Leadership Audit Analyses
personal analysis pertaining to the various leadership audits stemming from the Malphurs textbook
readings. The paper must contain a 1-page introduction, 1 page per audit, and a 1-page conclusion
describing 2 personal action points stemming from the analysis. A current Turabian style title page,
pagination, footnotes, and bibliography are also required.
Leadership Audit Analysis
In their text, Malphurs and Mancini spell out a number of audits that are focused on
the skills and handwork which any Christian leader should have. A skill is basically the
capability of a person to utilize his or her own knowledge to perform something effectively. 1
In the readings, Aubrey Malphurs and Will Mancini give the reader 7 audits which the reader
1 Joseph H. Britton. 2011. “Something to Say: Pastoral Leadership and the Word.” (Anglican Theological
Review 91), 95.
LEADRSHIP AUDIT ANALYSES 2
can employ to find out whether or not they possess the skill set needed by a leader for him or
her to be effective within the Christian ministry. The various audits include the following:
Pastor-Organization Fit Audit, Circumstances Audit, Leader’s Core Values Audit, Structural
Audit, Leadership Style Audit, Task Skills Audit and Relational Skills Audit. This paper
provides a personal analysis pertaining to each of these 7 audits.
Relational Skills Audit
According to Aubrey Malphurs, Relational Skills are rooted in the Great
Commandment (Matthew 22:36-39). 2 If a leader is not able to get along with people in an
effective way, then this leader would severely impede his capability of reaching those people
who are in need. 3 On pages 201-202 of the text, Aubrey Malphurs and Will Mancini have
provided a number of critical people skill-sets for leaders in general and specifically for
pastors. I rated my development in each of the provided skills by marking the appropriate
box. The skills in which I am strong at include conflict resolution, trust building,
motivating/inspiring, listening, encouraging, conducting meetings, evangelizing, and leading.
I have above average skills in mentoring, decision making, empowering, disciplining,
community building, confronting, consensus building, risk taking, and recruiting. This
Relational Skills Audit also revealed that the skills in which I am below average are as
follows: hiring and firing, recognizing and rewarding and managing/administering. I also
learned that I have weak skills in disagreeing, questioning, networking, and challenging. I
plan to make an effort to strengthen my weak and below-average skills which are necessary
for my ministry.
Task Skills Audit
2 Aubrey Malphurs. 2003. Being Leaders: The nature of authentic leadership. (Grand Rapids, MI: Baker
Books), 42.
3 Canales Arthur David Canales. 2014. “Models of Christian Leadership in Youth Ministry.” (Religious
Education 109, no. 1), 36
LEADRSHIP AUDIT ANALYSES 3
According to Malphurs, Task Skills are derived from the Great Commission (Matthew
28:19-20). They are the abilities which a leader will utilize to express the message that he or
she is trying to convey. 4 For any Christian leader to succeed, he or she needs to effectively
learn to communicate to others properly. 5 On page 203-204 of the text, Aubrey Malphurs and
Will Mancini have illustrated several critical task skill-sets for leaders in general and
particularly for pastors. 6 I rated my development in every skill by ticking inside the
appropriate box. The skills in which I am strong at include praying, making presentations,
budgeting, implementing, teaching, preaching, use of technology, and researching. I am
above average in vision casting, values discovery, prioritizing, stress management, strategic
planning, mission development, time management, writing and general planning. The skills
in which I am below average include reflecting, strategizing and mission casting.
Additionally, I learned that I am weak in monitoring, advertising, creating/creativity and
budgeting. I am well aware of my weak and below-average skills and I would seek to
strengthen any that are essential for my ministry.
Leadership Style Audit
I took leadership style inventory in order to find out what my leadership style is and to
determine the best leadership style for my ministry’s context. After taking the inventory, I
learned that my dominant or primary leadership style is Director: this is the leadership style
which had the highest score. By looking at the results and score for instance, I discovered that
I am kind of person who loves a challenge and spend time with people. I also like to start
things and to motivate people; I often make decisions quickly and have many friends; I like to
challenge the status quo and I usually communicate with enthusiasm. Furthermore, I typically
4 James P. Bartz. 2011. “Leadership from the Inside Out.” (Anglican Theological Review 91, no. 1), 86.
5 Christopher A. Beeley. 2010. “Theology and Pastoral Leadership.” (Anglican Theological Review 91, no. 1:
11-30), 21.
6 Aubery Malphurs and Will Mancini. 2004. Building Leaders: Blueprints for developing leadership at every
level of your church. (Grand Rapids, MI: Baker Books), 203.
LEADRSHIP AUDIT ANALYSES 4
lead with authority and display optimism in ministry; I usually set high goals and treat other
people in a fair manner; and I like directing answers to questions and love to entertain others.
I also value accuracy and quality and usually look for varied and new activities.
Equally important, I enjoy opportunities for displaying my expertise and I always solve
problems well. I usually pursue variety in ministry and often need to know what is expected.
My secondary leadership style is Inspirational since this is the leadership style which had the
second highest score. Of the 2 – Diplomat and Analytical – remaining leadership styles,
Director leadership style exerts a noticeable impact on me. Therefore, my leadership style is
Director-Inspirational (Analytical).
Church Structural Audit
By analyzing the structure of my church using Appendix N on page 214 of the text to
determine whether it is decentralized/horizontal or centralized/vertical, I have established that
my church is actually decentralized/horizontal. My church has a number of characteristics
which qualifies it as a church with a horizontal or decentralized structure. For instance, the
church is younger having been established within the past 9 years. Power is shared, there is
relational-oriented leadership style, response time is fast, decision making is not made from
the top but on the edges, and information is less filtered. Furthermore, there is good
coordination of efforts, there is strong ownership of the church, there is a strong sense of
responsibility, there is strong commitment, there is more span of control, and relationships
are information. With regard to the quality of personnel needs, the church needs more
qualified personnel, and difficult situations are good.
Leader’s Core Values Audit and Church’s Core Values Audit
Leader’s core values audit
LEADRSHIP AUDIT ANALYSES 5
Using the scale provided in Appendix O on page 215-216 in the text, I circled the
number which best expresses to what degree the indicated values are important to me. As per
the scale, 1 means not important; 2 means somewhat important; 3 means neutral; 4 means
important; and 5 means most important. 7 The values which I rated 4 or 5 are ranked
according to priority as shown in Table 1 below:
Table 1: Personal Values
Rank according to important to
me (values which I rated 4 or 5)
Value
1
My core values Family
2 Prayer
3 Giving
4 Bible knowledge
5 Obedience
6 Relationship
7 Fairness
8 Community
9 Excellence
10 Team ministry
11 Worship
12 World missions
13 Evangelism
14 Leadership
15 Cooperation
7 Ibid, 215
LEADRSHIP AUDIT ANALYSES 6
16 Encouragement
The first six values in the table above are my core values.
Church’s core values audit
Using the scale provided in Appendix P on page 217-218 in the text, I circled the number
which best expresses to what extent the values are important to my church. The values which
I rated 4 or 5 are ranked according to priority as illustrated in the table below:
Table 2: Church’s Values
Rank according to important to
me (values which I rated 4 or 5)
Value
1
Core values of my
church
World missions
2 Evangelism
3 Community
4 Innovation
5 Lost people
LEADRSHIP AUDIT ANALYSES 7
6 Creativity
7 Prayer
8 Cooperation
9 Excellence
10 Team ministry
11 Worship
12 Leadership
13 Innovation
14 Fairness
The first six values in this table are the core values of my church.
Circumstances Audit
Appendix Q on page 219-221 of the Malphurs text provides a number of items to be
circled. I circled the items which indicate the ideal circumstances in which I feel that I would
be most effective as a leader. According to the responses, I would be most effective in a
parachurch organization; the organization would be in a growing life cycle; it is an
organization that is being planted; and it should be small with 15-100 people. Moreover, most
people in the church should be young adults. In terms of age, the organization should be
young, that is, 0-10 years. The tenure of the primary leader is that he/she should be
established at the organization having been there for 2 or more years.
Additionally, my position on leadership staff should be support position; my volunteer
position should be support person; and the organization should be functional. Furthermore,
the organization should be in a suburban region; preferably located in America; it should be a
LEADRSHIP AUDIT ANALYSES 8
Caucasian organization; with generation X; and have both genders. The size of the ministry
in the organization should be small groups, and the preferred style of the organization is
contemporary. All in all, my responses to the provided information suggest that God might be
telling me that my best ministry context is to minister here in America where I can be close to
my family, and to minister particularly to young people since many of them are lost and do
not know Jesus yet.
Pastor-Organization Fit Audit
Appendix S on page 225 in the Malphurs text provides various answers. I circled
those which best describe how I compare with a ministry context. After adding up all the
numbers of my answers, my total score is 13. Given that this score is between 9-15 and
somewhat close to 9, it means that this is a good match. In this particular situation, I can
actually be an effective leader for Christ. 8
Conclusion
In conclusion, my personal analysis pertaining to 7 different audits has been outlined
in this paper. Two personal action points which stem from the analysis are as follows: first, I
will try my best to strengthen my weak and below-average relational skills which are of
major importance for my ministry. These relational skills that I would improve on include
hiring and firing, recognizing and rewarding, managing/administering, disagreeing,
questioning, networking, as well as challenging. Secondly, I will strive to improve and
8 Reggie McNeal. 2006. Practicing Greatness: 7 Disciplines of Extraordinary Spiritual Leaders. (San Francisco:
Jossey-Bass), 29.
LEADRSHIP AUDIT ANALYSES 9
strengthen the task skills in which I am weak and below average. These skills include
reflecting, strategizing, mission casting, monitoring, advertising, creating/creativity and
budgeting.
References
Bartz, James P. 2011. “Leadership from the Inside Out.” Anglican Theological Review 91, no.
1: 81-92. Academic Search Premier, EBSCOhost (accessed October 7, 2015).
Beeley, Christopher A. 2010. “Theology and Pastoral Leadership.” Anglican Theological
Review 91, no. 1: 11-30. Academic Search Premier, EBSCOhost (accessed October
7, 2015).
