include a hectic pace, varied and
fragmented work, reactive activities, disorderly and political decision process (Yukl,
2002; pp. 22-26). It is clear that some managers act as leaders and some leaders act as
managers, and that a mix of the two roles is often necessary for effectiveness (Yukl,
2002; p. 5).
Certainly the three interviewees act as both managers and leaders according to the
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
leader roles in conjunction with the professional disciplines and work environments in
which the interviewees work can help explain the differences between responses. From
this perspective, the CIO would tend more toward the management role because of the
schedules, and resource allocation. The Pastor would tend more toward the leader role
motivating people. The Principal would tend to be between these two extremes with
Although not definitive, the interviewee responses seem to support this categorization.
knowledge and expertise, high activity level, and ability to make quick and appropriate
expertise, and interpersonal skills. The key challenges expressed by the interviewees
The key challenges expressed by the three interviewees differed substantially. The
differences in key challenges are due primarily to the differences in their professional
disciplines and work environments (as previously discussed). The CIO expressed key
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
expressed key challenges of meeting expectations of delivering more value than public
schools at less than half the money, charging tuition at less than cost, stretching the
dollar, conveying the mission of the school to parents, and getting parents to
understand what is going on in the culture. The Pastor expressed key challenges of the
people and change issues associated with being a missionary force in the community
and dealing with two entrenched cultures: the traditional church and the prevailing
Conclusion
Although each interviewee deals with distinct differences in their professional disciplines
coincide primarily with the behavior approach. Their responses align with the model of
this behavioral model is consistent with biblical principals of character, integrity, and
empowerment.
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Analysis of Interviews with Commercial, Education, and Christian Ministry Leaders
References
Kouzes, J. & Posner, B. (1995). The Leadership Challenge. (2nd ed.). San Francisco:
Jossey-Bass.
Yukl, G. (2002). Leadership in Organizations. (5th ed.). Upper Saddle River: Prentice-
Hall
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