CHAPTER 2

The literature reviews are centered on my research

variables and research questions. These variables are eight

perspectives, transformational leadership, leadership,

leaders, organization and inner-city communities. From the

research questions elements such as entrepreneurship,

transform the community, counseling and homework centre.

The chapter examines the views of other writer’s

comments on the affect of the application of the eight

perspectives of Transformational Leadership on the leaders

of an organization and an inner-city community and it also

identifies resources in the literature to support the vision

and implementation of the project that the leaders and heads

of departments of the Shortwood Teachers’ College (STC) wish

to take on.

The following books show how authors view leaders,

community organizational transformation through the

application of transformational leadership. They present

their own solutions to the problem posed and an analysis

will be done on how their ideas can influence this research.

The strengths and weaknesses will be included.

Leadership with a Difference

Transformational Leadership: Taking Responsibility for

Successful Schools by Lola Gray focuses on leadership

within schools. Gray brings out many insights in the book as

it relates to leadership. Two perspectives of

transformational leadership were identified such as

Reflective and Prophetic Leadership. Grey cited by James

McGregor-Barnes states that “leadership is about inspiring

actions, recognizing opportunities and transforming

outcomes.” 1 Gray states that “transformational leadership

creates positive changes in the life of the people as well

as the organization and organizational changes are made

through vision and goals.” 2 This comment is applicable to

the project, envisioned for the Grants Pen Community. She

also cites Bass who states that the transformational leader 1 Lola Lureen Gray, Transformational Leadership: Taking

Responsibility for Successful Schools (Belleville: Essence Publishing, 2010), 19

2 Ibid, 20

motivates followers by charisma, intellectual arousal and

individual consideration.” 3 These arguments definitively

underscore the concept of Reflective Leadership. Gray also

argues that transformational leaders often act as mentors to

their followers.

If the concept of mentorship is driven home to the

leaders in my organization then the institution would be

positioned to undertake some aspects of transformation.

People need motivation in order to produce and often the

motivation has to be sparked internally. If leaders can

become inspirational then the HODs will begin to believe

that the goals of the organization are attainable. Inspired

workers can become the greatest asset of the organization.

These people are more than able to bring transformation to

any inner city community. However, if leaders undermine

their HODs very little can be accomplished. Gray states that

“it is imperative that principals and teachers working with

their communities make collective decisions and take

collective actions.” Gray cited by Tom Peters that

3 Ibid, 20

“leadership is all about getting people engaged, involved

and excited about a vision that is about quality and

innovation.”4

4 Ibid, 24

Gray spoke about the leadership initiative at the

school of which she was principal. A part of her strategy

was to involve the community in the transformation process.

She desired to see it become reality. One of the phrases

which she coined for this project was “the community of

learners.” 1 This community of learners involved not only

the students but the teachers as well as the parents. She

also emphasized teamwork and the value of acknowledging and

commending persons in their professional capacities. Gray

also underscores the importance of the commitment of all

stakeholders if change is to take place. Prophetic

Leadership can be clearly seen here as the transformation of

a vital institution such as the school requires that

everyone plays their part. This is endorses the plan that

the HODs have for the Grants Pen Community; that both

leaders and workers get involved in transforming the

community.

1 Ibid, 30

The book speaks to the attributes of the organization,

leadership strategies, collaborative leadership,

transformational leadership and instructional leadership.

The language in the book is melodious, flavored with

fascinating phrases such as “a transformational leader

motivates as well as creates a community of intellectuals

seeking new ways of working and altering the work

environment.” 1 Although it is an excellent book I believe

more emphasis should be placed on the perspectives of

transformational leadership and how they would affect the

leaders and the inner city. The book’s focus is on

education, the transforming power of good and equitable

leadership strategies were limited to the scenario which

took place in one catholic school.

Gray helps the reader to understand the concept that

the transformational leader allows stakeholders to develop

pride, feelings of mission and to identify the goals of the

organization.

1 Ibid, 9

Collaborative Leadership- Although collaborative

leadership is not one of the perspectives covered under EPTL

it gives some insights into effective leadership. Gray cited

by John Gardener states that “a good community nurtures its

members and fosters an atmosphere of trust. This leadership

style emphasizes teamwork and recognizes the worth and

potential of others.

Culturally Responsive Leadership- Culturally responsive

leadership highlights diverse learning needs of students.

Gray states that “it enable teachers t learn about students’

language and culture.” This is vital to the leader and HODs

because it will enable them to understand the culture of the

community and the background of the people.

The Leader God Wants You to Be

Three years ago I read the book entitled ‘Be the Leader

You Were Meant to Be’ by Leroy Eims. It can be described as

a spiritually uplifting guide for those who are desirous of

making full use of their ministry as leaders in the church

and in the society at large. This book give me deep insight

on how a good leader should respond and lead others. It

describes the qualities that a leader should possess and the

attitudes they should have. Leaders should be willing to

share with others they should have a servant’s heart which

means to serve others first and to possess a sensitive

spirit. Eims states that “leaders must be sensitive to the

needs of the people and compassionate in their dealings with

them.” 2

This book is relevant to the topic because it

introduces to the reader good principles of leadership such

as faith and humility. Eims argues that “A humble spirit is

the hallmark of the person God uses.” 3 It highlights the

fact that when we are chosen as leaders we should make the

effort to train others to become responsible leaders. This

2 Leroy Eims, Be the Leader You Were Meant to Be (Colorado Springs, Lo: Nexgen, 1975), 50

3 Ibid, 36

speaks to authority. Eims had no need to undermine his

followers and other leaders. What qualifies Eims to write on

the subject is the fact that he was called to be a leader

and therefore he saw the need to share with others the good

qualities that leaders should possess. He wrote the book

thirty-seven (37) years ago and did so with the intent of

addressing “the development of leaders committed to

excellence in their personal lives and being an example to

those whom they lead.” 4 It is an excellent and classic

book and is written for those who are in leadership training

as well as pastors administrators and heads of government.

This book explains how a leader should honor leadership,

always recognizing the voice of lord and to live by example.

The tone of the book reflects the passion of the author with

regard to leadership. The organization of the book also

allows the reader to quickly follow the different steps of

leadership.

Eims further states that “before people take on a

leadership responsibility they should weigh the matter

4 Ibid, 6

carefully.” 5 Leaders should know their role well they

should know how to demonstrate their power effectively

without showing any form of bias or undermining others. This

of course, is exactly what leaders of the Shortwood

Teachers’ College will need to consider as they grapple with

the problem of helping the Grants Pen Community.

The writer presents a claim and substantiates it by

making it reasonable enough to be considered as a good guide

for leaders. This book is compatible with the other books

that I have read. Nevertheless, I thought that some of the

sub-titles needed to have more examples to show persons how

to model good relationships. This would have shed more light

on the research topic. This book did not address any aspect

of the EPTL. I believe that if he had discussed some of the

issues it would have been more practical.

The Leader within You

Myles Munroe in his work In Charge: Finding the Leader

within You, places great emphasis on the concept of

5 Ibid, 11

leadership from the perspective of empowering individuals to

tap into their God-given abilities. He also causes the

reader to see their gifts and talents as avenues to unearth

the leader within them. Munroe also elevates the concept of

leadership from being given to a specific group of

exceptional people to being given to every human being.

Three of the perspectives were identified in the book

which is Calling-Based s Leadership, Servant-Leadership and

Reflective Leadership. Munore’s philosophy of leadership is

that each individual has “an inherent gift and must serve

that gift to the word.” 6 He argues quite candidly that many

people grow up in cultures which are built on the oppression

of the masses and are intent on keeping people in the mode

of continuously seeing themselves as mere followers who do

not qualify to aspire to any position of leadership. As a

result, many people fail to place the same value on

themselves as God does. Munroe reiterates this by concluding

that if we are to be fulfilled we must unleash the leader

within us.

6 Myles Munroe, In Charge: Finding the Leader Within You (New York: Faith Words, 2008)4

The Calling-Base concept of leadership which he

advocates for would guard against the undermining of

individuals because it would cause leaders to see the value

of those they have been called to lead. They would also

learn to accept people and give them enough room to grow and

to express themselves in their area of giftedness. Munroe

affirms this by stating that genuine greatness is “related

to the discovery, development, refinement and serving of a

unique ‘gift’…” 7 to humanity.

His concept of greatness centers on individuals’

ability to maximize their potential in any area of gifting.

Munroe also encourages people to have regard for and to

respect people in their various gifting. Munroe’s examples

concerning leadership help the reader to understand Calling-

Based Leadership. One such case is where he says “leaders

seek to understand God-given gifts, experiences….” 8

7 Ibid, 15 8

Munroe’s take on Servant-Leadership places a balanced

perspective on greatness. He states that we “….were born to

dominate an area of gifting, not to dominate people…..”1

Every leader is a servant and is required to serve humanity

to the best if this ability with the gifts and talents he

has been entrusted with.

Munroe states that ‘servant-leaders do not cultivate

fear or manipulate.” 2 When the culture of servant-hood in

embodied in an organization the tendency to dominate and to

crush people’s self worth or the manipulate or threaten

people into doing what they want them to do.

Munroe also reflects on the Greek and Roman

philosophies which suggest that “leadership was a product of

natural endowment, of birth traits, of divine providence.” 3

Reflective Leadership reflects on reality and lives in

reality. The leaders in an organization are to empower their

subordinates to express themselves in the community. The

1 Ibid, 43 2 Ibid, 773 Ibid, 68

reality is that no one person is gifted in every area. Good

leaders cannot be selfish and self-centered. Munroe spoke

about the destructiveness if insecure leaders who abuse

their power by seeking to “……destroy , oppress, or take

advantage of other people….”4 He mentions seven principles

among them is “becoming yourself for the benefit others.”5

I think that this book is very much in line with the

solutions which I brought concerning my dissertation. The

book was very insightful and places tremendous emphasis on

the role and function of effective leaders.

Servant-Leadership

The book entitled Insights on Leadership is a

compilation of essays and is written by Peter Block, Ken

Blanchard, Margaret Wheatley and James Autry. The book is

mainly focuses on servant-leadership and how it impacts

various social arenas. One of the first things which the

4 Ibid, 975 Ibid, 99

book addresses is he misconception that top level management

tends to have about the servant- leadership. The authors

address this issues by making reference the traditional

hierarchical structures of leader and the limitations which

they present. Servant- Leadership places the leader at the

lowest level of the scale of leadership and places the

worker at the highest point. In this kind of environment the

workers “……..become responsible and the job of manangement

is to be responsive to their people.” 6

The application of Servant-Leadership is applied in

this book and is applicable to the dissertation topic. The

authors argue that if managers understand the concept of

Servant-Leadership they will not feel as though they will

lose influence over those they serve. This idea confirms my

concept of Servant-Leadership and I realize that learning to

serve others is one of the greatest challenges which faces

cooperate organizations in Jamaica. The authors state that

“the whole mission if the institution is geared toward

6 Peter Block , Ken Blanchard, Margaret Wheatley and James Autry Insights on Leadership: Service, Stewardship, Spirit and Servant- Leadership (New York: John Rilely and Sons Inc , 1998)25

individual and social responsibility, which means to serve

contribute and make a difference.”7

The authors also highlight Calling-Based Leadership as

a part of their presentation on the dynamics of good

leadership. They argue that “……we all have a vocation……” and

the “we are all called to a unique purpose….”8

They also opened my eyes to the see that leaders have a

natural eye for stopping potential and strengths in their

workers. This ability is crucial especially as it relates to

where these individuals fit in an organization.

Although the book is geared towards Servant-Leadership

a few aspects speak to Prophetic-Leadership by stating that

we are co-creators of the world. They state that Prophetic –

Leadership by stating that “prophetic leaders have the

ability to create the world they manage and also have the

ability to determine the environment that their workers have

to labor in.” 9 The authors are of the view that if

7 Ibid, XVII 8 Ibid, 31 9 Ibid, 200

Prophetic-Leadership is emphasized in an organization the

workers will be empowered to effect change.

The book presented leadership in an interesting and

practical manner. My only issue with the book is that it

should have given insight on the other perspectives as the

book was heavily laced with the Servant-Leadership concept.

Work as A Calling

This book has shed some light on the topic on the topic when

the authors cited by Elizabeth Jefferies which states that

“…..one’s own calling in life and challenges each of us to

serve one another through our work.” 10 (Book particulars

not listed) The authors cited by Michael Novak also state

that not only is business a morally serious vocation, it is

a morally noble one in that it creates social connections,

lifts it participants out of poverty and builds the

10 Ibid, 29

foundations for democracy.11 The book gives some positive

highlight and shows how it relates to poverty and builds

others. Although it did not mention community but the

comments can be applied.

The authors give some good examples on how people

really know that the work they are doing is one they are

called to do. They state that if we want to change the

world, as cited by Greenleaf, “we must first know who we are

and where we stand.” 12 One of the authors said that work

must be looked as more than just a mere job but can be also

looked at as a ministry and a spiritual practice. This

statement sheds some light on the topic as the work being

done in the organization I am a part of should be seen as a

ministry.

The authors cited by Michael Novak present “four power-

points of a calling.” 13

1. Each calling is unique to each individual

11 Ibid, 3212 Ibid, 3213 Ibid, 34

This point gives a clear view that the leaders

and HODs of the XYZ Teachers’ College has a

unique call to go into the inner city to assist

and uplift the broken hearted.

2. A calling requires certain preconditions

This point states that calling must “fit our

abilities” and “love must be involved”. I

appreciate this point because it is in

accordance with the HODs capability to work in

the community and the love they have for the

people.

3. A true calling reveals its presence by the enjoyment and

sense of renewal energies its practice yields us.

The important point is that the HOD enjoys

their calling to work.

4. Callings are not usually easy to discover.

This gives a clearer view of the HODs’ calling

is not necessarily easy to discover by the

leaders. The authors state that “much patience

are often required…..” 14

Leaders Should Learn to Listen and be Effective Mentor

Learning to Listen, Learning to Teach, written by Jane

Vella is a very insightful and helpful book. This is book is

not particularly based on the principles of Transformational

Leadership but carries some insights which I believe are

relevant to effective leadership functions. Vella devoted an

entire chapter to what she tilted sound relationships. What

she portrays here is the importance of interconnectedness

and interrelation among individuals. This shows that XYZ

Teachers’ College can interconnect with the community of

Grants Pen and interact with them to show them that

something good can come out of that community. Vela states

that “sound relationships for learning involve respect,

14 Ibid, 34

safety, open communication, listening and humility.” 1 This

affirms that leaders should regard their workers and employ

humility when dealing with them. Building sound relations is

of utmost importance if leaders are to become as effective

as possible.

Vella also mentions mentorship which goes hand in hand

with Reflective Leadership. She also stresses the importance

of affirmation. She helps the reader to understand that

affirming workers is a vital ingredient that will allow the

organization to be successful and build wonderful

relationships.

The book speaks about building a relationship which

relates to what the leaders want to build in the Grants Pen

Community. Vella additionally deliberates about teamwork.

The information in this portion of the book will help to

construct the program for the community.

She also spoke about respecting the learner as a

decision maker. It allows the reader to have the aptitude to

relate well both her followers as well as their colleagues.

1 Jane Vella, Learning to Listen, Learning to Teach (San Francisco, CA, John Wiley and Sons Inc 2002), 85

It also gives insight on how to deal with the people in

Grants Pen.

The book is a good one, although it did not speak about

leadership or the EPTL but it gives guidelines on how to

teach and listen. In addition it tells us how to treat

workers and people in general. It also encourages leaders to

be aware of the intricacies involved in certain leadership

roles and function. Leaders are also discouraged from

attempting to override the suggestions of others.

The Leader As Mentor

The book The Making of a Leader by Robert J. Clinton

focuses majorly on leadership within the context of the

Church. While I think that the area of concentration makes

the book’s outlook narrow I was still able to glean some

insights on Calling-Based Leadership as well as Reflective

Leadership from it.

In the book Clinton defines a leader as one who

“influences a specific group of people to move in God-given

direction.” 2 Clinton attributes this influence to the

endowment of the Spirit of God through God-given ability or

calling. Clinton also argues that leaders who make decisions

for others need to understand the various factors that allow

convergence: role-match, giftedness, experience, destiny,

spiritual maturity just to name a few. This point is in line

with the topic because it helps leaders to consider the

needs of the individual as well as the organization. It will

give the leader the chance to realize that there gifted

people who are sometimes frustrated they fail to discover

their gifts and abilities. It agrees with the researcher

that leaders need to apply the EPTL to their organizational

plan and to the community of Grants Pen. He is obviously

speaking to leaders who refrain from maximizing their

workers potentials.

Clinton also deliberates on mentorship which I believe

has its roots in Relfective Leadership. He describes a

mentor as one who has the “…..capacity and the heart to see

leadership potential and take private and personal action to

2

help the potential leader develop.” ( Book details are not

listed)

Clinton’s concept of leadership shows that XYZ

Teachers’ College can adopt this principle and become a

mentor for the people in the Grants Pen Community. Clinton

furthers warns against the tendency of some leaders to

manipulate those under their leadership. He gives the HODs a

model of good mentorship. He also shares that mentorship

often makes mentees vulnerable to their mentors and it is

important that leaders walk in integrity and purity when

they become mentors for their followers.

The book was moderately helpful did very little to

inspire me where leadership is concerned. It had very little

information on transformational leadership as a whole. I

also thought that the author spent a great deal of time

talking about the character of a leader and not enough time

on the principles of leadership.

The Calling

Novak in his book, Business as a Calling writes from

the premise that involvement in business is as much of a

calling from God as any other aspect of Christian ministry.

The book underscores the concept of Calling-Based

Leadership. Novak considers calling to be “a sense of having

uncovered the personalities, talents or longings we were

born with.” 3 When we fulfill these gifts from beyond

ourselves it is like fulfilling something we were meant to

do.” 4 The question of calling is vitally important to all

those who are involved in the corporate world and must be

adequately answered by all. Novak states that “even if we do

not always think of it that way, each of us was given a

calling by fate, by chance, by destiny, by God. Those who

3 Michael Novak, Business as a Calling (New York: The Free Press, 1996)18

4 Ibid, 18

are lucky have found it.” 5 He states that “no two people

have exactly the same calling.” 6 This statement affirms the

EPTL’s concept of calling as each person is different and

each calling is different.

Novak further states that business practice depends

heavily on virtue. Therefore, business “cannot go forward”

unless there is a highly motivated and virtuous working

community.” 7

Reflective-Leadership will allow individuals to become

dynamic and has the power to make them change agents. Novak

underscores this by stating that “business being a creative

community is the greatest transformative power of the

condition of the poor on earth.” 8 Novak’s words are

encouraging and he advocates for leaders within

organizations to get involved in empowering and assisting

the poor within the Grants Pen Community. Novak identifies

ways that businesses can bring about transformation to poor

5 Ibid, 18 6 Ibid, 1157 Ibid, 1158 Ibid, 127

communities. One of the ways is by creating opportunities

through employment. This embraces the plan of the XYZ

Teachers’ College.

Novak has shed light on the fact that organizations

need to get involved in the community by penning these

words;

Part of the business vocation then is gettingtogether and forming a task-oriented community- acommunity, in other words not to satisfy all needsbut to get specific things done for the public,“to make a contribution to society” that no oneperson could make alone but must be made by manytogether.9

Novak encourages businesses to give back to the society. He

made mention of Andrew Carnegie who gave “decades of thought

to how best to give wealth away for the benefit of the

poor.” 10

The book gives an excellent view on calling and how one

should live in his or her calling.

9 Ibid, 25 10 Ibid, 193

Organization and Transformational Leaders

Organizational Behavior written by Stephen P. Robbins

and Timothy A. Judge focuses on the behavior which is

synonymous with organizations. The authors define

organizational behavior as follows; it is a field of study

that investigates the impact that individuals, groups and

structure have on behavior within organizations for the

purpose of applying such knowledge toward improving an

organization’s effectiveness.” This definition gives the

reader a wider knowledge of the organization which can also

apply to the community. It gives valuable insight into the

definition of an organization. An organization is a

“consciously coordinated social unit, composed of two or

more people that functions on a relatively continuous basis

to achieve a common goal or set of goals.” 11

11 Stephen P. Robbins and Timothy A. Judge, Organizational Behavior (Boston: Prentice Hall, 2011), 9

The authors also spoke about the issue of ethics. They

argue that “today’s managers (leaders) must create an

ethically healthy climate for his or her employees where

they can work productively with minimal ambiguity about

right and wrong behaviors” 12 All of the above is helpful to

leaders because it gives the leader greater understanding of

the role and calling of different people in the organization

and how to deal with each employee as that they can be

productive. Ethical issues are an integral part of

transformational leadership. Genuine change cannot

adequately manifest in an organization or community if the

ethical stance of either entity is not examine. This

underscores the point that if the EPTL is to be successful

in an organization or community there must the exercise of

ethical principles if the concepts are to be successful. If

there is an attempt to bring about change without touching

this vital area of concern change will at best be

superficial. The book also spoke about transformational

leadership. One of the positives that it states is that

12 Ibid, 22

“transformational leaders are able to increase follower

self-efficacy giving the group a “can do” spirit.” 13This

statement drives home the point that transformational

leadership cuts against the grain of simply just giving an

organization of face lift. The authors state that

Transformational Leadership “inspires followers to transcend

their self-interests for the good of the organization and

can have an extraordinary effect on their followers.”14

Robbins and Judge embrace the fact that

transformational leaders are “more effective because are

more creative and they also encourage those who follow to be

creative too.” 15 They also mention that “companies with

transformational leaders also show greater agreement among

top managers about the organization’s goals, which yields

superior organizational performance.” 16 This information is

critical to those who wish to get involved in the

transformation of the inner city as it would help them to

13 Ibid, 39014 Ibid, 39215 Ibid 392 16 Ibid 392

transfer this kind of thinking into a community where every

citizen would take ownership of the community and see

themselves as guardians of its welfare.

The book gives some helpful insight into organizational

ethics and transformational leadership. It did give me some

information which I think would be relevant for my research

topic.

Organization Transformation and Teamwork

The Book Principles of Business for CSEC written by

Karlene Robinson and Sybile Hamil focuses on various aspects

of business and the study of the principles which surround

it. The book offers some vital information about about

leadership we can be adopted into any organizational

structure as well as any community setting. The authors

define a business as “an organization that provides goods or

services or both, with the aim of making a profit.” 17 One

of the programs to be implemented in the community is

17 Karlene Robinson Sybille Hamil. Principles of Business for CSEC, with SBA Study Guide and Exercise (China: Prolong Press Limited, (Jamaica Carlong Publishers Ltd 2011), 11

training in entrepreneurship and this book gives an overview

of it. The authors state that “to succeed in business, one

has to be courageous in the decisions taken, creative and

prepare to take risks. A successful business person is

usually an entrepreneur.”18

The authors further state that a transformational

leader “identifies the need for change and as visionary uses

strategies that will inspire workers to change.” 19 Change

is never easy and in an organizational setting it can be

quite challenging. Transformational leaders have the unique

ability to present change in such a way that it is received

as progress and renewal. Robinson and Hamil state that a

transformational leader knows how to exercise influence and

not authority. The book also deliberates on the effect

teamwork. The power of teamwork cannot be overly emphasized

and its effect is often magnetized in a corporate setting.

Teamwork can strengthen the relationships between

workers as well as enhance the achievements of the

18 Ibid., 1119 Ibid., 88

organization. For the EPTL to be effective one of the first

steps which must be employed is to energize people to

embrace the positives of teamwork and to regard the

workplace as an environment for cohesion. These principles

can be applied to the transformation the Grants Pen

Community.

The authors have strengthened my resolve about

transformational leadership because they have reinforced the

simple truth that change is a necessary ingredient

organizational growth.

The Role of Business in a Community

The authors helped me to fully recognize that the main

interest of the organization is not only to make a profit

but also to employ persons in the community, to undertake

community development projects and to be involved in other

cultural and recreational activities. The authors emphasize

that “business organizations do not exist in isolation as

they operate within communities…..” “management therefore

should develop and maintain good public relationships and

thus a good public image or good corporate citizenship in

the community” 20 This statement is in accordance with the

motive of the topic to go into the community and build a

relationship with the people and assist the community by

making worthwhile contributions to its education, community

projects and training sessions.

The Mentor

Holy and Mischal in their book Educational

Administration; Theory, Research & Practice, talk about

leadership from the perspective of school administration.

The authors speak about power and the different levels of

authority and leadership in the school system. Several types

of power are mentioned in the book which can be used in a

school setting to influence the behavior of individuals.

Although the focus of this research is not on power it is

20 Ibid., 75

relevant because it will help the reader to understand how

it functions among leaders.

One type of power mentioned in the book is referent

power. This they define as the “ability to influence

behavior based on subordinates’ liking and identification

with the administrator” 21 This type of power rests with the

extraordinary personality and skilled interpersonal

relations of the individual. This allows the workers to

emulate and look up to their leaders which are in keeping

with the principles of transformational leadership. Holy and

Mischal state that “empowerment is the process by which

administrators share power and help others use it in

constructive ways to make decisions affecting themselves and

their work.”22

The authors’ discussion on empowerment is very

important to the transformational process. Transformation

cannot take place unless persons are empowered to the point

where they believe that they can make concrete changes in

21 Wayne K. Holy and Cecil G. Miskel Educational Administration22 Ibid., 229

their lives. The transformational leader is in essence an

empowerment specialist. Inner city communities have to be

empowered it they are genuinely going to experience change.

Empowerment transcends helping people it positions people to

eventually help themselves. Many inner cities have developed

a culture of dependence because they have been trained to be

dependent. Some of them genuinely do not think that their

lives are of much value and do not think they can change

their situation.

Additionally, Holy and Mischal endorse the path-goal

theory of leadership. Two of the elements of leadership

under this theory are achievement-oriented leader behavior

and supportive leader behavior. The first is defined by the

authors as “behavior that encourages excellent performance,

sets challenging goals, seeks improvement and shows

confidence that subordinates will attain high performance

standards.” 23 Much of what is described above can be

identified in the eight perspectives of transformational

leadership. Holy and Mischal state that transformational

23 Ibid., 443

leaders are proactive, raise awareness levels of followers

about inspirational collective interests and help followers

achieve usually high performance outcomes.”24

One of the areas of transformational leadership

highlighted in the book is what is termed idealized

influence according to the authors this “builds trust and

respect in followers and provides the basis for accepting

radical and fundamental changes in the ways individuals and

organizations do their work.”25

The book does not specifically list any of the eight

perspectives of transformational leadership it provided me

with much food for thought on the concept to leadership. It

has also given new ideas about the power of transformational

leadership as it has caused me to take a fresh look at what

transformation is all about.

Application of Incarnational Leadership

24 Ibid., 446 25 Ibid., 446

John Hayes in his book Sub-merge deals with the problem

of poverty and more precisely how the world’s poor and

viewed and treated. Hayes delves into the plight of the poor

and advocates for living among them so that they can be

adequately ministered to. He spoke about the welfare of

cities by stating that “a large percentage of Christians now

realize that seeking the spiritual social and environmental

welfare of cities is more significant to our collective

future together than ever before.”26

Hayes also speaks about the effect of community. He

states that “it takes a community to reach a community” (p.184)

Organizations in their own right are corporate communities.

He affirms community involvement by stating that we should

“invest heavily in maintaining a healthy community, mining

deep veins of spirituality and encouraging one another to

grow.” 27

26 John B. Hayes, Sub-merge: Living Deep in a Shallow World, Service’ Justice and Contemplation Among the World’s Poor (Ventura: Regal, 2006),15

27 Ibid., 187

Hayes dedicates an entire portion of his book to

incarnational ministry. He argues that it is only by living

among the poor that Christians can genuinely identify with

them and minister to them. Organizations should develop

sustainable relationships with the leaders in the inner city

so that partnerships can be formed. In so doing

organizational leaders will become acquainted with the

specific plights of particular inner cities.

This book gives some real life stories about the

application of Incarnational Leadership. It speaks about

Father Damien who left his home town and went to live the

Hawaiian lepers. Hayes states that “Hawaiians thought

leprosy to be so contagious and so dangerous that it might

wipe out their society altogether.” 28 “Father Damien’s

example reminds us that real compassion means suffering

means alongside. Pity weeps and walks away, so the saying

goes. Compassion comes to help and to stay.” 29 He also

states that Father Damien died on the island far from his

28 Ibid., 112 29 Ibid., 112

native Belgium of a leprosy related disease. The important

point here is that he gave up his life for the people. This

helps me to realize that the leaders and HODs are no

exception to the rule.

Hayes further states that “ the mystery and inspiration

of incarnation is that the Word became flesh and blood and

moved into the neighborhood.”30 This section of the research

has been a road map in my life, it has given me another

level to climb and maintain especially when Hayes says:

The world needs more words made flesh. The world needsmore people to live the good news incarnationally in away that can be seen, heard and handled. Inner-changeworks have been handled-often roughly. Work among thepoor steers you into a lot a heavy emotional traffic.Those of us who live in poor communities have beenthreatened, knocked down and even shaken down bypolice…., compelled, like Ezekiel to be ones who wouldstand in the gap on behalf of poor communities some ofus have found ourselves repeatedly standing in thecrossfire.” 31

This book gives me a greater understanding of

incarnational ministry and the role which it plays in

reaching poor neighborhoods. Another interesting portion of

30 Ibid., 113 31 Ibid., 114

the book states that “to Jews I become like a Jew to win the

Jews. To those under the law I become like one under the

law.” 32

The Model of Christ

“The word become flesh and made his dwelling among us”

(John 1:14), another example that inspire me that the

leaders and the HODs are on the right track in implementing

the program they were inspired to do. When Hayes quoted that

“for you know the grace of our Lord Jesus Christ, that

though he was rich, yet for your sake he became poor so that

you through is poverty might become rich.” (2 Cor. 8:9)

Jesus came incarnationally to dwell among us.

Transforming and Organizing for Community

Action

32 Ibid., 116

Robert Linthicum says “power has the potential to

either be very ruthless and destructive (unlimited or

dominating) or very strengthening and liberating

(relational)”33He allows the reader to understand that power

must be used in a manner that can motivate others and help

them to build their confidence. Linthicum states that “power

can be openly acknowledged and understood, can enhance the

relationships between people, define and deliver on issues

of common importance……..build more loving and powerful of

faith.” 34

Linthicum also deliberates on the fact that God sends

us to places he chooses in order to accomplish his will. He

also encourages Christians to pray for their communities and

cities. He helps the reader to realize that organizations

like STC can follow this example and reach up to surrounding

communities like Grants Pen.

Linthicum further argues that a transformed community

must place “primary value on the people and their well-33 Robert Linthicum, Transforming Power: Biblical Strategies for

Making a Difference in your community (Downers Grove Il: IVP Books, 2003), 12

34 Ibid., 63

being.” 35 The reader does not believe that this should be

the core value. While the reader appreciates all that he has

written about transforming power and working for the shalom

on one’s city, the reader thinks that Linthicum should place

more emphasis on giving managers in organizations

information on how lead without abusing their power.

Nevertheless, the book has some solid insights on

transformational power which will be an asset in the

dissertation.

Linthicum gives a scenario about carton city where many

of its people lived in cardboard carton boxes with sheet-

metal roofs. The government could not tolerate the existence

of carton city and therefore the city was destroyed. He goes

to say that “sixteen months after carton city was

transformed into solid two and three room mud-brick

houses”.36

Hope for the City

35 Ibid., 2936 Ibid., 149

The book Renewing the City written by Robert Lupton

gives insights into city renewal. One of the ways that

Lupton endorses for city transformation is what he terms

becoming a strategic neighbor. He writes, “there is a world

of difference in the attitudes of urban workers who commute

into a community and those who have become vested

neighbors.”37 Janoff Barry confirms this by saying that

“sometimes there are problems in finding someone to work in

certain areas but it is not so in the case of the inner-city

where the rate of unemployment is higher and the workforce

is trainable and ready to go.” 38 The arguments which

surround this statement are based on his theory about

settling into communities to aid their transformation.

This book has given the reader the assurance that

although Grants Pen is a violence prone community-one of the

first inner cities to be rated as having one of the highest

crime rates on the island. It citizens are primarily poor

37 Robert Lupton, Renewing the City: Reflections on Community Development and Urban Renewal (Downers Grove IL: Inter Varsity Press, 2005), 172

38 Janoff Barry, Urban: Retailers are Discovery that Innercity neighborhoods once crucial to the Industry, growth have become vital centers of attention?

and unemployed or underemployed. The book has some aspects

of Reflective Leadership it allows the reader to reflect on

what had happen in carton city and able to encourage others

and to make a meaningful living.

What the reader garnered from the book is that if

leaders utilize power in the right way they can re-organize

and transform any a community-even Grants Pen. It gives

examples of cities that were in the slums and through great

effort they have been rebuilt. It highlights the city of

carton and states how the people used power to re-organize

it. It helps me to plan the action of Grants Pen.

Lupton is of the view that organizations need to become

good ‘neighbors’ in the communities they are situated in. He

further argues that people who wish to work in communities

must be willing to share their joys, sorrows, triumphs and

challenges. He assists the reader in recognizing that some

organizations shy away from this level of involvement

because of the heavy price connected with such endeavors. If

organizations adopt this kind of posture they can become

change agents in just about any community.

The author gives valid insights on transformation and

city renewal. For these principles to become applicable to

STC the mindset of the leaders will have to be adjusted and

they should be willing to adopt to the new strategies which

will be involved. Another point which Lupton brings up in

the book is that of becoming a servant to the city. If STC

can see the community as a place of servant-hood work in the

community will take on a whole new meaning. Some

organizations are viewed as oppressive and indifferent to

the citizens of communities which they surround. The

Servant-Leadership approach would defiantly change this.

Lupton also argues on the point of community

involvement. He argues that “if the fullness of the gospel

is to have redemptive impact on the city it must penetrate

into every strata of urban life.” 39 The conclusion that

Lupton left in the mind of the reader’s mind is that it is

not enough for organizations to be resident in a community

only to give handouts or to start goodwill programs but the

organization must also stand up against the injustices which

39 Ibid., 226

often face the poor. The organization should also become a

voice for the voiceless in the community and should move to

protect its most vulnerable citizens.

The book caused the reader to see that every person can

make a difference can make a difference in a community

whether they are attached to an organization or not. The

reader realizes that the process of change begins and ends

with what one persons decides to do.

The Realities that are found in the inner-city

To Live in Peace: Biblical Faith and the Changing

Inner-city by Mark Gormik propels the reader into the

realities found in the inner-city. It also challenges those

who desire to change to look beyond helping inner city

people to empowering them to change the situations they find

themselves in. One of the first things which comes across

forcefully to the reader is the fact that Gornik understood

the destructiveness of unemployment in inner-city

communities. Gornik writes citing Bourdieu and Wilson

conclude that work “is not simply a way to make a living and

support’s one’s family …. Employment sets goals and helps

give structure to life family and community.”40

This thought gives the leaders and HODs a clear vision

of empowering the citizens of Grants Pen. Empowering the

citizens by training the citizens to become entrepreneurs

this will enable them independent.

The author uses elements of Shalom-Leadership and

Incarnational-Leadership as methods of transforming the

inner city. Gornik describe community development in the

following way. It is “about the people of the community

engaging in culture-shaping activity for the shalom of their

neighborhoods.”41 Shalom means peace and all round

prosperity.

Gornik cited by Stoecker that states the he “proposes

greater focus on community organizing, local planning and

greater developmental capacity.”42 Gornik also argues about

40 Mark Gornik, To Live in Peace: Biblical Faith and the Changing Inner-city (Grand Rapids, MI: Williams B Eerdmans Publishing Company, 2002), 45

41 Ibid., 156 42 Ibid., 157

the ability and effort to enhance a neighborhood’s power

social networks.” 43This is in accordance with the topic as

it gives insights on how the leaders and HODs can impact on

the communities by allowing the people to be empowered-

educating them to become great entrepreneurs and business

persons. He advises that leaders must be prepared to invest

time and resources into the inner city community and that

they should not demean their accomplishments or disregard

them and this will cause renewal in the city. Gornik also

states that “community rebuilding requires a set of

distinctive practices, commitments and skills.” 44 He made

mention that after the rebuilding of the community

sustainability is required. Sustainability will not only

take in housing, education, and healthcare but employment

and security as well. This has shed some light on the

research because training the people in the community result

in sustainability.

43 Ibid., 157 44 Ibid., 148

The author states that “shalom speaks to the presence

of right and harmonious relationships imbued with delight

and flourishing before the Lord.” 45 The author helps the

reader to understand Shalom-Leadership first and foremost

ensures that shalom is present in the organization before

attempting to reproduce it in the community. The leader

would consider his network of employees as a community in

itself with specific needs. Another important aspect of

Shalom-Leadership is that it pursues reconciliation.

The author has reinforced the thought that leaders

should practice the art of reconciliation because workers

tend to gravitate towards leaders who are honest enough

admit when they fail and are mature enough to face their

weaknesses. Reconciliation is possible in organizational

structures and is equally achievable in communities. This

gives the leaders and HODs a better understanding of the

fact that STC can renew the hope of Grants Pen and the

change the mindset of its residents and in so doing cause

the community to transcend to new heights.

45 Ibid., 99

The author states that “shalom is one the most

important images for us to recover if a new situation is to

be proposed and developed in the inner city.” 46

The Future of the City

Gornik reassures the reader that the city can be

changed. He argues that although there is unemployment,

economic crisis, inequality and poor conditions the

situation can be changed. He states that “God makes it clear

that he has not abandoned, forsaken or forgotten the poor.”

47 The author goes on the say “…witness to hope and to

life against death and to peace over the violence of the

powers” then “our frame of reference is a vision of God’s

new city of peace…..” 48 The reader realizes that for STC to

make a ministering to the inner-city a reality it will have

to lay down roots in the community. A signet of its

commitment to the uplifting of the community for a better

future.

46 Ibid., 10047 Ibid., 20648 Ibid., 208

Global Change

Thomas L. Friedman in his book the Lexus and the Olive

Tree speaks about how half of the world embraces

globalization while the other half does not. The author

states that “globalization means the spread of free-market

capitalism to virtually every country in the world.” 49

Globalization has the power to affect the activity in every

locality in the world. The ripple effect of world markets

and cultural mergers can affect the happenings in STC as

well as the Grants Pen Community. The author goes on to

state that “globalization has brought down many of the walls

that limited the movement and reach of people and because it

has simultaneously wired the world in networks it gives more

power to individuals……” Friedman helps the reader to

understand the complexity of today’s global and economic

trends and how these occurrences can affect a community such

as Grants Pen. The books elaborates on globalization but did

not speak much about Global- Leadership and how it affects

49 Thomas L. Friedman, The Lexus and the Olive Tree (New York: Anchor Books, 2000),9

the leader and the community. The author does speak about

social safety and poverty but it would have been helpful if

these issues were addressed from a community perspectives.

Respect for Others’ Culture

The book Orthodox Alaska: A Theology of Mission, really

speaks to some aspects of Contextual-Leadership. Alaska is

an independent state that has its own culture, its own

amenities and regulations. The author speaks about the

spread of Christianity through the Russian Orthodox Church.

The Russians were successful in spreading the gospel because

they contextualized it to fit the culture they were

ministering to. This gives the leaders and HODs some

knowledge of how approach the Grants Pen Community. He wants

leaders to know that they can go into the community and work

with what they have instead of attempting to do more than

they are able to. The people in the community are accustomed

to a particular way of living because they are “developed

within a certain cultural context.” 50 The author states

50 Michael Oleska, Orthodox Alaska: A Theology of Mission (Crestword: St. Valdimirs Seminary Press, 1992)1993

that “without a positive cultural identity, the ability of

any individual to fulfill the potential for divinity to

become all that he or she was called to be from all eternity

is severely limited.” 51 Oleska argues that one of the most

devastating effects of ministry efforts is when the western

church imposed their culture on the people they ministered

to. The author wants leaders to acknowledge the work of

others when they go into different countries and build on

it.

The author is adamant that people fail to respect the

cultures of others. He wants the reader to understand that

in order for transformation to take place there should be a

balance as it relates to culture. The reader felt the

passion the author has for the people of Alaska. The author

further states:

The church has always understood her mission thereforein cultural as well as personal terms; for eachperson’s language and culture constitute an indelibleand permanent foundation and context for that person’sunderstanding of the world as well as his or her self-identity. One must love one’s neighbor as one’s self

51 Ibid., 194

but no one can love himself and despise his ancestry,his race, or his cultural heritage. 52

Gene Rice in her journal entitled Elijah’s Requirement

for Prophetic Leadership states that “Elisha fulfills

Elijah’s requirement and becomes his successor in the course

of a suspenseful journey of the two prophets from Gilgal to

the Jordon and beyond during which Elijah emerges

empowered.” 53 This will help the leaders and HODs to

understand that there are real people, real problems and

real situations to tackle and therefore they must approach

the Grants Pen Community with humility and love.

Rice states that Isaiah carried out “ministry of

confidence and hope in the midst of very trying times. 54

The author gives the leaders and HODs a clear understanding

of the fact that Prophetic-Leadership based on the

requirement of 2 Kings 2:1-18 is needed in today’s world

because many of our problems are complex so overwhelming so

52 Ibid., 194 53 Gene Rice, Elijah’s Requirement for Prophetic Leadership 54 Ibid., 11

intimidating that they seem insoluble. In spite of these

issues Prophetic leaders must stand their ground preach and

warn the people about any form of destruction that it about

to take place. Rice argues that “Elijah’s fallen mantle, the

symbol of the prophetic office

( I Kings 19:19) and a reminder of Elijah’s unfinished

mission and Elisha went back to Jordon.” 55

The journal met the requirements of explaining the

importance of Prophetic-Leadership. It gives fruitful

information and easily understood examples. The readings has

heighted the reader’s interest in Prophetic-Leadership. One

key point which remains in the mind of the reader is that

God never leaves any task unfinished everything he does must

be completed.

The Prophet

Walter Brueggemann in his book entitled n Introduction

to the Old Testament: The Cannon and Christian Imagination

states that “the prophetic refers to the character and

55 Ibid., 9

horizon of the material in the final form. This material

contains specific references about named (and unnamed )

prophets.” 56 He also mentions that “it is conventional

among more conservative Christian interpreters to understand

“prophetic” as an exercise in prediction, in foretelling the

future.” 57

The author reinforces the reader’s understanding of the

role of the Prophetic-Leader. The leaders should speak the

truth with love and through power. This reminds the reader

that the leaders and HODs must possess these qualities in

order to win the community.

William Dyrness says that Moses was the first prophet who

received a particular call from God and he was a mediator

between God and the people according to Ex. 33:11 his

relationship with God was unique.” 58 Moses warned the

56 Walter Brueggemann, An Introduction to the Old Testament: The Cannon and Christian Imagination (Louisville: Westminister John Knox Press, 2003) 103

57 Ibid., 83 58 William Dyrness, Themes in Old Testament Theology (Downers

Grove, IL: IVP Academic, 1977), 212

people not to allow the practices of the nations to drive

them out of the land. 59

Bruggemann explains the plight of Micah how he practiced and

exploited the vulnerable and violated the will of YHWH for

economic justice in the community.” Micah had given an

account of his unprofessional behavior to the Lord. This

sanctions the leaders and HODs to be truthful in all aspects

when ministering to the people of Grants Pen. The author

wants the reader to know that God requires honest people who

can bring about change to a broken community.

59 Ibid., 213

Chapter 3

Context of Organization

Transformational Leadership is regarded as one of the most

prominent leadership approaches around today. It deals with

employees, community development, leadership issues,

government issues and private issues. Gretchen M. Spreitzer,

Kimberly Hopkins Perttula and Katherine Xin confirm the

researcher’s point of view by stating that “transformational

leadership has gained academic attention over the last

twenty (20) years as a new paradigm for understanding

leadership.” 60 Although Transformational-Leadership can be

operated at any level the researcher would like to see how

it affects the leaders of STC and the Grants Pen Community.

This chapter will be focusing on the historical background

of STC and the Grants Pen Community, the current situation

60 Gretchen M. Spreitzer, Kimberely Hopkins Perttula and KatherineXin

of the community,, the HODs and leaders the relevant,

personal, congregational, community and global issues and

how the project will transform a particular aspect of the

organization.

Historical Background

The STC “formerly named Jamaica Women’s College was founded

on September 28, 1885 under the leadership of Archbishop

Enos Nuttall.” 61 The college is financed by the government

and is located at 77 Shortwood Road, Kingston 8 . The

college was erected to train only females teachers as it was

felt that “women would stay in the profession longer” than

their male counterparts. We are now living in a new era

where the mindset of leadership has changed and after long

deliberations the decision was made to enroll male students.

“In 2001 the college accepted three (3) male students to

pursue programs in Modern Languages and English. The college

currently accepts male students in all its programs.”62

61 Shortwoood Teachers’ College: Information Brochure. http://www.stcoll.edu.jm

62 Ibid.,

The STC information brochure states that “in 2006 a

degree in early childhood and secondary education was

established on conjunction with the Consortium of

Institutions for Teacher Education (CITE) but is now

terminated and replaced by the University Council of Jamaica

accredited Bachelor of Education Completion Program. 63 The

college has also supported development programs in various

institutions such as the Institutional University of the

Caribbean (IUC) to prepare teachers for the diploma in early

childhood and T.A. Marryshow Community College in Grenada.

It also offers a Masters of Arts Degree in early childhood

education in collaborative with the University of South

Florida (USF).

STC has always used leadership styles such as

autocratic/authoritarian, democratic/participative,

charismatic and Laissez-faire leadership. There are times

when autocratic/authoritarian leadership is sometimes

applied to certain situations which arise in the college.

The results are sometimes fruitful while at other times it

63 Ibid.,

becomes chaotic. Robinson and Hamil argue that the

“autocratic/authoritarian leadership is adopted by the

person who believes in leadership have full control of the

entire decision-making process.”64

STC has also displayed a great deal of

democratic/participative leadership. The leaders involve

workers in the decision making process as much as is

possible. Robinson and Hamil assert that

“65democratic/participative leadership requires the leader

to involve the workers in decision making.” Staff is really

enthused and appreciate when they are involved the affairs

of the college. This helps to improve the self-esteem and

confidence of workers.

64 Karlene Robinson and Sybille Hamil, Principles of Business for CSEC: SBA Study Guide and Exercises (Newport West: Carlong Publishers, 200) 86-87

65 Ibid., 87