John Sweetman
In this series we are exploring possible differences in approach to leadership between baby boomer leaders (45 or older) [who I will call older leaders] and new generation leaders (younger than 45) [who I will call younger leaders]. While there are many factors that impact leadership style and values, generation/culture does have an impact. Of course age 45 is an arbitrary point. There are many older than this who would have younger values and vice versa.
We are interacting with American research into this issue by Carucci (2006) and Long (2009).
3. THE LEADER’S MANAGEMENT
Older Leaders - Task and Results
Long: Older leaders tend to use a command-and-control method of management and leadership. Their definition of management is “getting things done through and with people” and the processes are planning, organising and controlling. This model of management has been adopted by the church to produce organisational and numerical growth with the pastor as director or CEO. Older leaders emphasise task over relationships. The people in the group matter to the degree that they can help the group accomplish its task.
Carucci: Older leaders are very aware of the nature of team. They recognise that the leader is a member of the team and that all members of the team need to be included in the decision making process. However, they are not absolutely sold on the idea of group decisions. So while they try to include people to encourage buy-in, they also work to steer the group towards the final answer they have pre-decided. They become impatient if this doesn’t happen or the process drags on.
Younger Leaders - Relationships and Involvement
Long: Younger leaders do not like to control, but to empower others. In a constantly changing environment, they want to set teams free to be creative, take responsibility and forge their own direction. They believe that developing a healthy culture requires freedom not control. They are influenced by the internet that distributes knowledge and power broadly and are not fearful of risk, uncertainty or change.
Younger leaders emphasise relationships over task. Teams form around shared purpose and community, not vision and plans. Community involves trust (not suspicion), cooperation (not competition), and collaboration (not division). Younger leaders are not competitive. They want to be part of a team that focuses on what can be accomplished together, not individually. Community means lots of time and patience to work through differences and make good decisions together.
Carucci: Younger leaders want everyone to equally enjoy the party. They don’t care if the process is lengthy and are happy for everyone to have their say. They will often seek out opinions of those who are not even involved in the decision. They use decision making as a means to build inclusion and ownership, passion and commitment. For them, the result is less important than the process.
John’s Reflection
Again personally I find myself with a foot in both camps. I appreciate team and am absolutely committed to working in team. Yet I also have strong opinions and don’t like to waste time. I value efficiency and results and so probably find myself more in the older leaders camp. But are my natural inclinations correct?
The concept of team is strongly tied to the biblical idea of the body (see 1 Cor. 12). We all have different abilities and contributions and function best together. We have been designed by God to work together in relationship. The loss of relationship through the privatisation of our lives is a serious departure from biblical teaching.
But do relationships take precedence over the task? Certainly the Bible emphasises the task that God has called us to (e.g. Matt. 28:19-20; Phil. 3:12-21). We have a job to do. However, the weight of biblical teaching is on the side of relationships being fundamental. God is “love.” This is a relationship word.
I’ve had to push myself to make relationships a high priority for me. Within reason, I think that the younger leaders have it right.
Recent Comments