DLGP

Doctor of Leadership in Global Perspectives: Crafting Ministry in an Interconnected World

The Hidden Flaws of Leadership [Kelemahan Tersembunyi Kepimpinan]

Written by: on February 3, 2025

What is this book about? “Rethinking Leadership: A Critique of Contemporary Theories” by Annabel Bereel provides a comprehensive critique of traditional leadership theories and offers insights into more effective leadership practices.[1] The book highlights the limitations of conventional models, such as trait theory, transactional leadership, and transformational leadership, and argues that these approaches oversimplify the complexities of modern leadership.

Leadership

God is not necessarily looking for leaders, not in the sense we might think. He is looking for servants (Isaiah 59:16).[2] People everywhere are looking for someone to lead them into God’s purposes, God’s way. People will follow leaders who know how to lead them according to God’s agenda. In the Old Testament, there are several models such as commitment, loyalty, humility, compassion, and servant leadership.

My post focuses on highlighting the shortcomings in leadership commitment to supporting and inspiring individuals within their organizations to achieve their full potential and successfully execute goals. During this time of global crisis and distress people’s reliance on leaders to guide them is heightened. They urgently need someone to provide palatable answers to life’s challenges and to help them navigate the waters of change. Yet where have they gone?[3]  Bereel highlighted from the book, New Patterns of Management the nature of leadership. Here are some highlights.[4]

  • Genuine interest and unselfish concern on the part of superiors in the success and well-being of their subordinates have a marked impact on performance.[5] For example, Richard Branson’s, a modern time transformational leader whose management philosophy is central to the success of his Virgin empire. He emphasizes the importance of motivating employees, as he believes a motivated team is more creative and cohesive. His transformative leadership style focuses on fostering happiness among employees, which translates to better performance for the group and the company. An example of Branson’s leadership, in 2017, Virgin America, which Branson founded in 2004 and won several Best Airline awards, was bought out by Alaska Airlines. Then, the ultimate death of Virgin America came three months later when Alaska officially retired the iconic brand.  Tough times require leaders to rise up and show their humanity. To that end, Branson published an inspiring open letter[6] to Virgin America employees when they most needed it in a time of grief and uncertainty.  Branson values risk-taking and, above all, respects all employees. This approach has been a key factor in the long-term success of his business ventures.[7] This is one core component of a transformational leader, inspiring and uplifting their employees.
  • Commitment to goals is an important factor in motivating employees.[8] Employees are more productive if there is a constructive use of group meetings. For example, in exploring Nehemiah, he exemplified commitment by leaving his role as a cupbearer to the king, to rebuild the broken walls. Nehemiah boldly presented the cause to the King. Not only was he summoned to rebuild the walls, but Nehemiah believed in the cause and in the people. As an example, corporate leaders should not only assign projects to employees but believe in the cause. Nehemiah describes his commitment to the people. The walls of the city provided security and a sense of community.[9] They protected the inhabitants from external threats, including enemies and invaders. The broken and crumbling walls symbolized the spiritual and physical decay of Jerusalem after the Babylonian exile. Nehemiah worked alongside the people rebuilding the walls. Nehemiah inspired the people to persevere, to repent and turn to God, and acknowledged their hard work. To the end, Nehemiah stood alongside his people, meaning he worked! When leaders take the interest to engage with employees and contribute towards the project, the organizational culture transforms due to their commitment.
  • The most effective managers and supervisors are employee centered rather than job centered.[10] When a leader shows care and promotes growth, a culture of trust and community emerges, leading to high performance human satisfaction.[11] “… the Father of compassion and the God of all comfort, who comforts us in all our troubles, so that we can comfort those in any trouble with the comfort we ourselves receive from God.” Apostle Paul recognizes God as the wellspring of compassion and solace. God’s comfort is not just for our benefit but also equips believers to comfort others. Paul describes receiving divine comfort and then sharing it with those in need is a cycle of compassion (2 Corinthians 1:3-4). In the same way, today, leaders need to reflect compassion.

In the book, Awakening Compassion at Work: The Quiet Power That Elevates People and Organizations, it is noted that compassion always unfolds in relation to suffering. Compassion is central to human well-being. Compassion motivates innovation. According to Worline, compassion is a crucial aspect of organizational excellence, maximizing human potential.[12]

Take away

Bereel underscores the necessity of a holistic and integrative approach to leadership that incorporates ethical, social, and contextual dimensions. She examines various contemporary leadership styles, such as mindful leadership, adaptive leadership, and transpersonal leadership, critiquing their potential contributions to developing effective leaders. Ultimately, Bereel’s work seeks to provide a more nuanced understanding of leadership and guide leaders in cultivating the skills and capacities required to navigate the complexities of today’s organizational environments.

Conclusion

Despite the abundance of leadership theories and practices available, there is a notable absence of a leadership model explicitly tailored to resonate with the aspirations, values, and dynamics of each individual. By recognizing both areas of agreement and tension, we can cultivate inclusive leadership practices that benefit organizations, teams, individuals, and emerging leaders.

 

[1] Bereel, Annabel. Rethinking Leadership: A Critique of Contemporary Theories. 1st ed. London: Routledge, 2021.

[2] Nehemiah 1:11. All scripture citations in this paper are taken from the NIV translation unless otherwise noted.

[3]  Bereel, 5.

[4] Bereel, 59.

[5] Bereel, 59.

[6] Richard Branson, “Dear Virgin America | Virgin,” Richard Branson’s Blog, published 22nd, March 2017, https://www.virgin.com/branson-family/richard-brandson-blog/dear-virgin-america/.

[7] “Richard Branson,” Wikipedia, last modified April 4, 2024, https://en.wikipedia.org/wiki/Richard_Branson.

[8] Bereel, 60.

[9] Nehemiah, Chapters 3 to 11.

[10] Bereel, 59.

[11] Ken Blanchard, Phil Hodges, and Phyllis Hendry, Lead Like Jesus Revisited: Lessons From the Greatest Leadership Role Model of All Time (Nashville: W Publishing, 2016), 30.

[12] Monica C. Worline and Jane E. Dutton, Awakening Compassion At Work: The Quiet Power That Elevates People and Organizations (Oakland, CA: Berrett-Koehler Publishers, 2017), 17-19.

 

About the Author

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Shela Sullivan

Born and raised on the vibrant Penang Island in Malaysia, I cherish the Malaysian greeting, “Mari Makan!!” which reflects the warmth of shared meals. Since 1996, I have called Oregon my home enjoying the raindrops and the serenity of its beaches. The ocean connects me to nature and energizes me. I am a Wife - Mentor - Traveling Pastor - Sourcing Manager Construction. Favorite Bible Verse: "Delight yourself in the Lord, and He will give you the desires of your heart." ~ Psalm 37:4~ I reside with my husband, David and our fur-baby Rolo. We share passions for travelling, culture, diverse cuisines, home improvements, classic cars and humor.

7 responses to “The Hidden Flaws of Leadership [Kelemahan Tersembunyi Kepimpinan]”

  1. Diane Tuttle says:

    Hi Shela, You hit a lot of points that Beerel made. Either in your NPO research or personal work where do you see you in relation to some of the different styles of leadership that Beevel ascribes?

    • mm Shela Sullivan says:

      Hi Diane, thank you for your question.
      In her book Beerel discusses adaptive leadership and transformational leadership. She highlights the importance of these leadership style including others. I am drawn to Adaptive leadership Transformational leadership. The movement of my life is such that I have to quickly adapt and transform to situations quickly, family, ministry, full time work and school with ethical considerations.

  2. Jeff Styer says:

    Shela
    You wrote “People everywhere are looking for someone to lead them into God’s purposes, God’s way. People will follow leaders who know how to lead them according to God’s agenda.” I am thinking about charismatic and narcissistic leaders. How do followers remove themselves from the emotions and social pressures they face to clearly discern that the leader is ultimately focused on God’s agenda.

    • mm Shela Sullivan says:

      Thank you for your question, Jeff.
      I have had the privilege of working with great leaders and continue to do so, as well as experiencing those who are not worthy of being called leaders. Since I began my career in the US, I have been part of Corporate America. While it has provided me with a good life, I have also established boundaries to uphold my Christian values and to protect myself—an endeavor that is challenging and non-negotiable for me.

      To address your question, it is difficult to completely detach oneself from the emotions and social pressures of working with charismatic and narcissistic leaders. We are constantly faced with choices, to accept those narcissistic actions or to stop it. In my experience, I have relied on prayer, seeking God’s guidance to discern and reveal my authentic self to these types of toxic leaders. Rather than imposing their narcissism on me, they eventually trusted and confided in me—allowing God to deal with these individuals and creating boundaries.
      In one instance, I chose to resign and clearly communicated the reasons for my decision.

  3. Elysse Burns says:

    Hi Shela, I appreciated the way you emphasized that God is not looking for leaders as we imagine them, but he is looking for servants. I believe this is one of many hallmarks of a good leader. As you said, the most effective leaders are people-oriented, not task-oriented. How do you guard yourself from becoming more task-oriented rather than people-oriented?

    • mm Kari says:

      Elysse, I had similar thoughts as I read Shela’s post. Thank you, Shela, for emphasizing the need for people-oriented leaders. Adding to Elysse’s question, how do you cultivate a people-oriented culture among your employees?

  4. mm Shela Sullivan says:

    Thank you for your question, Elysse. You made me reflect on my own life. Sorry, this is a bit long because your question is personal to me.
    Once upon a time, I was a leader as a National Bids & Contracts manager, I was extremely task oriented. My focus was solely on work, performance, results, and money—I was on a power train (although I always negotiated the best salaries for my employees). In 2011, I lost my job that promised me success, position, and lots of money. I lost the job due to a wrong decision, and it was no one’s fault but mine. It came as a surprise though! I was jobless for six months, but I knew it was meant to be; I knew God was leading me to His ways because I was not in a place pleasing to Him. It was a painful learning experience, but here I am.

    Your question: How do you guard yourself from becoming more task-oriented rather than people-oriented?
    People come first always (prioritize relationships). This is the first lesson in humility. People I did not know provided me with networking opportunities so I could find a job, and strangers offered their time to have coffee with me—I was embarrassed that I had not recognized the importance of relationships.

    I have learned to practice empathy by putting myself in others’ shoes and understanding their perspectives. I actively listen to the thoughts and feelings of others without interrupting or judging, showing that I value their input. I was not born with the gift of empathy, but I have cultivated this awareness.

    Now, I work only 8 hours a day. I lead by example and promote a healthy work-life balance. I encourage my team to take breaks, use their vacation time, and prioritize their well-being.

    I regularly acknowledge and celebrate team achievements, both big and small. I recognize individuals’ contributions to foster a positive and motivated work environment.

    I seek feedback before giving mine. I exercise the 5+1 rule, meaning I give five pieces of positive feedback before providing one constructive criticism.

    Thank you for asking.

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