Transformational Pastoral Leadership
DOI:
https://doi.org/10.53819/81018102t5370Abstract
The purpose of the study was to identify the required transformational pastoral leadership practices and skills in the SCCs for integral evangelization of community in Meru Catholic Diocese. The study was guided by the following specific objectives; to analyze pastoral leadership practices and skills in the SCCs for integral evangelization in Meru Diocese. The study was informed by Freire’s social transformational, transformational leadership, transactional leadership and servant leadership theory. In the problem statement the support and satisfaction of parishioners in dioceses is important, however, it relies on strategic leadership championed by the bishops. Consequently, when leadership, social and emotional competencies of the leaders, especially where the concept of SCCs is not efficiently implemented, the effects is evidenced in the strategy of the church. It was found that studies have shown that where inspirational leadership, transparency, and self-confidence competencies are not exceptionally implemented, the effect is detrimental to parishioner satisfaction. As regards research methodology, the study used a combination of qualitative and quantitative research designs. The target population consisted of leaders in SCCs in Meru Diocese. The Diocese has nine Deaneries and the study was conducted in the four selected parishes through sampling five SCC in four of the selected parish in the Deanery. The target population consisted of five SCCs in each parish with approximate of five members in each SCC and 50 members were sampled in the whole Diocese. The findings of the study revealed that there was a significant relationship between leadership and transformation which is in consistent with the findings that pastoral leadership as influence in the integral evangelization of the Christians in the grassroots SCCs. The study concludes that training of leaders provides them with skills that enable to be effective leaders in transformation of the SCCs. The study recommended that leaders need to be trained, motivated and powered for transformation, each according to his/her specific role in the Church.
Keywords: Leadership, leadership skills, leadership styles, transformation, Participative leadership and Small Christian Community
References
Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill's handbook of leadership: Theory, Research, and managerial applications. Simon and Schuster.
Bass, B.M, & Jung, D. l. (1999). Re-examining the Components of Transformational and Transactional Leadership; a survey of Literature, 46, 704-714.
Baawobr, R. (2013). God’s word for Christian communities Guides for facilitators: Pauline’s publications, Nairobi.
Baur, J. (2009). 2000 years of Christianity in Africa: An African church History: Pauline’s Publications. Blanchard, K (2011). Leadership and the one minute manager: increase effectiveness by being a good leader. London: Harper Collins publishers.
Boutros. J. (2004). Assessment of Leadership styles: In the Statistical abstract. New York: Harper Collins Publishers.
Burk, G.A. (2004). Value-centered Leadership: A Survivor's Strategy for Personal and Professional Growth. New York, NY: Heuristic Books.
Burns, R. J, & Mitchell, T.R (2000). Path-goal theory of Leadership: The contemporary Business. A Journal of Leadership, 3, 81-97.
Burnes, B. (1982). Reimagining organizational change leadership. Leadership, 14(2), 141-158.
Freire, p. (2005). Education for critical consciousness. New York: Continuum
Ganz, M. (2009). Why David sometimes wins: Leadership, organization, and strategy in the California farm worker movement. Oxford, UK: Oxford University Press.
Gill, J. R, & Burris, E.R (2003). Leadership behavior and employee voice: is the door really open. A Journal of management, 40, 86-84.
Gitari. D.M. (2013). Responsible Church Leadership. Nairobi: Action Publications.
Gomez, C., & Rosen, B. (2001). The leader-member exchange as a link between managerial trusts and employee empowerment. Group & Organization Management, 26(1), 53-69.
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and Greatness. New York, NY: Paulist Press.
Gronn, B. (2006). The leader member exchange of a link between managerial: trust and employee empowerment. A journal of groups and organization management, 26, 53-69.
Harris-Chapman (2002)- Charismatic leadership at the strategic level: A new application of leadership per echelons theory-journal on leadership quarterly,15,55-65.
Heck, D. Mason, p. (1990). Upper echelons: The organization of a reflection of its top managers. Journal of management Review, 2.195-206.
Hollander, E. P. (1992). Leadership, followership, self, and others. The Leadership Quarterly, 3(1), 43-54. https://doi.org/10.1016/1048-9843(92)90005-Z
Harris, A., & Chapman, C. (2000) Democratic leadership for school improvement in challenging contexts. International Electronic Journal for Leadership in Learning, 6 (9). ISSN 1206-9620
Healey, J. (2009). The Role of Small Christian Communities (SCCs) in the Implementation of Reconciliation, Justice and Peace in Africa. AMECEA Consultation on the Second African Synod. Nairobi: Unpublished Paper (15 September), 1-5.
Healey, J. G (2012). Building the Church as a Family of God: Evaluation of Small Christian Communities in Eastern Africa. Nairobi: The Catholic University of Eastern Africa. From http://www..smallchristiancommunities.org retrieved on 7/2/2019.
Hybels, B. (2004). Courageous leadership: Nairobi: Evangel publishing house.
Kalilombe, P. (1984) From outstations to the Small Christian Communities, Spearhead Nos 82-83. AMECEA Gaba Publications Eldoret, June-octomber.
Kumar Sharma, M., & Shilpa Jain, M. (2013). Leadership Management: Principles, Models and Theories. Global Journal of Management and Business Studies, 3(3), 2248–9878.
Laub, J. A. (1999). Assessing the servant organization. Development of the servant Organizational leadership (SOLA) instrument
Mugambi, N.K (2009). Responsible leadership. Geneva publications.
Mugenda, O. M. & Mugenda, A.G. (2003). Research Methods Quantitative and Qualitative approaches: Acts Press.
Nitin, N. Rakesh, K (2010) Handbook of leadership theory and practice Botton: Business press.
Nwogu, O. G. (2004). Servant leadership model: The role of follower self-esteem, emotional intelligence, and attributions on organizational effectiveness. Regent University.
Northouse, P. G. (2004). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.
Oswald, H. (2007). Our Joy in Being Catholic: Our Catholic Customs and Beliefs. Nairobi, KE: Paulines Publications Africa.
Parolin, J. L. (2005). Investigating the relationships among emotional intelligence, servant leadership behaviors and servant leadership culture. In Proceedings of the 2005 Servant Leadership Research Roundtable (pp. 1-21).
Rude, W. (2003). Paradoxical leadership: The impact of servant-leadership on burnout of staff. In Proceedings of the Servant Leadership Research Roundtable (pp. 1-9).
Ryan, K. (2002) developing creative leadership skills. InMcgarry, Ruwaichi Mejia, R. Schoneche,W. (E ds), New strategies for a new evangelization in Africa (pp.93-94). Nairobi, Pauline’s publications Africa.
Schumacher, M.B. (2009). The motivational effects of charismatic leadership: A self-conception based theory. A journal of organizational science, 4; 77-94
Stodgily R.M (3rd ed) 1990. Hand book of leadership: theory research and managerial applications. New York: the free press
Stone, A., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership & Organization Development Journal, 25(4), 349-361. https://doi.org/10.1108/01437730410538671
Wagner, C. P. (2010). Strategies for church growth: tools for effective mission and evangelism. Eugene, Wipf and Stock Publishers.
