This research was a descriptive mixed method study of pastoral leadership effectiveness of Southern Baptist pastors in the first ten years after graduating with the Master of Divinity degree from accredited seminaries. The research was limited to lead pastors of Southern Baptist churches and sought to identify any relationship in pastoral leadership effectiveness during the first ten years after seminary training between pastors with pastoral experience prior to or concurrent with seminary training and pastors with no prior or concurrent pastoral leadership experience during seminary training. Only Southern Baptist pastors graduating with a Master of Divinity from Association of Theological Schools accrediting seminaries with less than ten years post graduation pastoral experience were included in the sample population. The Lewis Pastoral Leadership Instrument assessment was utilized to ascertain pastoral leadership effectiveness. The inventory evaluated a pastor’s leadership effectiveness in three key areas: character, competency, and contribution. The inventory was developed by the Lewis Center for Church Leadership at Wesley Seminary, Washington, DC.

Thesis (D. Min.)--Columbia International University, 2007. / Typescript. "March, 2007." Includes bibliographical references (leaves 217-219).

ABSTRACT INTERGENERATIONAL DISCIPLESHIP FOR LEADERSHIP DEVELOPMENT: A MIXED-METHODS STUDY Scott Michael Douglas, Ed.D. The Southern Baptist Theological Seminary, 2013 Chair: Dr. Brian C. Richardson The purpose of this study was to examine the leadership development of Millennial associate pastors in the Southern Baptist Convention by exploring the discipling relationship the associate has with the lead pastor. A sequential, mixed-methods line of inquiry was used in this study. The quantitative part utilized an online survey for the lead pastor and associate pastor. The online survey contained demographic questions, a thirty-item questionnaire about the associate pastor's leadership development along the Five Exemplary Practices of Kouzes and Posner, and a fifty-item questionnaire on necessary pastoral competencies. Following the quantitative analysis, five interviews were conducted with churches that displayed a high level of perceived leadership development. A significant sample size was not reached in this study, with n = 99 participating church ministry teams in the study. Despite this, several conclusions were reached. Most notably, Millennial associate pastors and Generation-X lead pastors had a significant relationship with regard to the associate pastor's perceived leadership development, but that Millennial associate pastors and Baby Boomer lead pastors shared more in common in terms of necessary pastoral competencies. The follow-up interviews explored four lines of inquiry: the competency development of the associate pastor, the dynamics of the discipling relationship, the balance between personal and professional aspects, and the generational differences on the church staff. One interview that was conducted was an anomaly, but the other four interviews shared many similar qualities. The lead pastor and associate pastors shared a strong friendship, they were committed to not only ministry success but also to the pursuit of Christlikeness, there was an intentionality on the part of the lead pastor to allow the associate opportunities to serve outside their specific ministry area, and the informality of the relationship did not diminish the intentionality the lead pastor had for the growth of his associate pastor.

The purpose of this descriptive correlational study was to examine the relationship between the conflict management styles among senior pastors and the perceived organizational servant leadership tendencies in their churches. This study should help senior pastors to understand how their conflict management styles and servant leadership behaviors may relate to the organizational servant leadership tendencies in their churches so that they may improve the congregational health and effectiveness of their churches. This research presented theological foundation about servant leadership by extracting biblical principles from two Old Testament and six New Testament passages: 1 Samuel 15:22, Micah 6:8, Matthew 5:1-12, 20:20-28, Mark 9:33-37, John 12:20-26, 13:1-35, and Philippians 2:1-11. It was followed by a detailed discussion on the theoretical foundation of servant leadership and the Organizational Leadership Assessment (OLA) instrument (Laub 1999) for measuring organizational servant leadership tendency. A theological foundation of conflict management and a discussion on the Rahim Organizational Conflict Instrument II (ROCI-II) (Rahim 2001) for measuring the level of the five interpersonal conflict management styles (integrating, obliging, dominating, avoiding, and compromising) were also provided. The research instrument was a Web-based composite survey that consisted of (1) a 9-item demographic questionnaire, (2) the 28-item ROCI-II Form-C, and (3) the 66-item OLA. The research population was limited to the senior pastors of the 44,848 member churches of the 1,182 associations in the Southern Baptist Convention (SBC). With this population, a minimum response rate of 381 surveys was needed for this study to achieving a 95% confidence level with a confidence interval of ±5%. Cluster sampling on the 1,182 SBC associations was used to obtain a smaller but sufficient sample frame of 2,562 churches. A total of 406 usable responses were collected and analyzed. Pearson r was used to analyze the collected data in order to answer the research questions. It was found that (1) there existed a statistically significant, positive, and weak correlation between the level of organizational servant leadership tendency of a church and the integrating style (r = 0.314, p = 0.000); (2) there was no statistically significant correlation between the organizational servant leadership tendency of a church and the obliging style (r = 0.064, p = 0.202); (3) there existed a statistically significant, positive, and very weak correlation between the organizational servant leadership tendency of a church and the compromising style (r = 0.106, p = 0.033); (4) there was no statistically significant correlation between the organizational servant leadership tendency of a church and the dominating style (r = -0.052, p = 0.292); and (5) there existed a statistically significant, inverse, and weak correlation between the organizational servant leadership tendency of a church and the avoiding style (r = -0.200, p = 0.000). The findings implied that as pastors embrace the integrating style and refrain from the avoiding style when handling interpersonal conflict in pastoral ministry, they model Jesus' character directly to the parties involved and indirectly to their congregations. This is discipleship at its core, and it has a positive influence on the servant orientation of their congregations.

Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2002. / Includes abstract and vita. "October 2002." Includes bibliographical references (leaves 71-76).

Thesis (D. Min.)--Midwestern Baptist Theological Seminary, 2007. / Abstract. Includes bibliographical references (leaves 275-289).

Thesis (D. Min.)--Midwestern Baptist Theological Seminary, 2007. / Abstract. Includes bibliographical references (leaves 275-289).

Thesis (D. Min.)--Midwestern Baptist Theological Seminary, 2006. / Abstract. Includes bibliographical references (leaves 151-155)

Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2002. / Includes abstract and vita. "October 2002." Includes bibliographical references (leaves 71-76).

Thesis (D. Min.)--Columbia International University, 2007. / Abstract. Includes bibliographical references (leaves 217-219).