Introduction

 

In 1st Corinthians, the Apostle Paul writes, “When I was a child, I spoke like a child, I thought like a child, I reasoned like a child; when I became an adult, I put an end to childish ways.”¹

 

Through time, the way we think and act changes. I certainly don’t approach bedtime the same as I did as a child. At this point in my life, I am more than happy to take a nap or go to bed early!

 

Also, through time, the way we think about leadership and put leadership into practice changes.

 

The times in which we live and do ministry are presenting unique challenges to clergy and church leaders. I have found a valuable reflection on leadership and its demands on clergy in the doctoral dissertation of Southern Ohio Synod leader, Deacon Dr. Diane Schwiger-Alexander.²

 

Schwiger-Alexander names the current challenges of clergy – especially burnout. She shares data that shows how a shared leadership model builds trust and brings about a positive impact on congregational growth. Her study demonstrates that certain clergy actions can lead to collaboration. And ministries that are collaborative lead to shared duties in a congregation can and reduce clergy burnout.

 

In this blog, I want to use Deacon Dr. Schwiger-Alexander’s work to reflect on leadership theories and the qualities of leadership that lead to collaboration. In next month’s blog, I will look at the solutions she offers to lessen clergy burnout.

 

Definition of Leadership
The same word can create 5 different mental pictures in 5 different people, so a word must have an operational definition.

 

Before I can talk about leadership theories, I want to offer my definition of leadership. For me, a leader is a person who:

Has an internal desire and an external mandate from a group or organization and is charged with identifying others and their skills and interests, giving them a clear outline of their tasks and responsibilities, cares for the people, motivates them, and holds them accountable to accomplish the group’s mission, purpose, and tasks. 

 

Goals and Objectives of Leadership
While a leader has many specific tasks based on their field of work, there are core responsibilities for leaders.

 

The Core Responsibilities for Leaders are to:

• Generate Mission: In partnership with a board, task force, and other leaders, the first goal of leadership is to clarify the mission of the organization. For example, the company that makes drills has a mission to make tools that make holes for those whose job it is to make holes.
• Clarify and Interpret Mission: A leader cannot assume that all involved know the mission of the organization. Thus, the leader has responsibility for restating the mission regularly, clarifying the mission, and interpreting the mission to those within and outside the organization. This means the leader can quote the Mission Statement and Tag Lines of the organization by heart.
• Strategy: A leader not only states the mission, but a leader also outlines the steps necessary to accomplish the mission. This includes identifying the key areas that need to be in place from design to production to quality control.
• Establish an Effective Decision-Making Process: This is different than strategy. Process means that each person’s responsibilities are stated clearly, that each person is held accountable for completing those responsibilities, and those necessary for making decisions are included in the decision making process. Also, a leader makes sure that decisions are made for the right reasons—i.e. what is best for the organization, not simply based on preferences.
• Create a Safe Environment: At a basic level, a leader makes sure every person finds themselves in a safe place to work. A place being safe is not only about physical safety, it also includes emotional and cognitive safety. The integrity of each person is honored. Words and micro-messages are used in a way that encourages and builds up. People are affirmed when they are successful and challenged when needed. This challenge is not about shaming another. It is about building up the person.
• Monitor the 4-Fold Bottom Line: A leader makes sure that the bottom line of an organization is honored. The bottom line is about more than finances. It is a financial, human, environmental, and missional bottom line.

 

Shared, Servant, and Transformational Leadership

 

In her dissertation, Deacon Dr. Diane Schwiger-Alexander describes the increasing demands on  clergy, lifts up the possibility of a collaborative model of ministry that lessens the demands on clergy, and looks at 3 different leadership theories and characteristics of those models that could clarify what a collaborative model of leadership could be.

 

Schwiger-Alexander summarizes 3 leadership theories for consideration. They are Shared Leadership Theory, Servant Leadership Theory, and Transformative Leadership Theory.

 

What is Shared Leadership Theory?

Shared Leadership Theory finds its roots in the late 1960’s in the work of Peter Rudge, as described in his book “Human Resource Leadership Theory.” Deacon Dr. Schwiger-Alexander describes this theory as a way of “leading small groups to work together around shared interests…[with the] groups providing organizational momentum with permissive, non-directive leaders who [are] engaged in consensus decision-making while encouraging member participation.” These groups “worked together with leadership from within and below rather than from a hierarchical system.”³

 

What is Servant Leadership Theory?

Servant Leadership Theory is rooted in the work of Robert Greenleaf. “The Servant Leadership theory proposed a model that put followers’ needs first and transitioned the focus of leadership from organizational goals to the development of followers.”⁴ The motivation of leaders is assigned to the leader’s “desire to serve and assist others in reaching their full potential to work together” which serves clients and those investing in the organization.⁵  This change in understanding of motivation was a significant paradigm shift that focuses “on the motivation of people to act from a place of service and then choose to lead based on the desire to help others.”⁶ This is a shift away from focusing on the productivity of the organizational as motivation.⁷

 

What is Transformational Leadership Theory?

Transformational Leadership Theory was developed by James MacGregor Burns. It focuses “on the relationship between leaders and followers working together toward the goals of both parties.”⁸ Influence takes the place of power to motivate others. “Transformational leaders work to satisfy followers’ needs and recognize them as a whole person to help them accomplish more than they imagine possible…Building trust is central to the leader-follower relationship…[that] transforms the leader and their followers.”⁹ The relationship between leaders and followers is built and strengthened through the way they communicate with one another, through mutuality, and through actions that are morally grounded.¹⁰

 

The qualities common in all 3 theories share are: 

• “Intentional listening
• Open communication with feedback
• Provide a safe and secure space for followers to speak freely and feel quipped and empowered to contribute to the organization
• Provide opportunities for emotional healing, acceptance, and growth that aid in the interdependent nature of teamwork
• Encourage, enable, empower, inspire, and motivate followers to work toward mutually agreed-upon visions and goals.”¹¹

 

Conclusion

 

I have served as a supervisor for seminary interns, and that role has been one of the most challenging and rewarding tasks I have undertaken. As a teacher and supervisor, I was required to articulate not only what I do as a pastor but also why I do it. I was required think about my leadership.

 

I believe that leaders are called to think about their leadership. To take an honest look who we are, what we do, what we say, how we relate to others, and our goals.

 

Deacon Dr. Schwiger-Alexander invites us to reflect upon leadership and the demands of leadership upon leaders in our time. She offers a model of ministry that moves us toward healthier clergy, partnerships in ministry, and a stronger, growing faith community.

 

As you read through the theories described and the qualities of each, reflect upon your own leadership. 

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Endnotes:

¹ 1 Corinthians 13:11 (NRSV).
² Diane Schwiger-Alexander, “Mixed Method Study to Examine Leadership Characteristics That Result In Collaboration and Distributive Ministry with Team Engagement, March 2024.
³ Schwiger-Alexander, 31-32.
⁴ Ibid., 33.
⁵ Ibid.
⁶ Ibid., 34.
⁷ Ibid.
⁸ Ibid.
⁹ Ibid., 34-35.
¹⁰ Ibid., 35.
¹¹ Ibid., 29.