{"id":41873,"date":"2025-08-27T19:53:54","date_gmt":"2025-08-28T02:53:54","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=41873"},"modified":"2025-08-27T19:53:54","modified_gmt":"2025-08-28T02:53:54","slug":"vibes-dont-lead-vibes-bukan-kepimpinan","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/vibes-dont-lead-vibes-bukan-kepimpinan\/","title":{"rendered":"Vibes Don\u2019t Lead [Vibes Bukan Kepimpinan]"},"content":{"rendered":"

Introduction<\/strong><\/p>\n

Imagine a landscape where leaders earn trust through vulnerability, build teams through relationships, and inspire change through humility\u2014this is the world Humble Leadership<\/em> dares us to create.<\/p>\n

Humber Leadership: The Power of Relationships, Openness, and Trust by Edgar H Schein and Peter A. Schein introduces a new leadership standard that matters to existing and emerging leaders.[1]<\/a> Millennials and Gen-Zs have grown up in a world shaped by rapid change, digital transparency, and social disruption. They are not impressed by titles or top-down authority; they are drawn to leaders who are authentic, emotionally intelligent, and relationally grounded.<\/p>\n

\u00a0<\/strong>Key Points<\/strong><\/p>\n

Respect for All People: Where employees are treated with dignity and encouraged to bring their full selves to work. This supports Level 2 relationships\u2014The Scheins described, \u2018The essence of Level 2 is that the people involved, whether managers, employees, peers, clients, patients, or partners, move from being seen as entities performing roles\u2014just partial or undifferentiated contributors who must be kept professionally distant\u2014to being seen as whole people with whom we can develop personal relationships around shared goals and experiences.\u2019<\/em>[2]<\/a><\/p>\n

Culture: My first recollection of walking into a store where I found behind an orange apron is a culture built on serving people. Home Depot\u2019s culture is deeply rooted in people-centric values, service excellence, and an inverted leadership pyramid\u2014a structure that places customers and frontline associates at the top, with executives supporting from below.[3]<\/a> This model fosters a sense of empowerment, trust, and relational depth that aligns remarkably well with the principles of Humble Leadership.<\/p>\n

Inverted Pyramid Leadership: According to Home Depot\u2019s associates, \u00a0the CEO is positioned at the bottom, supporting associates who serve customers. This flips traditional hierarchy and echoes Humble Leadership\u2019s emphasis on relational, not positional, authority.<\/p>\n

Empowerment and Growth: Home Depot invests in its people, offering career development and leadership opportunities from within. This reflects the humble leader\u2019s role as a facilitator of others\u2019 growth, not a gatekeeper of power.[4]<\/a><\/p>\n

Values-Driven Leadership: Millennials and Gen-Zs want their work to align with their values. They\u2019re drawn to leaders who lead with integrity, empathy, and social consciousness. Humble Leadership offers a framework that integrates values into everyday leadership\u2014not as a slogan, but as a lived practice.<\/p>\n

Adaptive and Inclusive: The younger generations are digital natives, comfortable with change and diversity. They expect leaders to be adaptive, inclusive, and globally minded. Humble leaders do not pretend to have all the answers\u2014they invite diverse perspectives and adapt collaboratively.<\/p>\n

Millennials and Gen-Zs value collaboration over command. They want leaders who listen, co-create, and build trust. Humble Leadership\u2019s Level 2 relationships\u2014based on openness and mutual respect\u2014mirror the kind of workplace culture younger generations thrive in.<\/p>\n

My Thinking Cap<\/strong><\/p>\n

I was drawn to chapter seven, \u201cAnticipating the Future of Humble Leadership.\u201d[5] <\/a>The question, \u201cBrainstorm meta culture trends you need to keep an eye on. What trends excite you, and which ones worry you?\u201d[6] <\/a>The Scheins described meta culture consisting of the future cultural trends that we predict, with some degree of confidence, will one day have an impact on our organizations.[7] <\/a>Meta culture trends typically refer to broad, emerging shifts in societal values, behaviors, and identities\u2014often identified through large-scale data analysis across platforms like Facebook and Instagram. Meta (the company) publishes an annual report called Culture Rising, which tracks these trends based on billions of conversations and posts across its apps.[8]<\/a><\/p>\n

As I consider the cultural shifts shaping our leadership landscape, several meta trends stand out\u2014some energize me deeply, while others raise important questions:<\/p>\n

    \n
  1. Micro-communities and intentional belongings. People are shifting from large, impersonal spaces to curated, values-based communities\u2014digital circles, affinity groups, and spiritual cohorts.<\/li>\n
  2. AI and authenticity tension. As AI tools proliferate, there is a growing push for human-first storytelling, voice, and presence.<\/li>\n
  3. Purpose-driven leadership. Millennials and Gen-Zs favor transparency, empathetic leadership rooted in impact and shared responsibility over titles and performance.<\/li>\n
  4. Identity remixing. Self-expression is increasingly fluid, blending spiritual, ethnic, and generational influences.<\/li>\n
  5. Intergenerational dialogue. Younger generations seek elders\u2019 wisdom through mentorship and storytelling\u2014valuing mutuality over hierarchy.<\/li>\n<\/ol>\n

    As a leadership developer, I resonate with the following:<\/p>\n

      \n
    1. Intergenerational dialogue. This validates my NPO projects and expands its relevance.<\/li>\n
    2. Spiritual rewilding. The leadership discipline class extended the practices for integrating faith and leadership.<\/li>\n<\/ol>\n

      As a theology practitioner, I am faced with concerns that challenges my values that requires Christ-like acceptance:<\/p>\n

        \n
      1. Performative allyship. Being a member of corporate America, I see the risk of becoming optics-driven rather than transformation-focused.<\/li>\n
      2. AI and authenticity tension. I question how spiritual leaders (including myself) use tech without losing presence and the discernment.<\/li>\n
      3. Identity remixing. Theological framing to honor fluidity while staying rooted to my values.<\/li>\n<\/ol>\n

        Conclusion<\/strong><\/p>\n

        Chapter seven challenges me to rethink Level 2 relationships that Humble Leadership champions\u2014those built on trust, transparency, and mutual growth. It left me reflecting on this question, \u201cAm I empowering people, or managing impressions?<\/p>\n

         <\/p>\n

        [1]<\/a> Edgar H. Schein and Peter A. Schein,\u00a0Humble Leadership: The Power of Relationships, Openness, and Trust<\/em>, (Oakland, CA: Berrett Koehler Publishers, 2018).<\/p>\n

        [2]<\/a> Schein and Schein, 22.<\/p>\n

        [3]<\/a> The Home Depot, Culture at The Home Depot<\/em>, accessed August 27, 2025, https:\/\/careers.homedepot.com\/culture<\/a>..<\/p>\n

        [4]<\/a> The Home Depot, Culture at The Home Depot<\/em>, accessed August 27, 2025, https:\/\/careers.homedepot.com\/culture<\/a>..<\/p>\n

        [5]<\/a> Schein and Schein, \u00a0112.<\/p>\n

        [6]<\/a> Schein and Schein, \u00a0124.<\/p>\n

        [7]<\/a> Schein and Schein, \u00a0112-113.<\/p>\n

        [8]<\/a> \u00a0Andrew Hutchinson, \u201cMeta Shares Insights into Emerging Trends in Latest \u2018Culture Rising\u2019 Report,\u201d Social Media Today<\/em>, February 28, 2023, https:\/\/www.socialmediatoday.com\/news\/Meta-Publishes-Culture-Rising-Report-for-2023\/643790\/.<\/p>\n","protected":false},"excerpt":{"rendered":"

        Introduction Imagine a landscape where leaders earn trust through vulnerability, build teams through relationships, and inspire change through humility\u2014this is the world Humble Leadership dares us to create. Humber Leadership: The Power of Relationships, Openness, and Trust by Edgar H Schein and Peter A. Schein introduces a new leadership standard that matters to existing and […]<\/p>\n","protected":false},"author":198,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[3314,2967,3217],"class_list":["post-41873","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-humbleleadership","tag-dlgp03","tag-schein","cohort-dlgp03"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41873","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/198"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=41873"}],"version-history":[{"count":2,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41873\/revisions"}],"predecessor-version":[{"id":41875,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/41873\/revisions\/41875"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=41873"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=41873"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=41873"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}