Religious Leaders Leading and Managing in Times of Crisis and Change

Introduction

When the corona virus pandemic struck worldwide in March 2020, it was unexpected and unanticipated. Many organizations’ goals or objectives, not to mention bottom line or viability, were imperilled. Quick steps had to be taken to diminish possible consequences of closure and foreclosure of business enterprises, mass lay-offs of employees, and loss of livelihoods of ordinary people with its concomitant factors of depression and anxiety that resulted from such losses, called for urgent attention. Besides, issues of “ambiguity of cause, effect and means of resolution and necessity to act swiftly” (Pearson & Clair, 1998) had to be attended to with haste. Communities such as churches were not spared these consequences. As centres of community life, their leadership needed to be nimble, creative, strategic and compassionate in responding to the effects of the pandemic.

What is being described here is a crisis. According to Harvard Business Essentials, “A crisis is change – either sudden or evolving – that results in an urgent problem that must be addressed immediately” (Harvard Business Essentials, 2004, p. xvi). It goes on to point out that “for a business, a crisis is anything with the potential to cause sudden and serious damage to its employees, reputation, or bottom line” (Harvard Business Essentials, 2004, p. xvi).

For the Harvard Business Essentials, it means that the prevalence of the corona virus has thrown many organizations and people into a crisis. Very few organizations and people were prepared for its coming. Even so, whenever a crisis happens, it must neither be ignored nor avoided. On the contrary, it must be confronted head on and used to initiate change.

In confronting the opportunities and challenges that a crisis presents, it ought to be realised, though, that leadership is a draining undertaking even for the strongest of personalities. It involves constant self-giving. Burnout and disillusionment among middle-tier leaders and managers are not uncommon as they are not invested and empowered with the kind of ownership and responsibility needed to effect change in the organization. In the case of the church, we find that it is the middle tier leaders who face the greatest challenges.

Therefore, this work will argue that it is the middle-tier leaders and managers of organizations who are in crisis and not the organizations of which they are a part of. In addition, the work will suggest ways of motivating and empowering those not invested with high office. Middle tier leaders and managers in the churches in the Caribbean, mainly in the mainline churches, are the deputy general secretaries, chairs of council and provincial boards, presbyters and deacons. In the administrative structure of the churches, these middle tier leaders and managers are the ones charged with the responsibility to implement strategies for sustainability and manage change.

By examining the crisis of leadership facing the church in the Caribbean and discussing concepts of leadership, namely the kenotic and martyrological models of leadership, wilderness as a metaphor for crisis and the necessity for leaders to be present, visible and available in times of crisis, this work will also show and describe how leaders can survive, thrive, and grow in circumstances of crisis by drawing on synergistic capabilities of different leadership models.