What was, What is, and What could be: the job of a leader
I focused my reading on section three of our text, “The Variability of Leadership: What’s Core and Contingent” because in the pastorate the variables are many, the need to exegete the community and situations are critical, and the need to discern what is core for a life-giving community are very similar to sustainable businesses. Therefore, I hoped to gain some insights into these areas for my interests and D.Min. project.
With the array of organization and national variables leaders or aspiring ones will face, a political firestorm awaits them in part because they may not be what was expected, they may not have the personal or personality capacity needed for the need or community, or they may have been elevated to a position because of past successes. The leader’s new place may be a misfit for the long run, yet what can come from the experience will likely add to the transformative capacity for future servant-leader opportunities.
If the goal of a leader is to help an organization to move forward in a healthy direction given a complex array of variables, barriers, and constraints what is it we are really wanting to give our lives for? I mean with all the challenges what are we fighting for as leaders and managers who lead in efficiencies what is an effective, aspiration to move towards? “An emerging body of scholarship suggests that the most effective style of leadership in today’s world is “transformational” (Avolio et al., 2004; Luthans and Avolio, 2003; May et al., 2003). Leaders who take this approach emphasize gaining the trust and confidence of followers and empowering them to develop their own potential.” [1] If transformation is the goal, and I will add healthy transformation, will we look for who will accept us, or will we fight for roles regardless of our acceptance. Jesus Christ took both positions (Matthew 10:14-15, Mark 6:5, John 3:16). Will people of opposites force their way into positions for their own accolades? Or will they recognize what is needed for healthy transformation and seek to discern the will of the environmental factors to find healthy synchronicity and transformation?
The powerful song “This Is Me” is an unforgettable show tune featured in The Greatest Showman, the smash movie musical loosely based on the life of P. T. Barnum and his traveling circus.[2] The lyrics are sung by characters in the film who had suffered verbal taunts and abuse for failing to conform to societal norms. It appeared that those who did not seem to fit what the community wanted could never really appreciate what the circus had to offer, at least in the film. The service provided by the entertainers was a temporary state of forgetfulness that offered to transform the stress of the audience to smiles and amazement.
I heard Rep. John Glen say one time, “It is what is, but will be what we make it.” I agree and disagree, both wholeheartedly. Leaders are relationally effective, resilient, and know when to quit.
[1] Nohria Nitin, Rakesh Khurana, “Handbook of Leadership Theory and Practice,” (Kindle Locations 7530-7531), Kindle Edition.
2 https://www.youtube.com/watch?v=wEJd2RyGm8Q
About the Author
Steve Wingate
8 responses to “What was, What is, and What could be: the job of a leader”
Leave a Reply
You must be logged in to post a comment.
Empowerment and transformation are congruous with my reading. I’m speculating now, but I wonder if some leaders shy away from these in fear that followers will be recruited away or leaders will lose their authority? Why do you think some avoid empowerment and a transformational approach to leadership? I’ve found the opposite to be the case from my speculations above. Empowered individuals become very loyal and respect authority more appropriately.
Shawn, I want to hit on this a bit. I’ve had leaders before who said they wanted to “empower” people, but not to actually empower them (if that makes sense). In one specific case, it was used as a means of control that was bred out of that leader’s own insecurities. Instead of empowering people to release them, it was a model of empowering people to subjugate them – “I gave you the opportunity, I trained you, so I made you what you are” kind of mentality (kind of like that scene in The Two Towers when Gollum and Smeagol are having their big argument; “We survived because of ME”).
Some leaders’ goals are to rule and to assert authority. If someone or something is perceived to threaten that authority, a coping mechanism may be to clamp down harder. This was the case that I witnessed.
Of course, the opposite is also true to where I’ve had leaders to empowered people and to this day, I still value their leadership. I may not agree with everything they say or do, but I can appreciate what they do because of the relationship we had.
“Power” has been another theme of my reading recently, and you do well to point out the complexity of the human heart and nuances of empowerment. Some, in attempts to keep power, only give a facade of empowerment.
One challenge I’d love your input in as having a team that works on a portfolio of innovative projects. I have others “below” me as the project lead, but it feels like I have this golden trump card at times that can come in and make executive decisions on what they are working on. How might you address the tension of still being the leader and having insight others might not have on a project, while I still empower (really empower) leaders to lead boldly?
Steve,
The transformational leadership approach is very appealing to me. To be given voice and agency keeps people engaged and empowered.
I was wondering if you could unpack your last statement for me, please, regarding the John Glenn quote: “I heard Rep. John Glen say one time, “It is what is, but will be what we make it.” I agree and disagree, both wholeheartedly. Leaders are relationally effective, resilient, and know when to quit.” I know many people who live by the “It is what it is” mentality. As Christian leaders, I find that to be the opposite of reconciliation, or moving relationships and systems toward wholeness.
How do you see this transformational style leadership impacting your ministry context and how doe it square with the quote you gave at the end?
Steve,
“Leaders are relationally effective, resilient, and know when to quit.” It looks like this quote is allowing us to contemplate leadership in a fun way. Thank you! I am not convinced that all leaders know when to quit or how to quit gracefully. When a leader out stays there effectiveness in the business world the company suffers. I also see this happen in ministry more times than I care to say. In some cases this is due to an inability to retire due to a lack of retirement. Which is an entirely different issues. Other times it is because there wasn’t anyone that was raised up to take over. I believe a part of every leader of an organization’s job description should be to find, train and equip their replacement.
Steve,
You asked some amazing questions:
“If transformation is the goal, and I will add healthy transformation, will we look for who will accept us, or will we fight for roles regardless of our acceptance. Jesus Christ took both positions (Matthew 10:14-15, Mark 6:5, John 3:16). Will people of opposites force their way into positions for their own accolades? Or will they recognize what is needed for healthy transformation and seek to discern the will of the environmental factors to find healthy synchronicity and transformation?”
How would you answer those questions?
I found in reading some of the other chapters that social responsibility has become a priority for many organizations because they feel that this can include the participation of employees and also have a healthier outlook for the community. What do you think?
“The leader’s new place may be a misfit for the long run, yet what can come from the experience will likely add to the transformative capacity for future servant-leader opportunities.”
Do you think there’s a length of time that’s too short to qualify as an effective leadership tenure if the misfit leader’s work was transformative in some way?
Steve, You touched on transformational Leadership, Leighton in his book Transforming leadership gives an example of Jesus as a transformer of lives. The challenge we have is the so called leaders do not know their identity and how much they need to be transformed.
The article is encouraging