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Cled 610 - 4 Mat Paper

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Liberty University

“El Poder del Liderazgo en Equipo”
Resumen 4-MAT 1

Entregada al Dr. Albert Letting
Como Requisito Parcial
De Los Requerimientos del Curso
“Liderazgo del Equipo Y Resolución del Conflicto”
CLED 610

Por:
Gabriel Aldana

Mayo 27, 2012

RESUMEN

"El liderazgo funciona mejor cuando es dirigido por equipos de líderes talentosos sirviendo juntos en la búsqueda de una visión clara y convincente." (Barna, 2001). Esta es la tesis de George Barna en el poder del equipo de liderazgo. Barna apoya la teoría de que las iglesias protestantes de Estados Unidos están en necesidad de un cambio en el estilo de liderazgo. Barna analiza los desafíos culturales de hoy y la tensión que estos provocan en los líderes tratando de responder a ellos. El éxito de la iglesia está en el poder del equipo de liderazgo, utilizando personas con cualidades de liderazgo para crear un Ministerio de equipo eficaz y dinámico. El equipo ideal implicaría un motivador visionario, un dirigente estratégico, un generador de equipos y un miembro del equipo que supervisa los aspectos operacionales de la labor de los equipos. Barna hace un buen argumento de por qué es necesario el liderazgo del equipo. Es indudable que una iglesia seria una experiencia más positiva cuando sus miembros están implicados en las decisiones; especialmente en las que los afectan personalmente.
El poder del equipo de liderazgo es apropiado para los dilemas del liderazgo de hoy. Un cambio en la estrategia de liderazgo ha aumentado en muchas organizaciones, empresas e iglesias. El estilo de liderazgo autocrático ha sido sustituido por un estilo más democrático, libre de reinado. Nuestra cultura está cambiando en términos de valores, moral, expectativas, familias y crecimiento de la población. Con estos cambios se está buscando que la gente participe más en las decisiones que afectan su experiencia actual o las condiciones futuras. De hecho, muchos pastores abrumados están dispuestos a compartir su responsabilidad. Un liderazgo de equipo abre las puertas a una nueva experiencia de Ministerio; una espiritualidad abierta, nuevos programas y un enfoque sobre la salud de la iglesia en lugar de crecimiento de la iglesia. Hay muchas razones para el fomento del liderazgo de equipo. El objetivo de Barna al escribir por escrito el poder del liderazgo en equipo fue el de inspirar a los ministerios para abrazar y practicar ese liderazgo en equipo. Barna sugiere una falta de liderazgo pastoral como el principal problema de la iglesia. La investigación de Barna encontró que la mayoría de pastores no se ven a sí mismos como líderes y reveló que menos de una cuarta parte de ellos creen que son líderes; la mayoría dice que lo han entrenado para enseñar y predicar más no para liderar. Esa autoimagen afecta por supuesto los objetivos y las tareas que los pastores deben hacer y la energía que dedican a liderar la iglesia. Esta declaración es compatible con la necesidad de liderazgo de equipos sin embargo también inculca en la mente de los miembros de las iglesias la duda acerca de la capacidad de sus pastores. Con pastores sintiéndose inseguros y miembros de la iglesia sintiéndose frustrados, es casi imposible liderar eficazmente un Ministerio. La pregunta más grande que viene a la mente al leer el poder del equipo de liderazgo es ¿por qué los estudiantes del Seminario se gradúan sin conocimiento adecuado de las habilidades de liderazgo cuando estas se necesitan tan desesperadamente? En resumen, lo que Barna está tratando de señalar es que, para la mayoría de las iglesias, el liderazgo de equipo sería la mejor opción, porque ayuda a dar a los individuos más de una oportunidad para debatir cuestiones uno con el otro en lugar de simplemente tomar decisiones individuales. Las decisiones que se realizan a través del trabajo en equipo son a menudo mejores decisiones porque están mejor fundamentadas. Barna, asegura que las personas que trabajan en equipos tienen menos estrés, menos culpa y menos problemas que aquellos que no utilizan el trabajo en equipo para sus iglesias.
EXPERIENCIA PERSONAL
Desde el momento en que empecé a leer este libro es como si una película empezara a desfilar por mis ojos, de hecho me canse de subrayar y marcar las partes importantes porque me identifique plenamente con el autor y me di cuenta que lo que estoy viviendo en mi iglesia es normal y que mis pensamientos y “frustraciones” estaban correctos. Cuando las iglesias son pequeñas y fundadas por pastores independientes, es normal que al principio ellos tengan que ser toderos y dedicarse a la mayoría de funciones de la misma; sin embargo, en la medida en que la congregación crece los pastores deberían identificar aquellas personas con dones de liderazgo para empezar a formar un equipo efectivo y crear un ministerio dinámico.
En mi iglesia me he encontrado con una pareja de pastores con un conocimiento de la palabra profundo y un carisma y una capacidad para comunicarse con la gente increíble. Sin embargo, su capacidad de liderazgo en equipo es altamente cuestionada pues les cuesta delegar muchas de las cosas que un pastor debería delegar. Para empezar no existe una visión y una misión claras dentro de la iglesia; no hay una estructura efectiva como organización, las decisiones las toman ellos junto con el llamado “equipo efectivo” que consta de unas 15 personas. Es imposible organizarse efectivamente cuando en una reunión de liderazgo casi 20 personas están opinando al mismo tiempo. Como dice Barna: “si usted no puede definir una visión clara de lo que se está buscando alcanzar, ¿como puede usted liderar personas así?
Como puede verse, mis frustraciones han sido muchas, les he explicado la importancia de tener una misión y una visión claras como iglesia. Ayude a crear un nuevo organigrama donde solamente los pastores tienen que reunirse con un equipo de 3 personas para la toma de decisiones de la iglesia y que abarca a todos los departamentos de la misma. De esta forma, ellos no tienen que dedicar tiempo a las cosas de menor importancia y si a las de mayor importancia como evangelizar, predicar y ayudar en el crecimiento espiritual de la congregación, que son sus fortalezas. Yo estoy orando intensamente porque estos cambios puedan darse y he tomado la bandera de la renovación dentro de la iglesia; algo se ha avanzado pero todavía el camino es largo. Como en cualquier cambio, el pastor principal tiene que ser el líder del mismo, orientado y ayudado por alguien con el conocimiento para hacerlo. Hoy estoy seguro (y lo digo con humildad) que Dios me puso en esta iglesia para lograr eso.
REFLEXION
Este libro del “El Poder del Equipo de Liderazgo fue bien investigado en las técnicas y el razonamiento detrás de liderazgo de equipos. Estoy de acuerdo con la necesidad de liderazgo de equipos en la iglesia, así como en la necesidad de que los pastores cambien ese paradigma de ser solo Pastores “Sénior” y Predicadores para ser también entrenadores de líderes. Aunque el texto es informativo le falta información vital. Pienso que Barna perdió una increíble oportunidad para exponer la necesidad de que los graduados y egresados del Colegio-Seminario tengan una mejor preparación. Creo que se daría un cambio más positivo en el liderazgo del Ministerio, si los estudiantes de las escuelas de seminario se graduaran con mayores y mejores conocimientos sobre la importancia y las habilidades del liderazgo. Sin abordar la falta de liderazgo calificado en el seminario, el argumento de Barna de crear un liderazgo de equipo está en cierta forma incompleto. Desde mi punto de vista, otro punto importante que no menciona Barna es de la relación Pastor-Iglesia y la plena confianza que debe existir hacia el primero. En este punto Barna no explica o no da la información necesaria que muestre como renovar la confianza entre el pastor y su iglesia cuando es necesario
Por otro lado, el plan de acción descrito por Barna en la página 165 del libro, muestra una serie de pasos generales que ayudaran a la transición de la iglesia hacia un liderazgo en equipo; sin embargo, algunos de estos pasos descritos creo que necesitan ser más específicos como por ejemplo lo concerniente a la creación de los micro-equipos. ¿Como se forman esos micro-equipos? ¿Cuál sería la estructura ideal de la iglesia con estos micro-equipos? Algo que es bien importante y que Barna menciona es que este proceso de transición no puede hacerse demasiado rápido. En conclusión, este libro de “El Poder del Liderazgo en Equipo” es recomendado para iglesias con suficiente liderazgo implementado ya en el lugar. Este es beneficioso para ministerios que busquen expandirse dentro de su propia iglesia y para atraer a nuevos miembros a la misma. “El poder del Liderazgo en Equipo” es informativo a un nivel básico, dando al lector un conocimiento general de los beneficios del liderazgo de equipo. No aborda en profundidad el tema de pastores no capacitados en habilidades de liderazgo. Sin embargo con el propósito de entender el liderazgo del equipo y cómo aplicarlo, el poder del equipo de liderazgo es un libro muy informativo y bien construido. ACCION Ha sido una verdadera bendición que este libro se haya atravesado en mi camino pues pienso es la herramienta que necesito para fortalecer y solidificar el cambio de estilo de liderazgo dentro de mi iglesia. Los pasos a seguir serian: 1. Desarrollar un resumen corto, pero preciso y efectivo (2 páginas máximo) del porque de la importancia del liderazgo en equipo y de los pasos o acciones a seguir para implementarlo. 2. Solicitar una reunión con los pastores líderes y con dos o tres personas claves dentro del ministerio para mostrarles este documento y resaltar la importancia de este cambio. 3. Diseñar unos tres micro-equipos para empezar, en áreas críticas de la organización como son evangelismo, administración y organización de eventos.

Una vez haya consenso acerca de los pasos a seguir es necesario identificar líderes dentro de la iglesia para empezar a dirigir estos micro-equipos y definir metas tangibles e intangibles dentro de esta primera etapa de esta transición y cambio. Algunas de las metas serian: * Crear conciencia de la importancia del liderazgo en equipo * Definir un líder principal que coordine este cambio * Desarrollar un “Gantt Chart” que muestre una barra de tiempo dentro de los siguientes seis meses reflejando los cambios previstos en el mismo.

* Metas del área Evangelistica: Re-estructurar los diferentes movimientos en términos de re-definir lideres, metas secundarias, y objetivos a corto plazo a través de micro-equipos. Estos movimientos serian: * Crecimiento y Liderazgo * Alabanza * Parejas * Grupos de Vida * Niños * Visión Profesional * Vida Estudiantil

* Metas del área Administrativa: Incluye el área de recursos humanos, finanzas, administración y eventos

Este plan estará sujeto a revisión en las próximas semanas para ajustarlo de acurdo como nueva información es recibida.

BIBLIOGRAFÍA
Barna, George. The Power of Team Leadership: Achieving Success through Shared Responsibility. Colorado Springs: WaterBrook Press,

--------------------------------------------
[ 1 ]. Barna, George. The Power of Team Leadership: Achieving Success through Shared
Responsibility. Colorado Springs: WaterBrook Press, 2001 – Core Values pp 159.
[ 2 ]. Ibid – pp 104
[ 3 ]. Ibid - pp39

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