The Leadership BookPaulist Press, 1982 - 133 pages Examines theories of management and shows their practical application in areas of Church leadership. |
Contents
5 | |
THE TWO DIMENSIONS OF LEADERSHIP | 18 |
LEADERSHIP READING THE GROUP | 29 |
LEADERSHIP HANDLING CONFLICT | 41 |
IMPROVING OUR LEADERSHIP STYLE | 54 |
LEADERSHIP AND DECISION MAKING | 65 |
LEADERSHIP AND PLANNING | 78 |
LEADERSHIP AND MANAGEMENT | 88 |
LEADERSHIP AND DELEGATION | 96 |
LEADERSHIP AND POWER | 106 |
LEADERSHIP AND TIME MANAGEMENT | 116 |
CHRISTIAN LEADERSHIP | 125 |
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Common terms and phrases
acceptance accomplish assumptions authority become behavior calls chapter Christian community Christian leader Christian leadership Church Cog's Ladder competence conflict resolution confrontation consensus cooperation delegatee delegation dimension directive discussed effective leader escalation evaluation expectations feedback feel Force Field Analysis forces goals group decision group members handle hidden agendas High Relationship High Task human skills implementation individual interpersonal relationships involved Isidore of Seville issue Jesus Johari Window laity leader needs Leadership Book leadership functions leadership style look Low Relationship Low Task maturity ment motivate needs to know objective organization ourselves parish council past pastor Paul Hersey person phase planning power-play present purpose reflect relationship functions requires responsibility rience Second Vatican Council seems share sion situation solution Spirit stage step style of leadership success suggest Task and Low task and relationship theory Theory X things tion tive vision win-lose
Popular passages
Page 9 - The average human being has an inherent dislike of work and will avoid it if he can. 2. Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.
Page 9 - The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. Theory Y 1. The expenditure of physical and mental effort in work is as natural as play or rest.
Page 10 - The average human being learns, under proper conditions, not only to accept but to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.