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Implicit Leadership Theory and Bass and Riggio's (2006 Andrews University Digital Commons @ Andrews University Dissertation Projects DMin Graduate Research 2011 Implicit Leadership Theory And Bass And Riggio's (2006) Transformational Leadership Model As A Means Of Leader- Renewal At The Napa Community Seventh-Day Adventist Church John Walter Grys Andrews University Follow this and additional works at: https://digitalcommons.andrews.edu/dmin Part of the Practical Theology Commons Recommended Citation Grys, John Walter, "Implicit Leadership Theory And Bass And Riggio's (2006) Transformational Leadership Model As A Means Of Leader-Renewal At The Napa Community Seventh-Day Adventist Church" (2011). Dissertation Projects DMin. 53. https://digitalcommons.andrews.edu/dmin/53 This Project Report is brought to you for free and open access by the Graduate Research at Digital Commons @ Andrews University. It has been accepted for inclusion in Dissertation Projects DMin by an authorized administrator of Digital Commons @ Andrews University. For more information, please contact [email protected]. ABSTRACT IMPLICIT LEADERSHIP THEORY AND BASS AND RIGGIO’S (2006) TRANSFORMATIONAL LEADERSHIP MODEL AS A MEANS OF LEADER-RENEWAL AT THE NAPA COMMUNITY SEVENTH-DAY ADVENTIST CHURCH by John Walter Grys Adviser: Stanley Patterson ABSTRACT OF GRADUATE STUDENT RESEARCH Dissertation Andrews University Doctor of Ministry Title: IMPLICIT LEADERSHIP THEORY AND BASS AND RIGGIO’S (2006) TRANSFORMATIONAL LEADERSHIP MODEL AS A MEANS OF LEADER-RENEWAL AT THE NAPA COMMUNITY SEVENTH-DAY ADVENTIST CHURCH Name of researcher: John Walter Grys Name and degree of faculty advisor: Stanley E. Patterson, Ph.D. Date completed: June 2011 Problem The Napa Community Seventh-day Adventist Church did not have an active, engaged, and participating leadership core throughout the previous ten years of church life. Current leaders, while demonstrating faithfulness and desire, were not actively being engaged and challenged to grow in their own leadership understanding and practice. The absence of such an ongoing process contributed to the lack of leader and leadership renewal within our faith community. Methodology The combined introduction of Implicit Leadership Theory (ILT) and Transformational Leadership (Bass & Riggio 2006) through an eight-week process would provide a means to inject into our community an external theory of leadership and to examine the tacitly held mental models of leadership each participant held. This renewal process would also include a way to measure whether a shift had occurred over those weeks together. This initiative would launch with an assessment through the Organizational Description Questionnaire (ODQ) and conclude with an end line assessment through the same instrument to determine if any shifts had occurred. Results The results from the ODQ indicate that a shift occurred within the perceptions of the participants toward identifying the type of transformational culture the Napa Community Seventh-day Adventist Church represented. While the baseline indicator identified the congregation as moderately transformational in nature, the end line indicated a substantial shift by identifying the culture of the congregational leadership as “coasting.” Conclusions The combined introduction of an external “objective” theory of leadership with the examination of each participants own mental models of leadership assisted in assessing the local organizational congregational culture and invigorating the participant leaders. This process will be encouraged as a means of identifying a vision of leadership for a local faith community as well as an innovation of a process of renewal for each participant. At the very least, encouraging and facilitating leaders of local congregations to examine their churches through a process of direct external and internal leadership theory and practice can invigorate leaders to continue their commitment to lead and pursue mission. Andrews University Seventh-day Adventist Theological Seminary IMPLICIT LEADERSHIP THEORY AND BASS AND RIGGIO’S (2006) TRANSFORMATIONAL LEADERSHIP MODEL AS A MEANS OF LEADER-RENEWAL AT THE NAPA COMMUNITY SEVENTH-DAY ADVENTIST CHURCH A Project Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Ministry by John Walter Grys June 2011 ©Copyright by John Walter Grys 2011 All Rights Reserved IMPLICIT LEADERSHIP THEORY AND BASS AND RIGGIO’S (2006) TRANSFORMATIONAL LEADERSHIP MODEL AS A MEANS OF LEADERSHIP RENEWAL AT THE NAPA COMMUNITY SEVENTH-DAY ADVENTIST CHURCH A project dissertation presented in partial fulfillment of the requirements for the degree Doctor of Ministry by John Walter Grys APPROVAL BY THE COMMITTEE: in Program / ' / Dean, SDA Theological Se¡â imary Denis Fortin 3 /, Jéanette Bryson Datè>hpproved TABLE OF CONTENTS LIST OF TABLES .................................................................................................. vii ACKNOWLEDGMENTS ...................................................................................... viii Chapter I. INTRODUCTION.................................................................................. 1 Historical Context............................................................................ 1 The Situation.................................................................................... 2 Purpose of Study.............................................................................. 3 Significance of Study ...................................................................... 4 Limitations ...................................................................................... 5 Definition of Terms.......................................................................... 6 Methodology.................................................................................... 7 II. BIBLICAL FOUNDATIONS FOR TRANSFORMATIONAL LEADERSHIP..................................................................................... 10 Introduction...................................................................................... 10 Biblical Texts of Transformation.................................................... 11 “Graceformational” Leadership ................................................ 19 Summary.................................................................................... 20 Adventist Foundations for Transformational Leadership ................ 21 A Brief History.......................................................................... 24 Leadership............................................................................ 27 Use of Individual Judgment ................................................ 31 Connection With God’s Work ............................................ 32 Talk of Mrs. E. G. White Before Representative Brethren, in the College Library, April 1. 1901,2:30 pm ................ 34 Individual Responsibility and Christian U nity .................... 38 The Spirit of Independence.................................................. 42 Words of Greeting; Courage in the Lord ............................ 44 III. A REVIEW OF THE LITERATURE..................................................... 52 Introduction ...................................................................................... 52 Implicit Leadership Theory ........................................................ 54 Definition of Implicit Leadership Theory ............................ 63 i n Significance of IL T .................................................................. 65 Transformational Leadership .......................................................... 67 Founding Fathers of Transformational Leadership ........................ 68 Antecedents of Transformational Leadership ................................ 74 Social .......................................................................................... 74 Psychological ...................................................................... 77 Organizational ........................... 79 Personality............................................................... 81 Cognitive.................................................................................. 83 Follower............................................................... 85 Organizational Types ..................... 86 Religious ........................................................................... 87 Spiritual................................................................................ 88 Nonprofit.............................................................................. 90 Internal Influence .................................................................. 91 Organizational Effects of Transformational Leadership .................. 92 Diversity.............................................................................. 92 Organizational Culture ........................................................ 93 Performance.......................................................................... 95 Creativity/Innovation ......................................... 96 Well-being............................................................................ 97 Cross-Cultural ....................... 99 Full-Range Leadership Theory (FRLT) ............................................. 102 General........................................................................................... 102 Laissez-faire Leadership ......................................................... 102 Transactional Leadership ......................................................... 102 Transformational
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