Transformational Leadership in a World of Constant Change
“The only constant in life is change.”
We know this is true. Our bodies are constantly changing (not always in the ways we want them to), our external circumstances shift, our relationships evolve, and even our perspectives can change over time.
In my own experience, I’ve been on a leadership team in three churches that have all undergone some degree of change. All three recognized that change was necessary, for one reason or another. And they each coped differently with the invitation to change. As we know, change is always an ongoing process; these churches are all continuing to undergo different metamorphoses.
For leaders, change is not just something to navigate—it’s something to steward. Leadership is a continuous process of becoming, marked by seasons of growth, challenge, and loss. [1] The most effective leaders are not those with superhero-like control, but those who shape a culture of trust, integrity, and humility.
“The work of leadership is… physically, mentally, and emotionally demanding. It requires strength of character, an ability to make tough decisions, and a determination to remain true to core values against the tide of popularism” [2]
The invitation of leadership is not about accumulating power but about using influence with integrity. That core idea from Karise Hutchinson in the journal Illuminaire [3] is one I wish I’d learned years ago. As I reflect on it now—the concept of influence as a way to shepherd people through change—I see how I can begin to assist change through influence in my current position.
So how can leaders walk through seasons of (sometimes challenging) evolution with wisdom and grace? It starts with understanding why change is not just inevitable—but necessary.
Don’t Resist Necessary Change
Throughout Scripture, we see that God is in the business of transformation. He called Abraham into an unknown future (Genesis 12:1-4), led Moses and the Israelites through a wilderness of change, and transformed Saul into Paul, reshaping his entire mission (Acts 9). When we follow Jesus, we must also be willing to be transformed, becoming more like Him.
Both personally and organizationally, change can be disruptive, even threatening. But it is necessary because it is usually the path to growth, renewal, and greater impact. Jesus spoke about this principle in John 15:2: “Every branch that bears fruit, He [the Father] prunes, that it may bear more fruit.”
In his book, The Master of Change, Brad Stulberg writes, “A central narrative in our culture urges us to seek stability, yet this doesn’t reflect the reality that change is constant—and that, with the right skills, it can be a dramatic force for growth.” [4]
Stulberg goes on to explain that change itself is neutral; its impact is determined by our perspective and, especially, by our actions in response to it. We tend to “resist change in order to maintain stable, relatively constant internal environments.” [5]
That constant, stable environment is called homeostasis. Stuhlberg proposes that instead, we can embrace allostasis which, almost paradoxically, represents stability achieved through change.
Allostasis involves a cycle of order, disorder, and reorder, suggesting that healthy systems can return to stability, albeit in a new form. We are perpetually navigating this cycle. Our ability to achieve stability amidst change lies in how effectively we manage this process.
Recovery means progressing forward with an increased capacity to handle distress, highlighting the importance of adaptability and flexibility. Paul demonstrated adaptability when he said, “I have become all things to all people so that by all possible means I might save some” (1 Corinthians 9:22).
Leaders who resist change—whether out of fear, comfort, or attachment to the past—risk stagnation for both themselves and the people they serve. Leaders who refuse to adapt will eventually become ineffective. The world moves forward whether or not we are ready.
Most importantly, when confronted with inevitable change, we can reflect on the fact that God may be calling us to something even greater. I keep coming back to this thought, for encouragement.
Staying the same can feel safe, but God’s call is rarely about comfort or safety. More often, He invites His people into the unknown, requiring faith and dependence on Him. The disciples had to leave behind everything they knew to follow Jesus (Matthew 4:19-20). Likewise, leaders must be willing to step into uncertainty with faith.
Great leadership is not about clinging to what is familiar but about faithfully walking the path God has set before you.
The Role of Humility in Transformational Leadership
A humble leader sees change not as a threat but as an opportunity to grow alongside their people. It requires some level of vulnerability.
“Humility is powerful because it allows you to treat others well and with respect. It is real, not perfect. It inspires trust and helps to build bridges as you try to connect the dots between who you were, who you are, and who you are becoming” [6]
Jesus exemplified this in His leadership. Though He had every right to claim power, He chose to lead with humility and service: “Whoever wants to be first must be your servant—just as the Son of Man did not come to be served, but to serve” (Matthew 20:26-28).
As leaders, our role is to help others grow and flourish, and change is necessary for this growth. In his book Strong and Weak, Andy Crouch writes,
We are meant to flourish, not just to survive, but to thrive; not just to exist, but to explore and expand… To be fully alive would connect us not just to our own proper human purpose but to the very heights and depths of divine glory. To live fully, in these transitory lives on this fragile Earth, in such a way that we somehow participate in the glory of God—that would be flourishing. And that is what we are meant to do. [7]
Approaching change with humility reminds us that we are all fragile. Participating in change means being willing to take a risk that we will be hurt. As Crouch points out, that risk requires humble vulnerability. He adds, “If we want to be agents of transformation in the world, we must be willing to bear the burden of visible authority with hidden vulnerability… [Only in this way, at the right time] will we bear the image of the most transformative human being the world has ever known.” [8]
Humility shifts the focus from control to empowerment
Humble leaders don’t hoard power—they equip others. True leadership is not about maintaining authority but about empowering people to reach their full potential. [9]
Indeed, Jesus led with ultimate authority and deep vulnerability—washing His disciples’ feet, grieving openly, and ultimately laying down His life (John 13, Philippians 2:5-8).
Leaders who hold both authority and vulnerability create environments where people trust them enough to move through change with confidence.
Building Trust to Manage Transition
Trust is the currency of leadership, and without it, change efforts fail. Hutchinson writes, “Influence cannot be obtained without trust.” [10]
People won’t embrace the discomfort of change unless they feel their leader is trustworthy and has everyone’s best interests in mind. Deep trust takes time; it is cultivated through consistency, integrity, and care.
Hutchinson explains that research identifies four pillars of trust:
- ability, the knowledge, skills, and professionalism of a leader;
- benevolence, leaders who are approachable, genuinely show interest, and recognize individual needs;
- integrity, leaders who are ethical in their decisions, and believe, as well as live out, their values throughout their whole life;
- predictability, the consistency of a leader’s behaviors or walking the walk.[11]
When there is enough trust built up, leaders can guide people through transition.
You see, many leaders assume people resist change itself. But what they truly resist is the pain of loss—the loss of familiarity, control, or comfort. Change is external, but transition is internal, requiring people to let go of the old before they can fully embrace the new. Instead of resisting change, leaders encourage people to grow through the process of discovering something new.
This mirrors how faith works—our security is not in what stays the same but in God, who walks with us through every transition (Isaiah 43:19).
Leading Toward Hope
When faced with disorienting change, leaders’ most important responsibility is to offer and encourage a sense of hope.
In Rising Hope, we read: “Hope is not just an idea. It is not simply an emotion. It is far more than a feeling. It is not a wish or even an expectation. Hope is about goals, willpower, and pathways.” [12]
Paul also emphasizes this biblical hope: “May the God of hope fill you with all joy and peace as you trust in Him” (Romans 15:13). Leaders are called to be carriers of hope, guiding people toward a future that is not just different—but better.
By acknowledging loss, balancing authority and humble vulnerability, and offering real hope, leaders become true shepherds—guiding people through the uncertainty of change, through internal transitions, and toward a flourishing future.
“Be strong and courageous. Do not be afraid or discouraged, for the Lord your God will be with you wherever you go” (Joshua 1:9).
Reflections for Leaders:
- Where am I resisting necessary change?
- Am I holding onto something God is calling me to release?
- How can I help others see change as an opportunity rather than a threat?
- Do I invite feedback and genuinely listen with humility?
- Am I more focused on control or empowering others?
- How can I offer encouragement toward hope through both words and actions?
1 – Karise Hutchinson, “Leadership in the power of influence. The problem with power”, Illuminaire, Vol. 1 (2024), 11.
2 – Hutchinson, 10.
2 – Hutchinson, 11.
4 – Brad Stulberg, Master of Change; How to Excel When Everything is Changing—Including You. (NY: Harper Collins Publishers, 2023), 3.
5 – Stuhlberg, 5.
6 – Alfred Abolarin, “The Power of Humility”, Illuminaire, Vol. 1 (2024), 44.
7 – Andy Crouch, Strong and Weak; Embracing a Life of Love, Risk, and True Flourishing. (Downers Grove, Ill: Intervarsity Press, 2016), 10-11.
8 – Crouch, 114.
9 – Hutchinson, 15.
10 – Hutchinson, 20.
11 – Hutchinson, 20.
12 – Casey Gwinn, Chan Hellman, Hope Rising; How the Science of Hope Can Change Your Life. (New York: Morgan James, 2022), xvi.
About the Author
Debbie Owen
Deborah C. Owen is an experienced spiritual director, Neuro-based Enneagram executive and life coach, disciple maker, professional writer, senior librarian, and long-time church Music Director and lay leader. She has earned the award of National Board Certification for teaching excellence, and a podcasting award, and is pursuing a Doctor of Leadership degree through Portland Seminary at George Fox University. She lives in the backwoods of Maine with her husband and flat-coated retriever. She spends as much time as she can with their 3 grown children, daughter-in-law, and 2 small grandchildren. Find her online at InsideOutMinistries.info.12 responses to “Transformational Leadership in a World of Constant Change”
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Hi Debbie,
In your experience, in what ways can embracing humble leadership transform an organization’s approach to change and empower team members to reach their full potential?
“In your experience, in what ways can embracing humble leadership transform an organization’s approach to change and empower team members to reach their full potential?”
Shela, Hutchinson wrote that humility shifts the focus from control to empowerment. Equipping others with the emotional and psychological tools they need to transition (internal) during a period of change (external) seems to be the most effective way to move forward.
Hi Debbie,
Thanks for your post. Early in your post you wrote, “the concept of influence as a way to shepherd people through change—I see how I can begin to assist change through influence in my current position.” What excites you about opportunities to assist change through influence? What, if anything, is frightening?
Julie
” What excites you about opportunities to assist change through influence? What, if anything, is frightening?”
Julie, I think I just never had words to articulate leadership before this. I am finally understanding – and can name – influence as the key to effective leadership. So then I have to determine in each situation, “What does influence look like here? And with whom? Who would be most receptive? Who might prove to be the biggest obstacle? Should I actually start there?”
In finally answering your question, I would have to say discovering who I can be – as created by God – as my best self to humbly and creatively influence others toward an end I see us being called to is both the most exciting and the most frightening!
Debbie, I appreciate the invitation to reflect at the end of your post. I have been wondering how leaders can discern when to actively initiate change and when to allow transformation to unfold naturally? I would enjoy to know your thoughts.
“I have been wondering how leaders can discern when to actively initiate change and when to allow transformation to unfold naturally? I would enjoy to know your thoughts.”
Great question Chad! Two things: prayer, as moved by God; collaboration, as moved by your group. The second without the first is a recipe for “what could have been.” I am intrigued by the Quaker method of communal discernment. I would love to be in a situation where we did this all the time.
https://quaker.org/decision-making/#:~:text=As%20a%20community%20making%20decisions,will%20of%20God%20for%20themselves.
Hi Debbie, I love this post!
A new word for me, “Allostasis involves a cycle of order, disorder, and reorder, suggesting that healthy systems can return to stability, albeit in a new form.”
Can you think of personal experiences when your life followed a pattern of allostasis? Know that you know the cultural narrative is homeostasis but the reality is quite different, how might you counsel someone around you who is struggling to accept change?
“Can you think of personal experiences when your life followed a pattern of allostasis? Know that you know the cultural narrative is homeostasis but the reality is quite different, how might you counsel someone around you who is struggling to accept change?”
What softball questions! 😉
Honestly, I’d say I’m in the middle of allostasis right now. I’m feeling a big “disordered” without a full reorder anywhere in sight. Meaning, I don’t know where God is calling me, so I’m in a waiting pattern.
About the cultural narrative about homeostasis: I sort of agree. The human brain wants what is easy, familiar, and comfortable. But… when the price of eggs is just too darn high, let’s through out the whole chicken coop – including the chickens – and bring in foxes to lay eggs. [Sorry… cultural allusions I couldn’t resist.]
I wouldn’t counsel anyone to accept this sort of change. But… If they are dealing with “normal” change and transition, I would counsel them to lean into what I call the Cornerstone Quartet: Faith, Hope, Love, and Joy, the foundation for Shalom. I am actually working on a presentation for that right now, so I have a lot of thoughts about it. The short version: those four attributes build trust and create forward momentum while still clinging to God.
Hi Debbie, Awesome post! I appreciate your emphasis on leaders “stewarding” change. You mentioned serving in a leadership role in three different churches that underwent some change. Can you give an example of what was stewarded well in these changes? Or, if not stewarded well, something you wish could have been handled differently.
” I appreciate your emphasis on leaders “stewarding” change. You mentioned serving in a leadership role in three different churches that underwent some change. Can you give an example of what was stewarded well in these changes? Or, if not stewarded well, something you wish could have been handled differently.”
Elysse, I’d say that the pastor in the middle of the three churches (not where I am right now) worked hard to learn about church revitalization. She empowered people in leadership roles while also investing herself in building them up in Christ, both individually (including me, or I wouldn’t be here) and in small groups. In this way, as the lay leaders encountered decisions to make, they were able to do so from a place of gentleness and with trust in God.
The congregation wasn’t always moving at the same pace as the leaders. This created an occasional disconnect between the elected leaders’ vision and the ideas of individual congregants. It was a work in progress when the pastor retired, and then my husband and I left about 9 months later.
And we left because we moved.
Hi Debbie, thanks for your post.
The 4 pillars of trust (ability, benevolence, integrity, predictability) seem rather straightforward but I know from experience (and from Hutchinson) that a lot of change is seen as a failure. Do you see any of these as being frequently missed when there is change?