Leadership Theory of a Protestant Minister.(Carl C. Green)(Illustration)

Executive Summary

"Leadership Theory of a Protestant Minister" traces the evolution and articulation of a personal theory of leadership that incorporates secular learnings of leadership with spiritual dimensions of leading as vocation. Also discussed are specific issues and challenges facing leaders who serve in religious institutions. Using personal accounts, case studies, and substantial self reflection, the author presents a theory of leading which suggests that effective leaders will 1) learn the culture, 2) use creative imagination, 3) employ adaptive work strategies, 4) close gaps and uncover values 5) shape a shared vision, and 6) transform work into a "ministry partnership."

Introduction

The world in which my theory of leadership tests itself and evolves is a Protestant denomination. Most of the ministry resources--people, time and money--over which the pastor presides are volunteered, meaning the pastor's primary leverage is good will. Additionally, the congregation may exercise its prerogative to vote its pastor out for any reason deemed valid by two-thirds of the membership. Further, the pastor is expected to function as both prophet and priest, roles not easily synthesized. In scripture the priest stands squarely inside the community (Hebrews 5:1, NIV). In contrast, prophets, protecting their credibility for critique (and perhaps their courage), always maintained distance from the established authorities--both the kingly courts and the formalized religion of the priestly tribe. Heifetz's (1999) analysis of leaders "with" (pp. 67-180) and "without authority" (pp. 181-232) parallels this understanding of priest and prophet.

Issues that compete and sometimes conflict populate the environment in which the pastor functions. This kind of environment stimulates my need to please (Daloz, Keen, Keen, & Daloz, 1996, p. 181). I sometimes wonder to what extent my need for personal approval and for institutional or congregational approval find expression as a collaborative approach to leadership, built on empathetic strengths and caution. The need to please, however, is finally a subcategory of divine leadership. Daloz et al.'s (1996) etymological summary of vocation and commitment--"a response to some outside force: being called or sent on a task" describes my understanding. Sometimes a "fierce holding on," my service is, because it is vocation, more "an open hand and discerning heart" than "a white-knuckled grip and clenched teeth" (p. 196).