Effective Christian Leadership In An Ever-Changing World
"끊임없이 변화하는 세계에서 효과적인 크리스챤 리더십."
- 서강대학교 생명문화연구소
- 생명연구
- 제26집
-
2012.1218 - 43 (26 pages)
- 36
사람들이 특히 자발적으로 욕구하고 의도하는 것은 자주 그들이 실제로 일으킬 수 있는 일의 반명제가 되고는 한다. 어른들은 서로 경쟁하는 책무들에 연루되며 때로는 모순적인 의도와 행위를 보이는데, 이런 일들은 인격적으로 그리고 인간관계에 있어서, 자기패배적이고 파괴적일 수 있다. 신경생리학자들과 발달이론 연구자들이 논하는 바에 의하면, 영화문화는, 요즘 쓰이는 사회망 시스템들과 더불어, 의식을 채우고 제약하는데, 이것은 우리 두뇌에 큰 영향을 미쳐서 제대로 된 정보에 기초한 판단을 내리는 것을 어렵게 만든다. 이 논문에서는 우리 삶에서 상상력의 중요성을 되살림에 의해서 개인화가 일어나고 의식이 변형될 수 있다고 주장한다.
Effective Christian leadership in a changing world requires an educational approach that is open, adaptive and directed towards the common good of humankind and of the planet. Mission statements of universities and corporations are usually written in terms that embody such an inclusive leadership vision and model. This paper argues that in order to achieve the goals described in such statements, transforming rather than transactional leadership is needed. Developmental researchers Robert Kegan and Lisa Laskow Lahey proposes that it is resistance to change rather than openness that characterizes western individuals and organizations. Kegan’s three plateaus of mindfulness are presented and the paper argues that for effective leadership in contemporary institutions that can be open, directive and directed towards the common good there is a fourth plateau, one which is Spirit-inspired, that needs to be considered. This is a plateau which takes the spiritual life into account and which is characterized by empathy and nurtured by contemplation. Some consequences of leadership exercised on these plateaus are discussed. Finally the paper argues that for effective Christian leadership in an ever changing and polarized world a self-transcending exercise of Christian leadership is needed.
Abstract
EFFECTIVE LEADERSHIP: OPEN OR CLOSED?
LEADERSHIP AND CHANGE
THE POST-VATICAN II CONTEXT OF CHANGING APPROACHES TO LEADERSHIP
LEADERSHIP AND CHANGE: STRATEGIC OR ADAPTIVE?
PLATEAUS OF MINDFULNESS: TRANSFORMATION OR RESISTANCE?
LEADERSHIP: INNER AND OUTER TRANSFORMATION OF THE SELF
REFERENCES
(0)
(0)