Transformational Leadership Practice
Urban planning and management are collaborative activities that require effective leadership. Transformational leadership promotes collaboration at individual and personal levels. Transformative urban planning managers lead by example and encourage team members to adopt their leadership qualities (Couch, 2016). Similarly, Jesus Christ led the church and His followers by example. According to Mark 10:45, “For the Son of Man came not to be served but to serve and to give his life a ransom for many”. Therefore, Jesus Christ engaged in activities such as praying and healing as a service to humanity. Transformational leadership in urban planning allows team members to embrace the good teachings of their leaders. Consequently, the team is focused on effective activities that promote social and community growth.
Right Projects Selection
Meeting the needs of people is crucial for any urban planning project. For instance, a benefit plan must meet the social and economic needs of the individuals who are affected by the projects. Urban managers and leaders must gather all the resources available, including their specialty, to promote the welfare of the people (Couch, 2016). Meeting the needs of the people is consistent with Philippians 4:19, “And my God will supply every need of yours according to his riches in glory in Christ Jesus.” Urban planning corporations need to maximize their available resources and profits for the benefit of the community they serve (Cullingworth & Caves, 2014). Educational needs can be met by ensuring that schools are within children’s reach. Meanwhile, healthcare needs can be met by ensuring that there are enough healthcare facilities proportional to a city’s population.
Emotional Intelligence Application
Urban planning is not limited to political and economic activities only. The planning and management require urban planners to involve the community members before executing any plan (Scoggins et al., 2022). For instance, relocating people within a specific area will need the executors to give convincing reasons for doing so. Emotional intelligence involves managing a person’s emotions and that of others (Arteaga-Cedeño et al., 2022). Proverbs 14:29 encourages the application of emotional intelligence by stating, “Whoever is slow to anger has great understanding, but he who has a hasty temper exalts folly”. Additionally, Proverbs 3:30 states that Christians should not contend with a man for no reason or when no harm has been done to them. Therefore, urban planners and managers should be emotionally intelligent when executing activities that may cause anger in the community.
Proactiveness Enhancement
Proactiveness among team members during an urban planning project is crucial. Proactive allows urban planners to meet deadlines set by their organizations and the government (Sandercock, 2006). Laziness encumbers employees’ capacity to remain active during working hours. Colossians 3:23 tells Christians to work with all their hearts as working for God. Through hard work, Christians can testify to their faith since they can reap much from it. Hardworking urban plan managers are subject to good work ratings. Moreover, proactive planners are often associated with good professional standings crucial for better and more lucrative job opportunities (Schon, 1984). Organizations must adopt mechanisms that encourage proactiveness for profitability and sustainability, as provided in the book of Colossians 3:23.
Community Vision and Mission
Communities are driven by certain goals and objectives that benefit every member. Economic empowerment, sustainability, and social cohesion are some of the community visions and missions (American Institute of Certified Planners, 2017). Urban planning is primal in the realization of the set goals and objectives of a given community (Downs, 2001). In the Bible, true love was God’s ultimate vision, and Jesus Christ encouraged Christians to love each other. True love is central to social and economic growth in a Christian community. Similarly, urban planners must take up projects that are consistent with a community mission and vision (Sandercock, 2006). For instance, a community that is focused on quality health should have more healthcare facilities allocated to them. Meeting the community’s vision and mission promotes social cohesion and collaboration.
Innovation and Creativity
The complexity of urban planning and management places creativity and innovation at the center. Meaning that urban planners and managers must exercise and encourage innovation in the course of their profession (Sandercock, 2006). Encouraging innovation and creativity follows the provisions of the book of Exodus 35:35, “He has filled them with the skill to do all kinds of work as engravers, designers, embroiderers in blue, purple and scarlet yarn and fine linen, and weavers—all of them skilled workers and designers.” Urban planners need to use the knowledge and skills given to them by God to solve problems facing them at work and those facing the communities they serve (Cole, 2001). Sustainable and beneficial projects are a result of city planners exercising innovation and creativity at work.
Teamwork Among Members
Teamwork is a fundamental characteristic of a successful and competitive organization. Urban planning activities are aimed at improving the welfare of the people and adding value to an organization taking the project. In the book of 1 Corinthians 1:10, the Bible states, “I appeal to you, that all of you agree with one another in what you say and without divisions among you, but that you be perfectly united in mind and thought.” The verse teaches urban planners to work together and remain united throughout their course profession. Consequently, they can help each other overcome their shortcomings and maximize their efficiency at work. Therefore, teamwork helps urban planners to solve problems associated with their profession effectively.
References
American Institute of Certified Planners. (2017). AICP’s core competencies. Web.
Arteaga-Cedeño, W. L., Carbonero-Martín, M. Á., Martín-Antón, L. J., & Molinero-González, P. (2022). The sociodemographic-professional profile and emotional intelligence in infant and primary education teachers. International Journal of Environmental Research and Public Health, 19(16), 9882. Web.
Cole, S. (2001). Dare to dream: Bringing futures into planning. Journal of the American Planning Association, 67(4), 372–383. Web.
Couch, C. (2016). Urban planning: An introduction. Palgrave Macmillan.
Cullingworth, J. B., & Caves, R. W. (2014). Planning in the USA: Policies, issues, and processes. Routledge.
Downs, A. (2001). Why we need a new vision. In J. Stein (Ed.), Classic Readings in Urban Planning. Routledge.
Sandercock, L. (2006). Spirituality and the urban professions: The paradox at the heart of planning. Planning Theory & Practice, 7(1), 65–97. Web.
Schon, D.A. (1983). The crisis of confidence in professional knowledge. In Donald S. (Ed), Reflective practitioner: How professionals think in action. Perseus Books Group.
Scoggins, M., Booth, D. B., Fletcher, T., Fork, M., Gonzalez, A., Hale, R. L., Hawley, R. J., Roy, A. H., Bilger, E. E., Bond, N., Burns, M. J., Hopkins, K. G., Macneale, K. H., Martí, E., McKay, S. K., Neale, M. W., Paul, M. J., Rios-Touma, B., Russell, K. L…Smith, R. F. (2022). Community-powered urban stream restoration: A vision for sustainable and resilient urban ecosystems. Freshwater Science, 41(3), 404–419. Web.