to leadership and ability to function role of the oversight. as an Incumbent Incumbent. within the C. of E. Engage with Styles of leadership Reflects Account from self Engagement in others to reflect in ministry in effectively on of reflective church ministerial with insight on a relation to ministerial style, process in review processes personal style of understanding of strengths and relation to and in those initiated leadership, its self as leader in the weaknesses, developing by self strengths and context of the integrating and leadership in weaknesses in needs of the sifting where ministry and context, and community appropriate, and evidence from lay demonstrate as a result and ordained appropriate models reflection colleagues development in ministry and initiates development in others. Demonstrate Principles of acting Reflects upon Account from self Reflection in a range proficiency in the as a reflective their own ministry of reflective of disciplines eg skills needed to practitioner, using and that of the process and from theology, exercise of variety of church, in a way others of the psychology, leadership and disciplines eg that leads to nature of changed sociology: applying supervision of theology, changed actions. actions these skills in a others in a psychology variety of church and position of community settings responsibility by being able to show sophisticated skills as an effective reflective practitioner and the capacity to develop these further Demonstrate the Understanding of Understanding of Accounts from a Supervision of ability to the necessity of the basic person worship leaders, supervise others good supervision of elements supervised by the volunteers in the in the conduct of those who minister (including legal curate church. (Where pastoral in the name of the frameworks); of commenting on possible supervision relationships church. Conducts the level of of employed staff). supervision in a guidance, support manner that and development recognises basic in role of the statutory curate. frameworks of both volunteers and staff. Demonstrate Understanding of Exercises Accounts from Supervision and ability to principles of effective training, Incumbent, management of laity supervise and supervision and supervision and Churchwardens and junior clergy manage others, management within management of and appropriate (where possible) in lay and ordained, a Church setting. laity and (where others. pastoral, in formal settings Understanding of possible) clergy. educational, liturgical of training and adult learning styles and nurturing roles. practice. and good practice Supervision and in training. management of laity and clergy (where possible) in pastoral,
to leadership and oversight. ability to function as an Incumbent within the C. of E. role of the Incumbent. Engage with others to reflect with insight on a personal style of leadership, its strengths and weaknesses in context, and demonstrate appropriate development Styles of leadership in ministry in relation to understanding of self as leader in the context of the needs of the community Reflects effectively on ministerial style, strengths and weaknesses, integrating and sifting where appropriate, and as a result models reflection in ministry and initiates development in others. Account from self of reflective process in relation to developing leadership in ministry and evidence from lay and ordained colleagues Engagement in church ministerial review processes and in those initiated by self Demonstrate proficiency in the skills needed to exercise leadership and supervision of others in a position of responsibility by being able to show sophisticated skills as an effective reflective practitioner and the capacity to develop these further Principles of acting as a reflective practitioner, using of variety of disciplines eg theology, psychology Reflects upon their own ministry and that of the church, in a way that leads to changed actions. Account from self of reflective process and from others of the nature of changed actions Reflection in a range of disciplines eg theology, psychology, sociology: applying these skills in a variety of church and community settings Demonstrate the ability to supervise others in the conduct of pastoral relationships Understanding of the necessity of good supervision of those who minister in the name of the church. Understanding of the basic elements (including legal frameworks); of Conducts supervision in a manner that recognises basic statutory frameworks of both volunteers and staff. Accounts from a person supervised by the curate commenting on the level of guidance, support and development in role of the curate. Supervision of worship leaders, volunteers in the church. (Where possible supervision of employed staff). Demonstrate ability to supervise and manage others, lay and ordained, in formal settings of training and practice. Understanding of principles of supervision and management within a Church setting. Understanding of adult learning styles and good practice in training. Exercises effective training, supervision and management of laity and (where possible) clergy. Accounts from Incumbent, Churchwardens and appropriate others. Supervision and management of laity and junior clergy (where possible) in pastoral, educational, liturgical and nurturing roles. Supervision and management of laity and clergy (where possible) in pastoral,
2015_GIMICC_SSM.docx