Value-Based Leadership

Course Description

The course VEL1220 provides an introduction to value-based leadership and self-leadership. We will work on questions about what characterizes a good leader and how leadership can contribute to the development of churches, organizations and communities. The course will review different perspectives, models, and theories to better enable students to analyze different approaches to leadership, as well as identify what kind of competence leaders need to develop. Students will also learn to reflect critically and constructively in the face of such leadership models. Finally, the course will help the student to reflect on their own leadership development, thus contributing to lifelong learning and value-based leadership in organizational and social life.

Learning Outcomes

A student who has completed the course of VEL1220E Vale-based leadership should have the following learning outcomes defined in terms of knowledge, skills, and general competence:

KNOWLEDGE

The student:

• has knowledge of organizational leadership as a field of research and practice, including introduction to basic leadership theories and research traditions
• has good knowledge of theories of charismatic, transformative, ministerial, and virtue-ethical leadership
• has knowledge of theological perspectives on leadership and the relationship between leadership, ethics and spirituality
• has gained understanding of leadership as a creative and constructive influence – and of the potential dangers of such a power exercise
• has knowledge of different leadership ideals in different cultures and about leading in cultural diversity
• has gained understanding of the follower’s role in the leadership relation
• has knowledge of different dimensions of the leadership role, including theological, narrative, organizational and relational dimensions
• knows current practical interpretations of Jesus as a role model for leaders

SKILLS

The student:

• has gained ability to self-leadership and to understand one’s own development as a leader
• can reflect ethically and theologically on leadership – hereunder critical reflection on values and power, including one’s own leadership
• is able to integrate and reflect on various considerations and ethical dilemmas in leadership, including the relationship between productivity and the employee as a fellow human being
• has gained ability to reflect on the relationship between normative, descriptive, and discursive aspects of leadership theory
• can reflect on relevant leadership skills, and on gender dimensions in leadership.

GENERAL COMPETENCY

The student:

• has developed attitudes that motivate service and leadership in church, organization and society
• has a balanced moral approach to exerting influence on various levels
• shows empathy, as well as virtues such as humility, respect and justice

Modes of Instruction

The teaching is provided in the form of interactive lectures, group discussions and case studies. The course consists of a total of 32 teaching hours.

Required Reading

Bolden, R., Hawkins, B., Gosling, J., & Taylor, S. (2011). Exploring leadership: Individual, organizational & societal perspectives.Oxford: Oxford University Press, p. 1-183 (184 pages)

Clinton, J. R. (2012). The Making of a Leader: Recognizing the Lessons and Stages of Leadership Development (Rev. ed.). Colorado Springs, CO: NavPress, chap. 1-2, Appendix D (28 pages)

Kessler, V. (2013). “Pitfalls in ‘Biblical’ leadership.” Verbum et Ecclesia, 34(1), 1–7. https://doi.org/10.4102/ve.v34i1.721 (8 pages)

Northouse, Peter (6. ed. or newer). Leadership. Theory and Practice. London: Sage (page numbers from 8. ed.) p. 1- 116, 139-256, 293-370, 403-469 (380 pages)

Smidsrød, Åse Miriam (2016). “For Such a Time as This”: Gender Issues in Twenty-First Century Norwegian and Swedish Pentecostal Churches, Pentecostudies, vol 15, no2, s. 200-217 (18 pages)

Tangen, K. I. (2017). “Leadership as Idolatry: The Case of Stalinism and Beyond.” Scandinavian Journal of Leadership and Theology, Vol 4. No. 4 (17 pages)

Tangen, K. I. (2019). “Servant Leadership and Power: An Introductory Theological Analysis.” Scandinavian Journal of Leadership and Theology, 6 (30 pages)

Yukl, G. (2012). “Effective leadership behavior: What we know and what questions need more attention.” Academy of Management Perspectives, 26(4), 66–85 (20 pages)

Åkerlund, T. (2014). “Leadership in Corinth: Reciprocity and Leader-Member Exchange in 2 Corinthians 6:11-13.” Journal of Biblical Perspectives in Leadership, 6 (1), 162–175 (14 pages)

Åkerlund, T. (2016). “’To live lives worthy of God’: Leadership and Spiritual Formation in 1 Thessalonians 2:1-12.” Journal of Spiritual Formation & Soul Care, 9 (1), 18–34 (17 pages)

Åkerlund, T., & Tangen, K. I. (2018). “Charismatic cultures: Another shadow side confessed.” Pneuma, 40 (1–2), 109–129 (21 pages)