The contents of this dissertation is about the authoritarianism presently found in Lutheran churches in general and in the Evangelical Lutheran Church in Namibia (ELCIN) in particular. In contradiction to the Roman Catholic Church, Luther advocated the participation of the laity in decision-making processes. However, strong offices of authority have been established in ELCIN and excessive powers have been granted constitutionally to the clergy against the laity, with the result that lay leaders are made to believe that the decision-making procedures belong to the higher authorities at all levels of the church. There is a lack of willingness among the higher authorities to motivate lay leaders to take up leadership responsibilities in their presence. The danger of this attitude is that most of the decisions made in the church are initiated by the clergy and are therefore not representative. The leadership style of ELCIN can be described as partially democratic and partially authoritarian. The authoritarian leadership style of ELCIN was not derived from the original Lutheran heritage. This situation is due largely to a combination of the leadership patterns of the Finnish missionaries and the prevailing Owambo traditional culture. Authoritarian attitudes remain an urgent challenge to ELCIN in particular, and to Lutheran churches in general. The formulation of a new concept of leadership in the church must embrace the collective participation of all male adult members of the community in decision-making processes as observed in positive elements of Owambo traditions and Luther's concept of the priesthood of all believers. This dissertation recommends that lay leaders must be allowed to chair decision-making bodies at all levels in the church and that clergy and lay leaders participate equally in these bodies. ELCIN theologians also have to formulate concepts which contextualise church leadership and dissociate it from foreign vessels of culture. / Thesis (Ph.D.)-University of Natal, Pietermaritzburg, 2001.

Faith-based development initiatives often experience difficulties with efficiency and sustainability. While there are a number of reasons for this, one of the more common reasons is poor management. This study therefore presents a contemporary approach to management, the Management Process Approach, and discusses its relevance for faith-based development work. Because Christians sometimes resist the idea of applying management principles and practices, some of the reasons often given in resistance are addressed. It is acknowledged, however, that secular theory cannot be applied unquestioningly. The extent to which this theory allows for the actualisation of the Christian principles of love, justice, stewardship, humility and dignity is suggested as a useful measure by which the appropriateness of management theory for faith-based development initiatives can be determined. This study investigates four real faith-based development initiatives in relation to the four processes in the Management Process Approach. These processes are planning, organising, leading and controlling. In addition, a fifth process, financing, is included, since this is such a vital and often problematic issue in development work in general that it requires special attention. No empirical data is presented since no hypothesis is being tested. Rather, this study introduces and illustrates the possibility of using management theory to increase the effectiveness of faith-based development initiatives. However, some general suggestions and recommendations, drawn from the theory and case studies, are presented in the final chapter. The ultimate conclusion states that while management theory certainly does have much to teach managers of faith-based development initiatives, a Christian manager should never become so concerned about following the rules set out in management textbooks that he neglects the God whom he serves, and thus fails to uphold Christian principles in his daily interactions with people. / Thesis (M.A.)-University of Natal, Pietermaritzburg, 2001.

No abstract available. / Thesis (M.Th.)-University of Natal, Pietermaritzburg, 2003.

No abstract available. / Thesis (M.A.)-University of Natal, Pietermaritzburg, 1996.

Thesis (MPhil (Information Science))--University of Stellenbosch, 2006. / The theme for this study was inspired by an intuitive and cognitive awareness of, and concern for, the challenges and complexities faced by business leaders in the twentyfirst century. The shift from the industrial to the post-industrial era has brought about a new, complex network of activities globally. The increasing uncertainties and divides that are facing the business world - as well as society in general - have led to the hypothesis that the old paradigms and the existing repertoire of leadership approaches to business are no longer effective. The shift to a networked society also demands a shift in the consciousness levels, virtues and values of business leaders. This view is built on the premise that, under certain conditions and in certain situations, business is an important driver of transformation in general. Business has the ability and the power to influence the whole, i.e. societies, communities, environments, etcetera. The assumption is that business per se could be an important catalyst of change in society, and that business leaders are certainly accountable for the co-creation of a sustainable and meaningful environment. Business’ role is now often understood as serving the whole, i.e. accepting some responsibility for all or most processes in which the business may be involved. Business leaders’ values and worldviews are perceived as sometimes directly influencing their decision-making processes, and the argument, therefore, is that a new consciousness or a values-based, holistic approach to business and society – i.e. spirituality – could be an enabler in creating meaning that can incorporate these dimensions. The awareness of the challenges for business leadership was enhanced by a statement made by Manual Castells (1998:368) that, in the Information Age, there is “an anxious search for meaning and spirituality”. This study particularly addresses the personal, transpersonal and organisational transformations that are influencing our ability to make sense and to create meaning in the context of post-industrial business. The theme of sense-making in organisations has been influenced by the theories of Karel Weick in particular. The hypothesis is that mental intelligence alone is no longer sufficient for the interpretation of the postindustrial landscape, and it argues the importance of business leaders’ developing spiritual intelligence and a new spiritual awareness as a probable enhancer of transformation and sustainability. The spirituality that is needed provides a holistic, values-based approach and the consequent capacity to deal with complexity and change that was lacking in previous management frameworks. The theories on spirituality and spiritual intelligence are based on the principles of quantum physics, or the “new science” as described by physicists such as Heisenberg, Bohm, Capra, Kaku and others. A comparison between the Newtonian approach and the quantum approach underpins the argument. The views of specifically Zohar and Marshall were used to substantiate this argument. The principles of spirituality and spiritual intelligence are juxtaposed against the leadership theories of specifically three contemporary authors, i.e. Robert Terry, Jim Collins as well as Richard Barrett. These three authors respectively and collectively argue in favour of the evolvement of a new holistic consciousness and of authenticity in servant leadership. The assumption is that these leadership qualities could enhance interdependency and may lead to sustainability. Spirituality and business leadership is therefore explored as a probable enabler of a process of transformation in people, in organisations and in society, as well as a possible catalyst for creating meaning, fulfilment and sustainability. The line of thought in this study is that people, as an integral part of the universe, are being challenged to change not only themselves, but by virtue of a raised intelligence and holistic consciousness called spirituality, also change the world (organisation) in which they behave, through their leadership conduct. This requires leaders to aspire to a better understanding and interpretation of a new world, and to reflect on the organisation and themselves from more dimensions than purely the cognitive. This study argues that this could include a consciousness that is referred to as spirituality and spiritual intelligence.

Christian missions requires leadership that is theologically sound, inter-culturally appropriate and effective. Bernard Bass’ transformational leadership is a well-studied contemporary leadership theory and has the potential to be a significant theoretical basis for missions leadership. Transformational leadership must undergo a thorough critique before leaders attempt to apply the theory in missions contexts. This study is an assessment of transformational leadership theory for missions purposes. The theory is assessed from three perspectives: theoretical, theological, and cultural-anthropological. This research demonstrates that Bass’ transformational leadership theory is a sound theory, but one with significant limitations for Christian missions. Bass did not design his theory as a tool for Christian missions and it lacks key biblical notions that make the theory, as is, a poor choice of leadership in missions. Transformational leadership has been studied in many intercultural contexts and the general principles appear to work in these environments. Through the use of Hofstede’s dimensions of culture, this research demonstrates that Bass’ transformational leadership theory is a variform universal—the principles are maintained interculturally but with various mediations, modifications, and moderations. This research presents two new typologies by which to assess transformational leadership theory—the first is a leadership theory typology and the second is a leadership theology typology. These typologies may be useful to other researchers in their attempt to examine other leadership theories for use in missions. As a result of this research process, this study presents a roadmap for future research in leadership theory for missions.

Ph.D. / The aim of this study was to investigate how to integrate spirituality into leadership development in order to develop more ‘complete’ leaders or whole leaders equipped to face the challenges of the 21st century. The problem statement was as follows. There is growing evidence that current leadership development models, theories and practices are incomplete − there is, thus, a ‘missing ingredient’. As a result of this ‘gap’ leadership development, in general, is producing ‘incomplete’ leaders who are not equipped to deal with the organisational challenges of the 21st century. Based on this problem statement the following research questions were formulated:  Should dimensions of spirituality (or manifestations thereof) be integrated into leadership development, and if so,  What dimensions of spirituality should be integrated into leadership development?  How should such integration be accomplished? In other words, what “tool” should be applied to illuminate the way in which spirituality may be integrated into leadership development? For example, is it possible to construct a model based on what exists in the literature and on the insights gained from the experiences of leaders? Accordingly, a modernist qualitative research methodology casing was adopted and grounded theory employed. Appropriate qualitative guidelines were followed in order to ensure both a quality and an ethical study. Purposive sampling facilitated the selection of thirteen employees as research participants. The data were collected using semi-structured interviews. These interviews yielded rich, descriptive data which was then systematically analysed using grounded theory. After analysing the data, the participants’ first-order constructs were related to the abstract concepts of leadership and spirituality which had emerged from the literature. This, in turn, culminated in the development of a model which integrated spirituality and leadership development. The DUAL model presents an approach to developing leaders that integrates spirituality across all levels of leadership. The model is built on the first- and second-order constructs that emerged from the study. The model can be used to develop both what leaders need to know and do, as well vi as what leaders need to be. The DUAL model can be used to develop ‘complete’ or ‘holistic’ leaders as they journey through a process of: discovery, understanding, acceptance and ultimately love. Despite the shortcomings that were apparent in the study the aim of the study was realised with the study contributing to the development of theory on leadership and spirituality and also providing insights which may be applied practically in programmes designed to develop leaders. The dissertation concluded with recommendations for further study.

This study is concerned with the style of leadership needed to enable the church to fully express itself in mission. The renewed ecclesiology of the Second Vatican council, in which the church is said to be missionary by nature, is reviewed. The fundamental structure of the church is described theologically under the themes of the people of God, creation of the Holy Spirit and the body of Christ. A study of the Council's teaching on a pyramidal style ofleadership leads to the conclusion that it is inadequate for implementing the teaching on the missionary nature of the church. A review of post-Vatican II ecclesial movements worldwide points to a strong desire among many for a church of greater participation with a more personal leadership style. A study of leadership in the corporate world shows how a servant-style is replacing the traditional pyramidal structure. It is shown how this servant-leadership style could also be used in the church. The results of a qualitative research study of St. Joseph's Parish in Metro Manila, Philippines, are presented. This shows how the pastor gathered around him a group of lay leaders who share and express his style of servant-leadership. This part of the study begins by setting the historical context within which this parish exists by giving an overview of the history of the church in the Philippines and then shows how the leaders of St. Joseph's Parish motivated a passive congregation to become a church-in-mission. This occurred over a number of years through the parishioners being invited to full participation in parish life and becoming involved in service of those in need. An intense formation programme by parish leaders, who used a servant-leadership style, helped lead this parish from its former passivity to a manifestation of the missionary nature of the church. The study concludes by identifying some themes for further research. / Christian Spirituality, Church History and Missiology / D.Th.(Missiology)

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The integration of spirituality into the workplace is leading to a change in the lives of business leaders and employees. It is becoming evident that spirituality in the workplace is not only having an effect on a personal level through dimensions such as improved well-being, greater connectedness, self-awareness and wholeness, but also improving organisational performance and giving organisations a competitive edge. The objective of this research document is to illustrate the relationship between Spiritual Leadership and positive Organisational Performance. Employees are coming to work for more than just economic prosperity; they are searching for meaning in their work and spiritual leaders need to transform business to enhance not only the well-being of employees and help them with their search for meaning, but also increase their performance excellence. One of the most important new strategic drives for leaders is to be spiritual leaders and therefore create a place of work which provides both a challenging work environment and a work environment which provides a sense of meaning for employees. Spiritual leadership leads to the transformation of the workplace into an environment which incorporates productivity, wholeness, meaning, creativity and connectedness. / AFRIKAANSE OPSOMMING: Die integrasie van spiritualiteit in die werksplek lei tans tot 'n verandering in die lewens van besigheidsleiers en werkememers. Dit is besig om duidelik te word dat spiritualiteit in die werksplek nie net 'n invloed het op 'n persoonlike vlak deur faktore soos verbeterde gesondheid, groter verbondenheid, self-bewustheid en heelheid het nie, maar dat dit ook lei tot 'n verbetering in besigheids prestasie en dat dit besighede 'n kompeterende voordeel kan bied. Die oogmerk van hierdie studie is om die verhouding tussen spirituele leierskap en verbeterde besigheids prestasie toe te lig. Werknemers gaan werk toe op soek na meer as net ekonomiese vooruitgang; hulle is op soek na betekenis in hul werk en die spirituele leier moet besigheid vervorm om nie net die welstand van die werknemer te verbeter en hulle met hul soektog na betekenis te help nie, maar ook werksprestasie verbeter. Een van die belangriskte nuwe strategiese rigtings vir beisgheidsleiers is om spirituele leiers te wees en daardeur 'n werksplek te skep wat beide 'n uitdagende werksomgewing is, sowel as 'n werksomgewing waarin die werknemer betekenis kan vind. Spirituele leierskap lei tot die transformasie van die werksplek tot 'n omgewing wat produktiwiteit, heelheid, betekenis, kreatiwiteit en verbondenheid insluit.

Thesis (MBA)--Stellenbosch University, 2006. / This study project sets out to examine the validity of an idea - an idea to create a study-abroad programme complemented by combining studies with mission work for Christian university undergraduates. In support of this idea, this study researches the overwhelming arguments that would validate the programme. The study then looks into how the programme can be designed and what its desired focus should be. In this study, the author first examines the prominent external forces that justify the programmes' needs. Two prominent forces include the lack of valued, quality leadership roles in today's business community, as well as the coming of a more integrated world where business managers must gain the skills to transact beyond borders. These two forces become the focal point of the education component, while the last external issue examined explores the business mission possibilities for southern Africa. The study then delves to understand how business schools are adapting to the issues of teaching leadership skills and the ability to transact beyond borders. The author finds that even though many schools have responded by adding soft skill courses such as leadership or internationalising their student bodies and curricula, many organisations are still reporting the lack of quality global leaders. With this, many organisations are creating Corporate Universities where they themselves educate their employees through the use of Action Based Learning (ABL). The author thus believes this ABL concept is a most effective tool in not only training for specific functions of business, but also in tacitly improving the soft skills of business management, which is becoming important for today's global leaders. Knowing these external and internal issues, the author studies the potential of such a programme by analysing a Christian university's existing curriculum and ABL missions structure, and then meets with prospective students, deans, professors, and administrators who may desire a programme that combines study abroad with mission work. The findings suggest that the focus of the programme narrow in on global based leadership education complemented with the use of Action Based Learning in the missions field to promote multidisciplined business missions. However, designing this Global Leadership Programme will require a model from which to begin. The author chose the Value Chain concept; however, Porter's (1985) Value Chain concept was thought to be too onerous for developing this short-term programme. The author then describes and illustrates the use of Sviokla and Rayport's Virtual Value Chain model (1994) and chose to use this model in designing the programme. As a result, the subsequent Chapters first establish direction by suggesting vision and mission statements and the Global Lead Programme objectives, and then research the content (what is offered) and context (how the content is offered) components of the model. In the end, the author concludes the study by offering insight into infrastructure (the enabler) considerations and options to enable the Global Lead Programme to grow and succeed.