Abstract
In the last decades interest in the field of leadership grew immensely. John Maxwell gives 350 working definitions for the word “leadership” (Van Eck 2005:13). The term “leadership” has become an integrated word in both the secular and church world.
It is in the latter that we are looking further into the aspects of leadership with specific focus on leadership style influence. Leadership style is the behaviour patterns that are influenced by our thinking, emotions and actions. It seems that in church leadership we are not only confronted with a range of different personalities but also with different skills and styles and as Malphurs (2003:93) wrote, “Every leader has a style of influence that has impact on people, so it’s important that leaders correctly perceive how they influence their followers”.
The problem seems that leaders do not have adequate knowledge about their own and other leader’s styles to either understand style-dynamics or measure style efficiency.
The purpose of this research is to investigate and describe how co-leaders, personnel and elders of the Mosaïek Church experience the different styles of the different senior leaders. Semi-structured, phenomenological interviews were held with Mosaïek co-leaders, personnel and elders. The introduction question for the interviews was: How do you experience the different styles of the different senior leaders at Mosaïek Church?
The research has revealed various themes and sub-themes and is as follows:
The senior leadership of Mosaïek Church functions as a team:
• The senior leadership are seen as a dynamic team, that is balanced and supportive toward each other:
General leadership styles are identified, but also experienced and described as contrasting (adversative)
Task-orientated leaders (driven and directive) vs. people-orientated leaders (serving, accommodating and gentle)
Autocratic leaders (top-down, control) vs. democratic leaders (accommodating, pastoral and “caring”)
Involved and visible leaders vs. un-involved and distant leaders.
The effect of different leadership styles on an co-leaders, personnel and elders of Mosaïek Church:
• Feelings of personal failure, an unsafe environment, distrust and frustration are experienced within the leadership climate:
Lack of mentoring and guidance
Lack of clear vision, goals and policies
Ineffective communication
Autocratic “uncaring” leadership style
Leadership inconsistencies
Lack of taking responsibility.
• Feelings of empowerment, safety, motivation, acceptance and inspiration are created within the context of leadership:
Lead with vision
Demonstrates self-trust
Supportive leadership
Accommodating and friendly
Passionate and inspired.
The ideal leader (leadership team) creates a context of safety and ease through a combination of leadership traits
• An effective leader (leadership team) provides structure where co-leaders can function in a safe environment
• An effective leader (leadership team) creates the necessary atmosphere where co-leaders can function at ease
• An effective leader (leadership team) demonstrates adequate people skills in mentoring, guidance (is supportive, compassionate and serving)
• An effective leader (leadership team) is involved with its leaders
Based on the above, guidelines are offered for more effective individual leadership style and team leadership styles that can enhance the quality outcome of team work within the church setup.
Dr. L.P. Mare
Prof. H. Viviers