Preparing Women for Baptist Church Leadership: Mentoring Impact on Beliefs and Practices of Female Ministers

Effective leadership is important in all organizations, and the Baptist church is no exception. Strong spiritual leaders can make a difference in the life of the institution and its members. Today, a growing number of African American women are answering the call to the Baptist church ministry; but the preparation, training, and mentoring are often insufficient. Ten African American women were interviewed to learn about their backgrounds, education, support, and roles as Baptist ministers in the church to discover perceptions of themselves as teachers, preachers, counselors, and leaders in the church and how they were trained and prepared to assume their leadership roles. Feminist and “servant leadership” theory provided the underpinning of this study. Research questions for study were: (1) In what ways did being mentored, or not, affect African American women ministers' perceptions of their effectiveness in ministry? (2) What relationship/role, if any, do mentors have in preparing these ministers to advance to a senior position of leadership within the Baptist Church? Major findings were that few ministers were willing to serve as mentors, although mentoring is vital for the growth in the position. Instead, women ministers were found to be self-motivated and personally inspired. Results also included role analysis of women ministers as teachers, preachers, counselors, and as mentors themselves. Sadly, the study found that in some cases women were not supporting other women in the Baptist church. Thus, being a woman in ministry is extremely challenging and this process is complicated even more when the minister is an African American woman.     

PSYCHOLOGICAL CAPITAL AND EMPLOYEE PERFORMANCE: A LATENT GROWTH MODELING APPROACH

The positive core construct of psychological capital (consisting of efficacy, hope, optimism, and resilience) has been conceptually and empirically demonstrated to be related to employee performance. However, much of this work has relied on cross‐sectional designs to examine these relationships. This study utilizes longitudinal data from a large financial service organization (N= 179 financial advisory‐type employees) to examine within‐individual change in psychological capital over time and if this change relates to their change in performance. Latent growth modeling analyses revealed statistically significant within‐individual change in psychological capital over time, and that this change in psychological capital was related to change in 2 types of performance outcomes (supervisor‐rated performance and financial performance, i.e., individual sales revenue). Moreover, results of an exploratory cross‐lagged panel analysis suggested a causal relationship such that prior psychological capital leads to subsequent performance rather than vice versa. Taken together, these results highlight the impact employees’ psychological capital may have on their subjectively and objectively measured performance over time and offer evidence‐based practical guidelines for human resource selection, development, and performance management.