By Brian Scott
For many of us, we have been on a journey exploring and implementing practices that produce interdependent leadership cultures and structures. For some reading this article, “interdependent” may be a foreign term that needs defining. Interdependence is…
the characteristic or culture of a leadership group where the depth of the relationships is expressed in heavy reliance on one another for life, edification, insight, perspective, and direction. The uniqueness of the individual brings strength and completeness to whatever is produced or equipped out of the group.
In researching leadership cultures, it is evident that hierarchical or unilateral structures can be restrictive, and in some cases, highly dysfunctional or even abusive. A solo leader usually has no peers and rarely submits to others in their leadership especially with critical decisions. Every leader is limited in their abilities, capacities, perspective, and giftings. The culture of whatever environment that leader leads reflect those limitations. Another detriment of solo leadership cultures is the fact that communication is restricted. A solo leader does not receive crucial information concerning the organization, because people are less likely to be honest or forthright for fear that there will be retribution for negative feedback. Psychological safety is least likely in these environments.
There are numerous benefits of establishing interdependent leadership cultures. In his book, Leading Together: The Holy Possibility of Harmony and Synergy in the Face of Change, Sims proposes the following as characteristics of interdependent or shared leadership that distinguishes it from any other leadership style, structure, or culture.
● Shared responsibility
● Loving humility
● High trust, commitment, and accountability
● Collective intelligence
● Adaptive capacity
● Multiplication
In my last article, I addressed issues that occur when self is the focus. We become ignorant in our self-awareness and covet other peoples’ positions or influence. We also become blind to our own self-worth from a loving Father’s perspective. If we are operating out of this disposition, interdependence is nearly impossible. Those whom God has given us to bring edification, balance, and completeness become competitors.
The work of developing interdependent leadership is difficult due to consistent obstacles both individually, internally within teams, and externally in congregations. A strong connection and filling of the Holy Spirit is necessary in forming these controversial cultures because of the transformation that is needed within every leader and within those they lead. Kenosis is not natural to mankind, nor is humility and submission a typical characteristic of leadership teams. Yet, these—kenosis, humility, and submission—are the foundational elements of any interdependent leadership team. May we walk in God’s sufficiency to transform us and his power to catalyze us to persevere in this quest.
Questions to ponder:
- If you were to ask a person within or outside of your core leadership team how they would describe your leadership, what do you think they would say?
- Do you see your role as one that supersedes everyone else’s role around the table?
- Do you value people around the leadership table for who they are or for what they do?
- Do you seek out other leaders’ opinion in order to make a more informed decision, or do you seek other leaders’ perspective because they make you a better leader?