Servant Leadership: Practices
Conduct: Three Interactive Leadership Models
Management/Administrative Leadership” (SL#72)

by Lloyd Elder, Th.D., adapted from SkillTrack® 1:3 - Charting Your Course

Model #3 Management/Administrative Leadership
Summary only: see bibliography for additional resources.
See Models #1 and #2 (SL#70 and #71) for specifics in some of these areas.

The model: As an expression of servant leadership, the primary function of management/administrative leadership is to participate in defining the church’s mission and consistently guide the allocation of its resources toward mission achievement. It is the opportunity to practice the biblical message and its implications relating to people, mission, methods, and resources.

(1) Management/administration starts with theology

(2) Management/administrative leadership concepts

(3) Functions, roles, and skills
Traditionally, there are five basic functions of management, supported by other rolls and skills.

Re-read carefully the five major roles in Model #3 and rate your effectiveness (1 Low to 5 High); make notations.

© 2006; hosted and copyrighted by Lloyd Elder & Associates, Inc.
For full citation of referenced works, see Bibliography/Links at
Adapted by Lloyd Elder, Th.D., Founding Director, Moench Center for Church Leadership

Study Abstract: “Basic Skills for Effective Administration,” Chapter 10, pp. 202-225
from: Church Administration: Effective Leadership for Ministry, by Charles A. Tidwell
Broadman/Holman, Nashville, Tennessee, 1992
Abstract prepared by Lloyd Elder

Charles Tidwell, professor and practitioner of effective church leadership, has described leadership succinctly:

Basic Skills Contributing to Leadership

  1. Planning - is the most basic and essential skill; both personal and group.
  2. Initiating - plans must be executed or put into action.
  3. Promotion - although one element of initiating, it must be intentional by the leaders.
  4. Organizing - establishing the pattern of relationships among persons, tasks, and processes--with a view to performance.
  5. Delegating - entrusting a task to the care or action of another or of a team. Match delegated assignment to abilities, resources, and authority to act.
  6. Directing - is instructing what others are to do, with the authority to do so, and reflecting proper esteem for those receiving the assignment.
  7. Motivating - to give a cause for persons to choose to act or to react; to receive and perform assignment of ministries. (See SkillTrack 7.6 on Motivating Volunteers.)
  8. Supervising - supervise is from two Latin words meaning “over” and “to see”; the Greek term for bishop means “over inspector.” A good supervisor helps those supervised to grow, be competent, and perform well; measured by known standards, not a “snoopervisor.”
  9. Performing - that is, you must get on with doing it; it is not knowing how, but doing what you know. Performing also requires a continuous learning process.
  10. Influencing - in the best form, it is not by position or power but providing others what they need to be successful, make their decisions, and to do their jobs well.
  11. Controlling - involves directing, guiding, restraining, and helping the individual, group, or congregation to establish and exercise self-control.
  12. Evaluating - a skill that measures the plan and performance by expected outcomes, the benefits desired. Evaluation process usually includes those doing the work, and is published to those affected.
  13. Communication - an indispensable skill that touches all areas of leadership. This skill includes personal, group, and congregation strategies--and uses all available media.
  14. Representing - drawing on those other skills the minister seeks to represent, even a chief representative of the organization.

See also other books on church administration, such as:
Church Administration Handbook, edited by Bruce P. Powers
Creative Church Administration by Lyle E. Schaller and Charles A. Tidwell

Study Abstract: “The Supervisor's Role in Management”
from What Every Supervisor Should Know (6th ed.)
by Lester R. Bittel and John W. Newstrom, McGraw-Hill, Inc., New York, 1990
Abstract prepared by Lloyd Elder (from pages 1-43)

Subtitled, “The Complete Guide to Supervisory Management,” this book provides a comprehensive presentation worthy of careful study. Any congregational minister in a supervisory role may respond as I have:

Who Is a Supervisor? (p. 21)
A manager who is in charge of and coordinator of the activities of a group of employees engaged within a department, section, or unit of an organization. They direct work procedures, issue instructions, assign duties, examine work quality, maintain harmony, and adjust errors and complaints. The following statements of six roles enlarge on this initial answer to the question.

Six Roles of Supervisors As Managers

  1. Supervisors As Managers (pp. 3-5) are members of a unique team, an essential part of the management team that gives the organization purpose and leadership. Managerial levels include:
  2. Supervisors and competencies: Supervisors must bring to their managerial work a broad range of technical and human relations competencies (pp. 7-9).
  3. Linking Goals and Efforts (pp. 10-11): Supervisors provide the vital linkage between management goals and meaningful employee effort; they are responsible to management, to employees, to staff specialists, to other supervisors, and with the union.
  4. Converting Resources into Outputs (pp. 12-14): Supervisory performance is judged by how well supervisors manage their resources and by the results they get from them.
  5. Skills to be Developed (pp. 15-17; see also p. 47): Supervisors strengthen their contribution to the management process by developing their technical, administrative, and human relations skills.
  6. Concern for both Work and People (pp. 18-19): Effective supervisors balance the application of their skills between the work to be done and a concern for people who perform this work.

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