1. Deism Reason and Science are the Primary Guides to Life Carmen Montoya Annette Provencio EDU 501 July 28, 2015

2. What is Deism? Deism is the belief that God created the world, but never interrupts it with supernatural events. God does not interfere with his creations.

3. Basic beliefs  Belief in a single creator based on reason.  God is an absolute unity not a trinity.  The world is finite and operates by natural laws.  God does not intervene.

4. The Four Typologies of Deism

5. Type 1  French origin  God is not concerned with the ongoing operations or the world.  God has no regard for what has happened or will happen to it since the creation.

6. Type 2  God is concerned with the natural happenings of the world but not with the moral actions of human beings.  Man can act rightly or wrongly, righteously or wickedly, morally or immorally. It is no concern to god.

7. Type 3  God governs the world and does not care about the moral activities of man.  God insist that man be obedient to the moral law grounded in nature.  Man has no future after death.

8. Type 4 Common view of English and American Deist of Earlier Centuries  God regulates the world and expects man to obey the moral law grounded in nature.  Life after death for man exist. Rewards for the good and punishments for the wicked.

9. Thomas Jefferson Author of the Declaration of Independence and the 3 rd President  Jefferson believed that there is one god and that he is the sustainer and manager of the universe.  God is infinitely wise, good, righteous, and powerful.  The world is under the rule of natural law.

10. Thomas Paine political writer God is all powerful, all- knowing, all-good, infinite, merciful, and incomprehensible. God exists by the exercise of reason. No supernatural revelation because believing them is unknowable.

11. Criticisms It seems self-defeating to admit a miracle like creation and then ding the possibility of other miracles. If god created the universe for the good of his creatures, then it seems reasonable to assume that he would miraculously intervene. An all good creator would not abandon his creations if he could help them.

12. Team Leadership

13. Team Leadership:  A group composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish their goals.  A Leader…  Determine where there is team problems and the need for intervention.  Make decisions that they think are best for the group.  An effective team leader…  determine what type of intervention will be effective if it is needed.  will make better decisions for the group.  Will use innovative ideas TEAM LEADERSHIP MODEL

14. Hill’s Leadership Model :

15. Decision #1 When Should I intervene? Predictors of Team Effectiveness

16. Decision #2 Should I intervene in task or relational needs? Task Getting job done Making decisions Solving problems Adapting to change Making plans Achieving goals Relational Developing a positive climate solving interpersonal problems Satisfying members’ needs Developing cohesion

17. Decision #3 Should I intervene internally or externally? Internal Conflict between group members Goals are unclear, group leader roles. External Organization isn’t supporting needs of team members Goals keep changing People feel unvalued

18. Internal Task Leadership Action  Set of skills or actions leader might perform to improve task performance:  Goal focusing (clarifying, gaining agreement)  Structuring for results (planning, visioning, organizing, clarifying roles, delegating)  Facilitating decision making (informing, controlling, coordinating, mediating, synthesizing, issue focusing)  Training team members in task skills (educating, developing)  Maintaining standards of excellence (assessing team and individual performance, confronting inadequate performance)

19. Internal Relational Leadership Action  Set of leadership actions leader needs to implement to improve team relationships:  Coaching team members in interpersonal skills  Collaborating (including, involving)  Managing conflict and power issues (avoiding confrontation, questioning ideas)  Building commitment and esprit de corps (being optimistic, innovating, envisioning, socializing, rewarding, recognizing)  Satisfying individual member needs (trusting, supporting, advocating)  Modeling ethical and principled practices (fair, consistent, normative)

20. External Leadership Action  Set of skills or behaviors leader needs to implement to improve environmental interface with team:  Networking and forming alliances in environment (gather information, increase influence)  Advocating and representing team to environment  Negotiating upward to secure necessary resources, support, and recognition  Buffering team members from environmental distractions  Assessing environmental indicators of team’s effectiveness (surveys, evaluations, performance indicators)  Sharing relevant environmental information with team

21. How does this model work?  1 st -Leader engages leader mediation process  2 nd – Determining exact intervention needed  3 rd -Determine action needed or which level to intervene  4 th - Decide to intervene at any or all 3 levels

22. Strengths!  Provides answers to what constitutes excellent teams  Provides a cognitive guide that assists leaders in designing and maintaining effective teams  Recognizes the changing role of leaders and followers in organizations  Can be used as a tool in group leader selection

23. Criticism  Has not been supported or tested  Does not provide easy answers for decisions leaders have to make  Fails to provide much guidance  More focus required on how to teach and provide skill development

24. Application  Useful in leader decision making  Can be used as a team diagnostic tool

25. References  Geisler, N., & Watkins, W. (1989). Worlds apart: A handbook on world views (2nd ed.). Grand Rapids, Mich.: Baker Book House.  Northouse, P. (2004). Leadership: Theory and practice (3rd ed.). Thousand Oaks, Calif.: Sage.