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Analyzing Leadership Attributes in Faith-Based Organizations: Idealism Versus Reality

Author

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  • Krystin Zigan

    (University of Kent)

  • YingFei Héliot

    (University of Surrey)

  • Alan Grys

    (University of Kent)

Abstract

This paper aims to contribute to the growing discussion about leadership in the contemporary Church of England with a particular interest in the complex interaction between social context and leadership practices. Implicit leadership theory (ILT) is used to explore mutual expectations around distributed models of lay and ordained leadership as well as ‘ordinary’ members’ of congregation. Applying a qualitative research method, we conducted 32 semi-structured interviews in 6 Church of England parishes. Through the systematic analysis of relevant contextual factors at multiple levels, we identify limited congruence between ideal leadership attributes and actual behavior. We contribute to the ILT literature by identifying ethical attributes, such as the ability to help others flourish, as particularly pertinent to the religious setting. We also identify the malleability of some leadership attributes. We further contribute to the literature on organizational studies in faith-based organizations by offering novel insights into the relationship between leadership, followership and contextual factors at local parish level which have significant practical implications for recruiting and training church leaders and followers.

Suggested Citation

  • Krystin Zigan & YingFei Héliot & Alan Grys, 2021. "Analyzing Leadership Attributes in Faith-Based Organizations: Idealism Versus Reality," Journal of Business Ethics, Springer, vol. 170(4), pages 743-757, May.
    • Handle: RePEc:kap:jbuset:v:170:y:2021:i:4:d:10.1007_s10551-019-04358-7
    DOI: 10.1007/s10551-019-04358-7
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    References listed on IDEAS

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    1. Gina Grandy & Martyna Sliwa, 2017. "Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice," Journal of Business Ethics, Springer, vol. 143(3), pages 423-440, July.
    2. Malcolm Torry, 2014. "Managing Religion: The Management of Christian Religious and Faith-Based Organizations," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-137-43928-4.
    3. Brown, Michael E. & Trevino, Linda K. & Harrison, David A., 2005. "Ethical leadership: A social learning perspective for construct development and testing," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 117-134, July.
    4. Akanksha Bedi & Can M. Alpaslan & Sandy Green, 2016. "A Meta-analytic Review of Ethical Leadership Outcomes and Moderators," Journal of Business Ethics, Springer, vol. 139(3), pages 517-536, December.
    5. Hodges, Julie & Howieson, Brian, 2017. "The challenges of leadership in the third sector," European Management Journal, Elsevier, vol. 35(1), pages 69-77.
    6. Malcolm Torry, 2014. "Managing Religion: The Management of Christian Religious and Faith-Based Organizations," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-137-39466-8.
    7. João Neves & Domènec Melé, 2013. "Managing Ethically Cultural Diversity: Learning from Thomas Aquinas," Journal of Business Ethics, Springer, vol. 116(4), pages 769-780, September.
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    Cited by:

    1. Stephen Morse & Nora McNamara, 2023. "“ This Is Where We Have Scored ”: Exploring the Interface between Project and Institutional Sustainability Facilitated by a Faith-Based Development Organisation in Sierra Leone," Sustainability, MDPI, vol. 15(9), pages 1-16, April.

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