Organizational Impact
Organizational Impact Paper
A look at Open Heart Chapel
If we could first know where we are, and whither we are tending, we could then better judge what to do, and how to do it. We are now far into the fifth year, since a policy was initiated, with the avowed object, and confident promise, of putting an end to slavery agitation. “A house divided against itself cannot stand.” I believe this government cannot endure, permanently half slave and half free. I do not expect the Union to be dissolved — I do not expect the house to fall — but I do expect it will cease to be divided. It will become all one thing or all the other.
–Abraham Lincoln
The organization I’ve chosen to analyze is OHC, a small church in Spokane, which has been in operation for almost two years. In the last two years the church has seen little growth and the members appear to have a lack of personal growth and dedication to the organization.
Knowing where we are
The reason for the selection of this organization is to examine some of the potential causes and remedies that could give the organization a much-needed kick-start. In examining the issues with the church I’ll be looking at a variety of behavioral theories and in assessing the group, applying Likert’s measurements of effectiveness that he developed while at the University of Michigan in the 1960’s. Finally, I’ll look at different models of leadership that could help address the issues currently facing the organization.
In beginning the process of analyzing the issues at OHC, we can look to Likert and his variable to measure effectiveness or success. When looking at worker or member satisfaction, we see that this is low with in the organization. There appears to be a lack of motivation and those who attend, simply attend, but do not get involved in many volunteer opportunities.
Absenteeism is high at OHC with approximately 50% of its core members not attending Sunday services. The author of Hebrews talks about this exact issues in Hebrews 10:24-25 (NIV), “And let us consider how we may spur one another on toward love and good deeds, not giving up meeting together, as some are in the habit of doing…” In comparison, when looking at a June 2011 Gallup on church attendance, of those who are regular church attenders (at lease monthly) 64% are weekly attenders, and those numbers jump to 80% when you add in “almost weekly” attenders of church.
The congregation is not operating in love as described in 1 Corinthians 13 in the bible when it says, “Love is patient… it does not dishonor others… it does not keep a record of wrong.” The grievance rate against a particular group of the leadership team is particularly high, which has started to cause division in the organization. Members are taking up offenses and not dealing with their issues with the “offenders.” The high grievance rate towards this group can also be seen as a reason for the high absentee rate. Reasons for the grievances include the person(s) desire for power and control, distant or cold communication/ relationships along with an autocratic or endowed leadership style, which we’ll look at later on.
What/How to do it
In looking at solutions to the obstacles that are facing OHC, we’ll use the Two Factors Approach developed by E.A. Fleishman in 1953 while at Ohio State University. Beginning by initiating structure, the organization needs to develop standards of performance for those on the leadership team. As it currently stands, there is, to the best of my knowledge, no set expectations and standards that the leaders are being held to. This is resulting in not being able to hold people accountable for their poor conduct that is hurting the organization. Through the process of assigning tasks and responsibility, the lead pastor will also be able to implement expectations and standards, which will hold everyone involved accountable.
Having consideration for fellow members will start to mend relationships and uniting the congregation again, operating in love as mentioned previously. Everyone on the leadership team will have to start to develop warm working relationships with the congregation. This will build trust and mutual respect for everyone. This will take humility on the side of the leadership and result in respect by the congregation.
Ceasing the divide
As Abraham Lincoln said, a divided house can stand, yet expected the division would end. With the purpose of growth and unity in mind, we must look at a leadership model that will help facilitate these goals. For this, we’ll look at a charismatic, transformational leadership approach based on servant leadership.
Everyone on the leadership team of OHC must align his or her leadership style (when serving at the church) to that of the lead pastor. His style of leadership is a bottom up approach of serving the congregation, which will give us a good foundation to build the team on, however, the church will need more in order to have a strong kick-start to spurt growth.
When looking at the trait of charismatic leadership we see the need for the leader to share goals and values that are commonly held among the followers. By expressing these values, it will act as a way to unify the congregation, and show them that there is a common purpose that everyone needs to be a part of. I believe that this will also help unify the congregation and motivate everyone to be better involved and help with the absenteeism that is currently affecting the church.
Pastors are automatically seen as role models and as people to look up to by their members. With this in mind, the pastor will need to use his position as role model to begin to create expectations for the congregation. House (1977) says that charismatic leadership sets high expectations for its members. Knowing this, the pastor needs to start to challenge, first the leadership team to step up and come in line with his values and leadership style and to challenge the rest of the congregation to also step up in their dedication and involvement to the organization.
Taking the leadership style to the next level and building on the charismatic leadership we can add transformational leadership to the mix. Having a goal of personal growth amongst congregates; we can apply transformational leadership as a way to challenge everyone to grow. Transformational leadership (Burns, 1978) challenges the follower to rise to the level of the leader with the goal that the follower will become a leader in time. This model also challenges the leader(ship) to also grow themselves bringing everyone to a deeper level of involvement and personal faith.
As more people grow into a position of leadership, service then happens. Using the principle of “the last shall be first and the first shall be last” (Matthew 20:16) we can start to develop servant leaders. This style of leadership will need to be celebrated from the bottom up, after all, God referred to Moses repeatedly as “my servant Moses” (Numbers 12:7). Bringing a foundation of servant leadership to OHC will unify the congregation to serve each other and the organization. I believe this will also begin to create a more welcoming environment for new members creating growth.
Bringing the congregation together into unity is what this church needs to be successful. When looking at Psalm 133, we see that God will bless those who are in unity. By developing a culture of leadership and making sure everyone is on board I believe you will start to deal with the issues that have been plaguing OHC. Energy and commitment will erode the high absentee rate that the church currently has. Uniting the congregation under a common goal and vision will also help bring down the levels of strife and grievances. Remembering that as Christians we are commanded not to allow bitter roots to grow up, (Hebrews 12:15) but rather, grow in the grace and knowledge of our Lord and Savior Jesus Christ (2 Peter 3:18).
References
Burns, J. M. (1978). Leadership. New York, NY: Free Press.
Fleishman, E.A. (1953). “Leadership climate” and supervisory behavior: A study of he leadership role of the foreman in n industrial situation. Columbus, Ohio.
House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt.Sc L. L. Larson (Eds.), Leadership: The cutting edge: 189-207. Carbondale, IL: Southern Illinois University Press.
Likert (1961). New patterns of management, McGraw-Hill, New York.