Confusion and Nonsense
Despite the vast array of books, papers, research, and training programs, the fact that “finding an all-embracing definition of leadership remains elusive”[1] is both a concern and exciting. Firstly, it is concerning because if it is true that we are yet to grasp an effective understanding of what effective leadership is, it brings clarity as to why Warren Bennis writes, “The nation calls for leadership, and there is no one at home.”[2] Perhaps there is no one at home because we don’t yet understand it? Secondly, it is exciting because it highlights that there is still much to explore and uncover in the ongoing study and discussion of leadership.
Annabel Beerel is an accomplished leadership consultant, educator, and author specialising in organisational transformation and leadership development. A former corporate executive, Beerel holds advanced degrees in leadership and philosophy, and her work emphasises the importance of ethical and adaptive practices. While her book “Rethinking Leadership” offers a thoughtful, well-written summary of leadership theories, to suggest it is a ‘critique’ as Beerel suggests, seems to stretch the boundaries of the author’s achievements somewhat. Don’t misunderstand my statement. I enjoyed the book very much, reading it from cover to cover (apart from three chapters), and her book will become one of the foundational texts for my NPO. For it to be a critique needs more than a paragraph of weaknesses or limitations as written prior to her very helpful chapter executive summaries. As an example, her self-titled “Critique of transpersonal leadership approaches”[3] lasts for two-thirds of a page, surely not enough to provide a comprehensive critique of said leadership approaches.
The content of the book, however, is compelling, and while the chapter ordering is strange at times (why intersperse chapters 9-14 with chapters 12 and 13?),[4] the book provides a comprehensive and enhanced understanding of leadership, offering both depth and breadth to the subject. I will highlight two aspects of the book that were especially enlightening for me.
Firstly, leadership styles.[5] Bereel’s work on transformational leadership integrates seamlessly with the framework of my NPO, which is currently researching the interaction between leadership styles, church health, and church growth. While the author identifies transactional, charismatic, authentic, and servant leadership as components of transformational leadership, this integrated approach is a wholly new concept for me. Bereel does not adequately define why she includes the aforementioned styles within transformational leadership. Previously, my research into leadership styles, drawing on works such as Leadership[6] by Northouse, The Handbook of Leadership Theory[7] by Bass and Bass, Leadership Theory[8] by Dugan, and research papers like Evolution of Leadership Theory[9] by Benmira and Agboola and Path-Goal Theory of Leadership[10] by House, among others, revealed that leadership styles were presented as distinct and separate. In reflection, I surmise that her inclusion of the leadership styles in this manner adds further to her statement regarding the elusive nature of leadership.[11] Are the styles distinct and separate or are they an outworking of transformational leadership is evidence of further work I need to research in understanding my NPO fully.
Secondly, leadership shadow.[12] I must admit, I began the book by reading this chapter before returning to chapter one. In my NPO, I have been exploring the idea that leadership styles inherently possess both light and shade, meaning that every leadership benefit is accompanied by a potential drawback. The term “shade” is one I have been using to articulate this concept. However, Bereel’s chapter on leadership shadow served as a threshold concept[13] for me, igniting a fervent desire to engage deeply with the rest of the book. The chapter on leadership shadow enhanced my understanding of leadership shade and provided me with the language to further articulate this concept as part of my research. Of particular interest was her inclusion of the deadly mix of fear and power[14] and the combination of toxicity and narcissism.[15] During the COVID-19 pandemic, a deeply shallow and, in my opinion, a terrible book called A Church Called Tov[16] by McKnight and Barringer popularised the concept of Narcissistic leadership in the church to the unassuming reader. McKnight and Barringer’s work highlights a fundamental immaturity in their approach to church and leadership, offering a reflective critique of their personal experiences. In contrast, Bereel’s research examines the underlying causes and dynamics of narcissism in leadership in a manner that is not overtly personalised yet deeply resonates on a personal level. While the apparent paradox in this description is intentional, it is difficult to imagine any reader engaging with the chapter on The Shadow Side of Leadership without being prompted to self-evaluate the influence of narcissism in their own life and leadership practices.
I titled the blog “Confusion and Nonsense” intentionally. The term “Confusion” reflects the elusive and often perplexing definitions and categorisations of leadership (see also “Ambiguous Definitions of Leadership”).[17] “Nonsense,” on the other hand, expresses my continued frustration with the detrimental impact A Church Called Tov has had on a generation of churchgoers. In contrast, Annabel Bereel’s book provides a refreshing and insightful summary of leadership, effectively addressing and correcting the shortcomings in McKnight’s work.
[1] Beerel, Annabel. 2021. Rethinking Leadership: A Critique of Contemporary Theories. 1st edition. New York: Routledge. 81.
[2] Bennis, Warren G. 1989. On Becoming a Leader. Reading, Mass: Addison-Wesley.
[3] Beerel, 301.
[4] Ibid, vii.
[5] Ibid, 294
[6] Northouse, P G. 2013. Leadership, Theory and Practice. 6th edition. Thousand Oaks, CA: Sage Publications Inc.
[7] Bass, Bernard M., and Ruth Bass. 2008. The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. 4th ed. edition. New York: Free Press.
[8] Dugan, John P. Leadership Theory: Cultivating Critical Perspectives. 1st edition. San Francisco, CA : Hoboken, New Jersey: Jossey-Bass, 2017.
[9] Benmira, S, and M Agboola. “Evolution of Leadership Theory.” BMJ Leader 5, no. 1 (March 1, 2021). https://doi.org/10.1136/leader-2020-000296.
[10] House, Robert J. “Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory.” The Leadership Quarterly 7, no. 3 (September 1, 1996): 323–52.https://doi.org/10.1016/S1048-9843(96)90024-7.
[11] Bereel, 81.
[12] Ibid, 303.
[13] Meyer, Jan, and Ray Land. 2006. Overcoming Barriers to Student Understanding: Threshold Concepts and Troublesome Knowledge. 1st edition. London: Routledge. 3.
[14] Bereel, 306.
[15] Ibid, 312 and 315.
[16] McKnight, Scot. 2020. Church Called Tov, A: Forming a Goodness Culture That Resists Abuses of Power and Promotes Healing. Carol Stream: Tyndale House Publishers.
[17] Bereel, 84.
About the Author
Glyn Barrett
I am the founding & lead Pastor of !Audacious Church in Manchester, England. I was born in Manchester, but moved to Australia at the age of two. My wife and I were married in Australia and began married and ministry life in England 29 years ago. After serving as youth pastors for 12 years, we moved to Manchester to pioneer !Audacious Church. As a church we now have 7 locations. 3 in Manchester, Chester, Cardiff (Wales), Sheffield, and Geneva (Switzerland). In 2019 I became the National Leader of Assemblies of God in Great Britain. We have over 650 churches in our movement and have planted 98 new churches since May 2022 with a goal of planting 400 new churches between May 2022 and May 2028. I am the Global Chair for Church planting for Assemblies of God which currently has 420,000 churches and also chair Empowered21 Europe. I'm happily married to Sophia, with two children, one dog and two motorbikes. I love Golf, coffee and spending time with friends. I love to laugh, make friends and create memories!One response to “Confusion and Nonsense”
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Thank you for your post, Glyn.
Considering Bereel’s integrated approach to transformational leadership and her exploration of the shadow side of leadership, how can leaders balance the light and shade of their leadership styles to foster church health and growth (in your observation)?