Leadership: Trust and Transition
In a world marked by uncertainty, division, and rapid change, and societal turbulence, the need for strong, principled leadership has never been greater. People are searching for leaders who inspire trust, uphold integrity, and can bring clarity in times of confusion. A claim that Karise Hutchinson echoes in her writing Illuminaire, people want leaders who are powerful and capable of results.[1]
Karise Hutchinson has been on the frontline of leadership for some time now. For the past two decades, she has served as a consultant, researcher, and teacher in the leadership sphere. She founded Illuminaire Leadership/Institute and has been a reliable source for up-and-coming as well as seasoned leaders to draw from. Illuminaire Leadership takes an insightful look at several leadership practices, and she combines her personal expertise alongside interviewing others in tackling some of the leadership matters of the day.
Leadership today runs far deeper than authority—it requires empathy, vision, and the courage to make difficult but just decisions. Throughout society, communities, organizations, and even the church are hungry for leaders who will listen, unite, and lead purposefully. The present cry we are experiencing is not just for a greater influx of leaders but for sound and uplifting leadership and those who can create a positive and lasting impact.
Leadership and Trust
I have often said that leadership is a process of social influence carried out by a person known as a leader. I define a leader as an individual who has been given the task of leading people in their organization toward the result of achieving specified goals. Leaders have a pivotal role. Often responsible for creating vision and articulating strategy, a true leader must build trust amongst his followers and push them around their potential.
Trust is a key factor Karise brings this to the forefront in her interview with Professor Mike Hardy. Hardy is the chair of Intercultural Relations and founding director of The Centre for Trust, Peace and Social Relations at Coventry University. On the issue of trust, Hardy believes, interestingly. where we do not see trust we see toxic leadership and scenarios.[2]
Trust is the cornerstone of effective leadership. Without it, even the most talented leaders struggle to inspire, motivate, and drive meaningful change. Leaders who cultivate trust create environments where people feel safe, valued, and empowered to contribute their best work.
Trustworthy leadership must be built on integrity, consistency, and transparency. Leaders who embody these qualities foster a culture where honesty is the norm, expectations are clear, and accountability is embraced. However, trust is not just about agreement—it also requires the courage to embrace dissenting positions and diverse perspectives. A healthy leadership environment allows for moments of contention and disagreement while ensuring that every voice is heard and respected. When people leave the table knowing their views have been valued, trust deepens, and the organization grows stronger.
Dan Reiland captures this well, stating that such leadership glorifies God: “Valuing human beings is more than merely the decent and moral thing to do; it is God-honoring.”[3] Leadership rooted in trust does more than create efficient teams—it reflects a higher calling that affirms the worth of every individual. When trust is prioritized, both people and the mission thrive. Hardy says trust happens when I am willing and able to share my vulnerabilities with others.[4]
Leadership and Transition
Another section that resonated with me dealt with leadership transition and change. Society talks a lot about change but seldom deals with transition.[5] This is a differentiation that is both simplistic and profound. How often are we fastened on change but neglect the transition it takes. I guess I can start with myself. After being at the same church for 19 years, I have had to navigate the difference between transition and change.
Karise spoke of leaders transitioning from one role to another, taking on another position. But where my head went to is how you can remain in the same leadership position and need to change your leadership style to make the necessary transitions for surviving and thriving. For me this is also critical for adaptive leadership, because you can remain in the same position or transition to another one and still refuse to change.
Karise outlines three transitional steps:
1) Saying goodbye to how things have been and the comfort of the familiar.
2) Living in the neutral- zone.
3) Moving forward and reaching the new beginning
Her statement that most people experience change as loss, so it is natural to experience resistance in transition [6] cannot be overstated enough. How many leaders are actually change resistors themselves? I find Hutchinson’s work encouraging, practical, and theoretical as well. As she uses several voices to enhance our leadership perspective, I was encouraged by the integrity I felt while reading her interviews. Good leaders may be hard to come by, but all are not lost.
[1] Karise Hutchinson, Illuminaire, Vol. 1 (2024), 18
[2] Hutchinson, 32.
[3] Reiland, Dan. Amplified Leadership, Lake Mary, FL: Charisma House, 2011, 42.
[4] Hutchinson, 30.
[5] Hutchinson, 86.
[6] Hutchinson, 87.
About the Author
Daren Jaime
16 responses to “Leadership: Trust and Transition”
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Hi Daren,
How can Pastors/Leaders effectively demonstrate humility and vulnerability in their leadership style to inspire trust and foster growth within their settings?
I came across a young man while at the airport few months back. I was traveling to a Presbyterian women leadership conference. In the church he grew as a youth, while he was religiously tithing, the pastor embezzled money. He said he work hard and was faithful in his practices. Thereafter, he left the church and do not believe in leadership especially in the church setting.
Hey Shela! Sadly there are bad apples in every batch, to base the sum total of leadership on one individual is weighty and also unfair. I wish he was have sought another church home.
Speaking to vulnerability and humility. Leaders have to be humble and acknowledge we do not have all the answers and will make mistakes. Being up front with people and acknowledging we lean on the grace of God and His Spirit for direction and correction when we are in error is a great start.
I often say when we make an invitation for people to have relationship with Christ or His church. We are not perfect, your pastor is not perfect, your fellow congregants are not perfect but we all are striving towards perfection.
Hi Daren,
Your post calls out a number of characteristics of trustworthy leadership. Which (if any of these) have you struggled with and how did you overcome?
Hey Julie, Great question. My iniotial thought is transparency. Sometimes in transparency I have to acknowledge, my mistake or highlight the fact the someone else made a mistake. The tension is nestled in how much can i publicly share without throwing someone under, or myself under the bus.
Transparency builds trust and sometimes the other side of transparency is no matter how much you aim to do so, there are some that will always be committed to misunderstanding you or using a situation to edify their soapbox. I struggle with this often but 19 years in, i am glad to say my congregation trusts my leadership, even though at times they may disagree.
Daren,
I appreciate your highlighting the importance of trust. You said “Trust is the cornerstone of effective leadership. Without it, even the most talented leaders struggle to inspire, motivate, and drive meaningful change. Leaders who cultivate trust create environments where people feel safe, valued, and empowered to contribute their best work.”
Sadly right now in my context the trust amongst some of the leadership does not exist as evidenced by the no confidence vote faculty took this week. I’m wondering how our leadership moves forward. What would you do if 60% of your congregation spoke up and said they did not have confidence in your ability to lead? What steps do you think you might take to regain trust?
Jeff I am praying for you and your dilemma. Honestly a part of Leadership is listening and having the ability to adapt, take the criticism and aim to make correction. As leaders we are looking at times for a quick fix, it took some time for trust to be broken and it will take time to regain the trust of people.
Part of this leadership reading centers on the ability to create value in those you lead. Listening, values the opinions of others and accepting recommendations from people who have boots on the ground and see the blind spots or potential pitfalls is advantageous. This takes humility, patience and a discrading of ego.
Not all leaders are experts and we must come to grips with that.
Daren, I appreciate your reflection on this week’s reading. As you consider your leadership journey, how might leaders unknowingly resist change, and how can they cultivate self-awareness to navigate transitions effectively?
Hey Chad. Great question! I will try and tackle this in a couple of ways. Leaders may unknowingly resist change by clinging to past successes, fearing uncertainty, or dismissing new ideas that challenge their comfort zones. Resistance can also stem from a need for control or a strong reluctance in acknowledging personal or professional limitations. If a leader wants to cultivate self-awareness, they should be willing to seek honest feedback, practice active and reflective listening, and harness their emotional responses to change. Engaging in mentorship is also highly profitable. Leaders need leaders. Continuing education and professional development can also help leaders recognize blind spots. Leaders who practice humility and adaptability, can navigate transitions more effectively and create a culture of openness and dialogue. This will lead to growth rather than decline amongst their teams.
Thanks for this post, Darren. I especially found it helpful when you related “transition” to your long-lasting tenure as a pastor.
“For me this is also critical for adaptive leadership, because you can remain in the same position or transition to another one and still refuse to change”.
Thinking of these 3 transitional steps, what are your reflections on how the church viewed you as leader in these transitioning moments?
Hey Joel! Honestly there was a mix of feelings some people embraced the need for transition and others resisted it. I have had a track record of success and so trust is formed.
Living in the neutral zone was the hardest because people were seeking a quick fix and sometimes allowing things to sit was viewed as acceptance of what was, when it was not. Timing is critical, I had to learn every good idea was not a God idea. Sometimes God wanted us to sit and at times i was impulsive instead of being patient and trusting God in the process.
Letting go of the past was also difficult because that meant personnel and organizational changes. This sometimes disrupted the momentum we were experiencing but had a long term benefit.
I am always open to change and have chosen to embrace it rather than being a staunch “change resistor”. Prayer and an open eyes and ears has been my guide. Admittedly, It has been difficult at times challenging my own comfort zone but, no pain-no gain.
Love your post, Darren. I appreciate the focus on the trust factor in leadership and well as some of the other “soft skills” of leadership. What do you think an effective leadership development environment or process might look like that would help leaders develop these softer skills?
Hey Graham! Thanks, brother. For me an effective leadership development environment fosters, from a personal standpoint, self-awareness, emotional intelligence, and active listening. As I mentioned with Chad, mentorship also is key. Also having soft skills in your toolbox such as empathy, adaptability, and communication is gold. . Creating a safe space for your team with time for reflection and interaction could be an asset. I like to use workshops, role-playing, and team-building exercises to help my leaders build confidence while employing collaboration. As leaders evolve, we should create space and opportunities for that amongst the people we lead.
Hi Daren, thanks for your post. You acknowledge the division felt across the community today, so I take that to mean political and cultural tensions.
Do you find that lack of trust for one another (whether in leadership or not) is rooted in fear? How might Christians reconcile the idea of trust in Jesus while simultaneously fearing and not trusting other people?
Hi Jennifer. Yes you are correct, the political, cultural and social dynamics are the culprit. In response to your question some of the fear that exists is experiential and our culture has done a good job of heightening skepticism. This lack of trust and fear is often rooted in the fear of being hurt, misunderstood, or let down.
As Christians, we know to put our trust in God as we are called to trust in Jesus. In that trust we understand we have a God who is unchanging, loving and faithful, We must hold on to this trust while also navigating relationships with imperfect people. Reconciling this tension also requires wisdom, grace, and discernment. Trusting others does not mean blind vulnerability. Rather, it means extending grace while setting healthy boundaries. I believe when we cultivate humility, open communication, and forgiveness, and grace, we become a reflection of Christ’s love while also guarding our hearts.
Hi Daren, I agree that we can’t overemphasize the fact that most people experience change as loss, so it is natural to experience resistance in transition.
This reminded me of Why We’re Wrong About Nearly Everything by Bobby Duffy. We were designed by God to be alert to threats because this promotes our survival. I find that remembering this makes me more compassionate towards those who are resistant to change.
For you personally, are you more resistant to change or do you thrive in change?
Hi, Daren, thank you for your post. I totally agree with you that ‘trust’ is a key element in leadership. It is like a bridge between the leader and the follower. In church and ministry setting, the leaders are most like not only to value but attempt to be trust-worthy. However, in some kind of organizations, the leaders hardly care about it. How should a team-member approach this?