- Aug 3, 2004
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One of my pet themes is that the NT gives us a completely different paradigm for leadership, whereas the church today remains steadfastly pyramidal and somewhat authoritarian.
For around 12 years we have participated in a house church that has been 'leaderless' in that we have no formal structure of authority patterns. I would be seen as its resource and 'anchor', but that is in recognition of the depth and breadth of my biblical understanding, not because of a title or official 'role'. Recently a younger woman shared her experience at her workplace. She has imbibed our leadership style and philosophy and carried it into her working environment.
She co-supervises (a new concept) at an early childhood care centre attached to our Bible College. The centre is operated on a commercial basis in that it must be self supporting. The two co-leaders have developed a style that maximises personal responsibility and consultative decision making. Now, staff take responsibility for matters usually allowed only by the manager in similar centres. The atmosphere is relaxed, co-operative and happy. Visiting parents and visitors comment about this. The State agency that monitors all Child Care centres nationally has it on a minimum audit cycle and regards the Centre as one of the best nationally, a model operation.
When a church based leadership style translates so successfully into a different organisation it confirms to me what a potentially powerful leadership paradigm we can present to our communities in place of the authoritarian structures all around us.
John
NZ
For around 12 years we have participated in a house church that has been 'leaderless' in that we have no formal structure of authority patterns. I would be seen as its resource and 'anchor', but that is in recognition of the depth and breadth of my biblical understanding, not because of a title or official 'role'. Recently a younger woman shared her experience at her workplace. She has imbibed our leadership style and philosophy and carried it into her working environment.
She co-supervises (a new concept) at an early childhood care centre attached to our Bible College. The centre is operated on a commercial basis in that it must be self supporting. The two co-leaders have developed a style that maximises personal responsibility and consultative decision making. Now, staff take responsibility for matters usually allowed only by the manager in similar centres. The atmosphere is relaxed, co-operative and happy. Visiting parents and visitors comment about this. The State agency that monitors all Child Care centres nationally has it on a minimum audit cycle and regards the Centre as one of the best nationally, a model operation.
When a church based leadership style translates so successfully into a different organisation it confirms to me what a potentially powerful leadership paradigm we can present to our communities in place of the authoritarian structures all around us.
John
NZ