Leaders and Leadership in the Faith Community Post#2

 

Are Leaders Born or Made Leaders?

This question has been debated for years, maybe for as long as we humans have been around. I have read arguments both ways. The problem with this question is twofold.

First, leadership is complex.

Second, this question focuses on leaders apart from groups or communities.

Studies of group behavior by several disciplines have revealed a very interesting dynamic of group life. If you put 100 random people in a room and give them a task or problem to solve, you will observe that about 10% or 10 people will step forward as leaders to help the group accomplish the task or solve the problem.

This dynamic has been observed across cultures, in different organizations, and varying institutions including churches. Approximately 10% of a group will self-differentiate from the group members as leaders.

I have called this series “Leaders and Leadership in Communities of Faith” for a reason. When we talk about leaders in our society, we often focus on individuals. We ask how a particular leader learned to be one or how that leader developed a style of leadership. But the other side of this is about leadership as a function of groups. Many of us who are seen as leaders have found ourselves in groups where a task or problem occurred, and we decided “to remain quiet” and waited for others to lead. And other do emerge. When I use the term leadership, I will be referring to how leadership functions as a dynamic of a group’s life. When I say leader, I will be referring to individuals and how they function as leaders.

Let me stay with leadership for a moment and underscore one of the consistent problems of congregations. Almost all congregations overestimate the number of leaders they have. For example, take a parish with 100 active members. If we take the research above seriously, we realize that this community will have approximately 10 leaders at any moment in time. Notice that they may have 9 to 12 Vestry members. They will also have a director of the altar guild, the ushers, the vergers, and servers. They may have leaders in Christian education and others in outreach. Now you see the problem. They have more leadership roles than they have leaders to fill them. To “mind the gap” as the British would say, there are two typical solutions that are always bad for the health of the community.

The first is to give one person more than one leadership position. I’ve been in congregations where a person has 3to 4 leadership positions. When this happens, they naturally lose focus, and the areas of ministry they lead will suffer.

The Second is to fill leadership positions with non-leaders. Let’s say St. John’s has 9 vestry positions but this year no one wants to serve on the Vestry. Often the nominating committee comes up with the names of helpful and pleasant folks willing to take a position but who are not leaders. That leadership recruitment strategy is called “No one else will do it!” What is wrong with this, you might ask. Nothing if all that is needed is maintenance. But if leadership is needed, the presence of non-leaders restrains the real leaders from doing what needs to be done. The leadership team will suffer because of the inability of those non-leaders to produce as part of the leadership team.

There are many applications to this but let me share one. During my time in the Diocese of Texas, when we had a church in crisis or that needed revitalization, we stepped beyond normal procedures. We placed a new clergy person in the community and then asked the Senior Warden and 5 to 7 members of the Vestry to remain in place for the next 3 years. Once agreed upon by the leaders, there will be no elections or replacements even if someone leaves the congregation. Our plan always worked for the betterment of the community.

Why? I let you ponder that question, but a clue has to do with team solidarity. This also reflects an unintended consequence of term limits for Vestry members.