I have been asked for a definition of shared leadership. I’ve tested this response on several leaders, each of whom have given me a strong positive feedback. Therefore, I am posting this for your response.
In my reply to the question, I suggest first looking at the purpose for shared leadership. That purpose is found when we understand the current context in which the Church, the Body of Christ, exists. The world at the time of the early Church was a diverse pluralistic society. Today, we find ourselves in a similarly diverse and pluralistic world, an “unchurched” world.
Kennon Callahan, in his book, Effective Church Leadership (1990), gives a compelling argument that the day of the professional pastor in a traditional church is over. Society is changing from a “churched” society to an “unchurched” society and this requires that a pastor become a “missionary”. Callahan writes, “In many ways, the church in America is in the same situation that American business is in: the world is changing and passing it by! This calls for a radical change in the way the church “does business.”
Businesses have been changing and many books are available on the topic of shared leadership, partnership, collaboration, and alliances. I have read several and can loan them to you if you are interested. This shift from the professional pastor began quietly on the mission field many years ago. As the world became increasingly more diverse and increasingly “unchurched,” the need for change in the approach to church leadership became more apparent and more urgent. The missionary strategy is not the same as the pastoral strategy. The focus must be outside the church walls, equipping workers to lead missional communities as the church in their cultural setting. In today’s context, we must set as a high priority the building of new leaders who will function as facilitators on teams.
I have been with Youth With A Mission for 23 years. One of YWAM’s Foundational Values is that we are called to function in teams in all aspects of ministry and leadership. This YWAM Foundational Value states that: “We believe that a combination of complementary gifts, callings, perspectives, ministries and generations working together in unity at all levels of our mission provides wisdom and safety. Seeking God’s will and making decisions in a team context allows accountability and contributes to greater relationship, motivation, responsibility and ownership of the vision.” Team leadership is shared leadership. This value is just that, a value, and the actual practice is different in every setting. It does not stand alone: Team Leadership is complemented by all of YWAM’s Foundational Values, including Relationship-Oriented, Broad Structured and Decentralized, and Exhibit Servant Leadership.
Team leadership is shared and not invested in one person. Leaders of local churches need not direct or set the agenda, but rather facilitate a process by which the community sets the agenda. A shared leadership posture will support and foster the emergence of what I call ‘Commission Groups’. These Commission Groups are not merely small groups; they are small churches, missional communities bearing witness to their community with no control exerted over them.
The leadership challenge, then, is in finding the answers to some key questions: How do you decide who leads? and How do you lead without control?
J. Oswald Sanders (from his book Spiritual Leadership) writes: “Jesus knew that the idea of leader as ‘loving servant of all’ would not appeal to most people. Securing our own creature comforts is a much more common mission. But ’servant’ is His requirement for those who want to lead in His kingdom.”
Scott Rodin, in his article “Leader of No Reputation” writes: “In the end, our work as leaders is all about lordship. Before it is about vision-casting or risk-taking or motivating others or building teams or communicating or strategic planning or public speaking, it is about lordship. Where Jesus is singularly and absolutely lord of our life, we will seek to be like him and him only. That will be our sole calling. We will be called to our work and that work will carry God’s anointing. We will be called to decrease, that Christ may increase. We will be called to be people of God before and as we do the work of God.”
Becoming leaders can’t be left to the persons who want to be a leader. They must be called (and affirmed by the community for their individual anointing within the community and a recognized track record of character, capacity, and commitment), trained (not solely through formal training, but also the non-formal sponsorship of a Barnabas-type leader), and under authority (not seeking positional authority, but humbly serving under the anointing of the Holy Spirit).
The process of equipping and releasing servant leaders in the Body of Christ is the single greatest task of the Church, I believe. Leaders given positional authority tend to rely on that position for security, and worse they can tend to lead through control. By virtue of the positional leadership accorded to pastors of churches, these leaders can be isolated from true fellowship and accountability in the community. History, including recent history, is littered with the damage done by pastors who, in their isolation, became proud, abused their authority, or committed adultery. To maintain positional authority, pastors may hesitate to release others into ministry, unless there is a strong accountability and unless they can also exert control over those under their authority. While this is not true of all pastors, it can be argued that the structure of churches, including the role of the modern pastor, is the primary contributor to the problem.
Shared leadership works through a shared vision, but the primary vision behind shared leadership is not structural. The primary vision will be the cross, and the centrality of Christ. Working toward a shared vision requires that the leadership team manifests the quality of servant leaders, surrendered to the lordship of Christ. Their leadership gifts will be manifest with an understanding and appreciation of the common good, which extends beyond the boundaries of their own group, or their positional authority. Paul writes, “The manifestations of the Spirit are given to each one for the common good.” (I Cor. 12:7)
To define shared leadership, first it is necessary to define two kinds of “shared vision”, which result in the sharing of leadership, networks and partnerships. These definitions come from Phill Butler in his book “Well Connected”:
“Network: Any group of individuals or organizations, sharing a common interest, who regularly communicate with each other to enhance their individual purposes.”
“Partnership: Any group of individuals or organizations, sharing a common interest, who regularly communicate, plan, and work together to achieve a common vision beyond the capacity of any one of the individual partners.”
Butler writes, “frequently networks are incubators for partnerships.” Therefore, the development of a network is best as first priority, with a particular focus on common concerns and resources. By focusing first on individuals in a network, the empowering of participants or ministries is enhanced to a greater effectiveness in their own sphere of influence. The leadership team needs to come together with the same spirit of a network, empowering each others’ ministry gifts within their spheres. That team needs to be the catalyst for the broadening of the network and the creation of partnerships, both short term and long term.
The Lausanne Movement has identified a powerful trend in the Body of Christ: “the shift of power from the center to the edges.” Partnerships, Butler clarifies, have been “based on an ‘open architecture’ model.” He identified this trend first among mission agencies. He writes, “Any individual or agency clearly committed to taking Christ to a specific people group was welcome. While the partnerships developed their own criteria for involvement, leadership roles, etc., they clearly have been inclusive rather than exclusive.” Today, many local churches are partnering with other churches and agencies in their desire to be more missional locally and globally. (See Darrell Guder’s book, Missional Churches and the book Treasures in Jars of Clay.)
What I am recognizing in my studies is that those churches are not the only trend. There is also a trend among people to migrate away from traditional and evangelical churches to what are identified as “emerging churches.” I propose a way to integrate both trends, the trend to be more missional through partnerships and the trend to have smaller, more authentic communities.
Shared leadership needs a shared vision. The vision is of ‘Christ in You’ (individually and corporately), ‘the Hope of Glory.’ The leadership team must “model the way” (See Kouzes and Posner’s book, Leadership Challenge), for families, communities, and yes, nations. The local church community can model how to disciple nations? Yes! Think of the fruit of Calvin’s doctrine of depravity, which stimulated the Presbyterian model of leadership with mutual accountability within the leadership structure. No one individual or group has authority to make all the decisions for the church. Leadership was distributed in ways found in Scripture, which taught the nations the branches of government. This model of leadership literally taught the nations of Great Britain, The Netherlands, and The United States of America, how to have checks and balances of accountability in their governments. The world is watching what the church does and the world can learn through leadership of the church.
Collaboration is a popular word among businesses working together today, however the use of the term and extensive literature does not mean the individuals within those organizations know how to do it. This kind of leadership requires the character of a servant (See Robert Greenleaf’s seminal book, Servant Leadership.) The church needs to equip the next generation of leaders by modeling the way in our structures and our lifestyles. Today’s spiritual leaders need to create collaborative spirit and capacity within a local church, through heart change and structure change, to stimulate missional engagement of the community, and therefore teach the communities and leaders in those communities to lead as servants. True collaboration and true shared leadership, requires a commitment to shared goals, a jointly developed structure and shared responsibility, mutual authority and accountability for success, and sharing of resources, risks, and rewards.
So, here’s my simple definition of Shared Leadership:
Shared leadership for the Church is a Christ-centered relationship entered into by two or more individuals, groups, or organizations to achieve common goals in obedience to Christ’s commission. It is the Body of Christ functioning according to Eph. 4:11-13, Rom. 12:1-11, and I Cor 12:11-28.
