ESTABLISHING A LEADERSHIP DEVELOPMENT PROCESS FOR GOSPEL-CENTERED MULTIPLICATION AT THE VILLAGE CHURCH, FLOWER MOUND, TEXAS
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ESTABLISHING A LEADERSHIP DEVELOPMENT PROCESS FOR GOSPEL-CENTERED MULTIPLICATION AT THE VILLAGE CHURCH, FLOWER MOUND, TEXAS Justin Trevor Joy, D.Min. The Southern Baptist Theological Seminary, 2016 Faculty Supervisor: Dr. J. T. English Chapter 1 establishes the goals that encompass this project, provides important context to bring clarity to the need for a leadership development pipeline, addresses the challenges and complexities that exist at TVC, and gives a rationale for the role this project will serve to further the mission of TVC. The specific goals for this project were as follows: (1) to identify the core leadership competencies TVC desires to nurture in the lives of their members as they move from leading self to leading others to leading leaders, (2) to establish a unified language and process that maps out the development stages of a leader, content, processes, and environments necessary to transition leaders from one stage to another, and desired outcomes for each individual in their various sphere(s) of involvement, (3) and to create a functional pipeline for the identification, assessment, training, and releasing of leaders at TVC. Chapter 2 argues for the importance of creating a leadership development pipeline through providing a theological framework for a leaders path of development as exhibited through the New Testament. Though every Christian leader is distinct in scope and direction, each leader’s formation and emergence follows a similar pattern. The stages of development established in this chapter as the development outline of Christian leaders are conversion, calling, challenge, and convergence. Through examining the life and development of the Apostle Paul, this chapter expounds on each trait to demonstrate how they paint a picture of the growth stages disciples’ experience, as they become leaders in the church. Chapter 3 establishes a set of unified competencies and aligns those competencies with a set of components that map out the desired developmental lanes of a leader at The Village. The development competencies are identified through the utilization of TVC’s existing mission statement. Chapter 4 establishes the content and catalysts necessary to transition leaders from one stage (i.e., leading self, others, and leaders) to another, and creates a unified language and process to govern this pipeline. This is done by codifying the competencies and components of the leadership pipeline established in chapter 3 into a viable pipeline to serve The Village Church. Chapter 5 summarizes the argument made in this project for the creation of a leadership development pipeline at TVC, clarifies the implications that arose through the course of this project, and establishes the next steps to address these implications towards the successful implementation of the pipeline.