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.
Similar content being viewed by others
Change history
09 January 2020
A Correction to this paper has been published: https://doi.org/10.1007/s10551-019-04418-y
References
Alexander, L., & Higton, M. (Eds.). (2016). Faithful improvisation: Theological reflections on church leadership. London: Church House Publishing.
Alipour, K., Mohammed, S., & Martinez, P. (2017). Incorporating temporality into implicit leadership and followership theories: Exploring inconsistencies between time-based expectations and actual behaviors. The Leadership Quarterly, 28(2), 300–316.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
Barsalou, L. W. (1985). Ideals, central tendency, and frequency of instantiation as determinants of graded structure in categories. Journal of Experimental Psychology. Learning, Memory, and Cognition, 11, 629–654.
Bedi, A., Alpaslan, C., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139, 517–536.
Boyatzis, R., Brizz, T., & Godwin, L. (2011). The effect of religious leaders’ emotional and social competencies on improving parish vibrancy. Journal of Leadership and Organizational Studies, 18(2), 192–206.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
Brown, D., & Lord, R. (2001). Leadership and perceiver cognition: Moving beyond first order constructs. In M. London (Ed.), How people evaluate others in organizations (pp. 181–202). Mahwah, NJ: Taylor and Francis.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
Brown, M. E., Treviño, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.
Brown, A., & Woodhead, L. (2016). That was the church that was: How the Church of England lost the English people. London: Bloomsbury Continuum.
Burns, J. M. (1978). Leadership. New York: Harper and Row.
Chaves, M. (1998). Denominations as dual structures: An organizational analysis. In N. J. Demerath III, P. Hall, P. Schmitt, & R. Williams (Eds.), Sacred companies. Organizational aspects of religion and religious aspects of organizations (pp. 175–194). Oxford: Oxford University Press.
Church of England. (2007). Common worship ordination services. Retrieved January 29, 2019, from https://www.churchofengland.org/prayer-and-worship/worship-texts-and-resources/common-worship/ministry/common-worship-ordination-services.
Church Times. (2019). A middle-class culture dominates the Church. Retrieved July, 5, 2019, from https://www.churchtimes.co.uk/articles/2019/1-march/comment/opinion/a-middle-class-culture-dominates-the-church.
Coyle, P. T., & Foti, R. (2015). If you’re not with me you’re…? Examining prototypes and cooperation in leader–follower relationships. Journal of Leadership and Organizational Studies, 22, 161–174.
Cronshaw, S. F., & Lord, R. G. (1987). Effects of categorization, attribution, and encoding processes on leadership perceptions. Journal of Applied Psychology, 72, 97–106.
das Neves, J. C., & Melé, D. (2013). Managing ethically cultural diversity: Learning from Thomas Aquinas. Journal of Business Ethics, 116(4), 769–780.
Davie, G. (2008). The sociology of religion. London: Sage.
Davie, G. (2015). Religion in Britain: A persistent paradox (2nd ed.). Chichester: Wiley-Blackwell.
Day, D. V., Fleenor, J., Atwater, L., Sturm, R., & McKee, R. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63–82.
Demerath, N. J., III, Hall, P., Schmitt, P., & Williams, R. (1998). Sacred companies. Organizational aspects of religion and religious aspects of organizations. Oxford: Oxford University Press.
Demerath, N. J., III, & Schmitt, T. (1998). Transcending sacred and secular: Mutual benefits in analyzing religious and non-religious organizations. In N. J. Demerath III, P. Hall, P. Schmitt, & R. Williams (Eds.), Sacred companies. Organizational aspects of religion and religious aspects of organizations (pp. 381–400). Oxford: Oxford University Press.
Derler, A., & Weibler, J. (2014). The ideal employee: Context and leaders’ implicit follower theories. Leadership and Organization Development Journal, 35(5), 386–409.
Dipboye, R. L., Fromkin, H. L., & Wiback, K. (1975). Relative importance of applicant sex, attractiveness, and scholastic standing in evaluation of job applicant résumés. Journal of Applied Psychology, 60, 39–43.
Engle, E. M., & Lord, R. G. (1997). Implicit theories, self schemas, and leader–member exchange. Academy of Management Journal, 40, 988–1010.
Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. (2017). Leadership and followership identity processes: A multilevel review. The Leadership Quarterly, 28, 104–129.
Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89(2), 293–310.
Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676.
Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings. The Leadership Quarterly, 24(6), 858–881.
Foti, R. J., Bray, B. C., Thompson, N. J., & Allgood, S. F. (2012). Know thy self, know thy leader: Contributions of a pattern-oriented approach to examining leader perceptions. The Leadership Quarterly, 23(4), 702–717.
Fry, L. W., Hannah, S. T., Noel, M., & Walumbwa, F. O. (2011). Retracted: Impact of spiritual leadership on unit performance. The Leadership Quarterly, 22(2), 259–270.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120–1145.
Gerstner, C. R., & Day, D. V. (1994). Cross-cultural comparisons of leadership prototypes. The Leadership Quarterly, 2, 121–134.
Glaser, B., & Strauss, A. (1967). The discovery of grounded theory. Chicago: Aldine.
Grandy, G. (2013). An exploratory study of strategic leadership in churches. Leadership and Organization Development Journal, 34(7), 616–638.
Grandy, G., & Sliwa, M. (2017). Contemplative leadership: The possibilities for the ethics of leadership theory and practice. Journal of Business Ethics, 143, 423–440.
Greenleaf, R. (1977). Servant Leadership. A journey into the nature of legitimate power and greatness. New York: Paulist Press.
Hansson, P. (2012). The clerical ethos: The Church of Sweden authorities and clerical ethical standards. In K. Niemelä (Ed.), Church work and management in change (pp. 76–100). Tampere: Church Research Institute.
Harris, M. (1998a). A special case of voluntary associations? Towards a theory of congregational organization. British Journal of Sociology, 49(4), 602–618.
Harris, M. (1998b). Religious congregations as nonprofit organizations: Four English Case Studies. In N. J. Demerath III, P. Hall, P. Schmitt, & R. Williams (Eds.), Sacred companies. Organizational aspects of religion and religious aspects of organizations (pp. 307–322). Oxford: Oxford University Press.
Hodges, J., & Howieson, B. (2017). The challenges of leadership in the third sector. European Management Journal, 35, 69–77.
Hovorun, C. (2017). Scaffolds of the Church: Towards post-structural ecclesiology. Oregon: Cascade.
Humanist. (2019). Religion and belief: Some surveys and statistics. Retrieved June 19, 2019, from https://humanism.org.uk/campaigns/religion-and-belief-some-surveys-and-statistics/.
Iszatt-White, M., Kelly, S., & Rouncefield, M. F. (2006). Ethnography and leadership. In Ethnography conference. University of Liverpool.
Jung, C. (1921). Psychological types. London: Routledge Classics.
Junker, N., & van Dick, R. (2014). Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories. The Leadership Quarterly, 25(6), 1154–1173.
Keck, N., Giessner, S., van Quaquebeke, N., & Kruijiff, E. (2018). When do followers perceive their leaders as ethical? A relational models perspective of normatively appropriate conduct. Journal of Business Ethics. https://doi.org/10.1007/s10551-018-4055-3.
Keller, T. (1999). Images of the familiar: Individual differences and implicit leadership theories. The Leadership Quarterly, 10, 589–607.
Kenney, R., Schwartz-Kenney, B., & lascovich, J. (1996). Implicit leadership theories. Defining leaders described as worthy of influence. Personality and Social Psychology Bulletin, 22(11), 1128–1143.
Kernis, M. H., & Goldman, B. M. (2006). A multicomponent conceptualization of authenticity: Theory and research. Advances in Experimental Social Psychology, 38, 283–357.
Keyes, C., & Haidt, J. (Eds.). (2002). Flourishing: Positive psychology and the life well-lived. Washington, DC: American Psychological Association.
Ko, C., Ma, J., Bartnik, R., Haney, M., & Kang, M. (2018). Ethical leadership: An integrative review and future research agenda. Ethics and Behavior, 28(2), 104–132.
Lemoine, J., Hartnell, C., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148–187.
Liden, R. C., & Antonakis, J. (2009). Considering context in psychological leadership research. Human Relations, 62(11), 1587–1605.
Lord, R. G., Brown, D. J., Harvey, J. L., & Hall, R. J. (2001). Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311–338.
Lord, R. G., Foti, R. J., & de Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34, 343–378.
Lord Green Steering Group. (2014). Talent management for future leaders and leadership development for bishops and deans: A new approach. Retrieved September 8, 2018, from www.thinkinganglicans.org.uk/uploads/TalentManagement.pdf.
Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking perceptions and performance. Boston: Unwin Hyman.
Low, J., & Ayoko, O. (2018). The emergence of spiritual leader and leadership in religion-based organizations. Journal of Business Ethics. https://doi.org/10.1007/s10551-018-3954-7.
Mehra, A., Kilduff, M., & Brass, D. J. (1998). At the margins: A distinctiveness approach to the social identity and social networks of underrepresented groups. Academy of Management Journal, 41(4), 441–452.
Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. The Leadership Quarterly, 6, 329–341.
Melé, D., & Fontodrona, J. (2017). Christian ethics and spirituality in leading business organizations: Editorial introduction. Journal of Business Ethics, 145, 671–679.
Miles, M. B., Huberman, A. M., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). Thousand Oaks, CA: Sage.
O’Keeffe, J. (2000). Leadership in the Parish. The Furrow, 51(10), 557–562.
Offermann, L. R., Kennedy, J. K., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. The Leadership Quarterly, 5(1), 43–58.
Owen, J. (1834). Spiritual mindedness. Louisville: GLH Publishing.
Peel, D. (1991). The Ministry of the Laity: Sharing the leadership, sharing the task. Toronto: Anglican Book Center.
Percy, M. (1998). Power and the Church. London: Cassell.
Peyton, N., & Gattrell, C. (2013). Managing clergy lives—Obedience, sacrifice, intimacy. London: Bloomsbury Academic.
Ritter, B. A., & Lord, R. G. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92, 1683–1695.
Roberts, R. H. (2002). Religion, theology, and the human sciences. Cambridge: Cambridge University Press.
Rush, M. C., & Russell, J. E. A. (1988). Leader prototypes and prototype contingent consensus in leader behavior descriptions. Journal of Experimental Social Psychology, 24, 88–104.
Schein, V. (1975). Relationships between sex role stereotypes and requisite management characteristics among female managers. Journal of Applied Psychology, 60, 340–344.
Shondrick, S. J., & Lord, R. G. (2010). Implicit leadership and followership theories: Dynamic structures for leadership perceptions, memory, and leader–follower processes. International Review of Industrial and Organizational Psychology, 25(1), 1–33.
Shotter, J., & Tsoukas, H. (2014). In search of phronesis: Leadership and the art of judgment. Academy of Management Learning and Education, 13(2), 224–243.
Silverman, D. (2004). Qualitative research: Theory, method and practice. London: Sage.
Simpson, P. (2012). Complexity and change management: Analyzing church leaders’ narratives. Journal of Organizational Change Management, 25(2), 283–296.
Stinchcombe, A. (1990). Information and organizations. Berkeley, CA: University of California Press.
Styhre, A. (2014). In the service of God and the parish: Professional ideologies and managerial control in the Church of Sweden. Culture and Organization, 20(4), 307–329.
The Archbishop’s Council. (2015). Senior church leadership—A resource for reflection. The Faith and Order Commission of the Church of England. London: Church of England.
Tidball, D. (2008). Ministry by the book: New Testament patterns for pastoral leadership. Nottingham: Apollos.
Torry, M. (2014). Managing religion: The management of Christian religious and faith-based organizations. Internal relationships (Vol. 1). London: Palgrave Macmillan.
Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.
Uhl-Bien, M., Riggio, R., Lowe, K., & Carsten, M. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83–104.
Van Brackle, L. G. (2011). Dynamism in action. In K. Agard (Ed.), Leadership in nonprofit organizations. A reference handbook (Vol. 1, pp. 303–310). Thousand Oaks, CA: Sage.
Van Dierendonck, D., Stam, D., de Boersma, P., Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25, 544–562.
Van Gils, S., van Quaquebeke, N., & van Knippenberg, D. (2010). The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement. European Journal of Work and Organizational Psychology, 19(3), 333–363.
Van Quaquebeke, N., Graf, M., & Eckloff, T. (2014). What do leaders have to live up to? Contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes. Leadership, 10(2), 191–217.
Verlage, H., Rowold, J., & Schilling, J. (2012). Through different perspectives on leadership: Comparing the full range leadership theory to implicit leadership theories. Journal of Organizational Learning and Leadership, 10(2), 68–95.
Acknowledgements
We are very grateful for the time and effort taken by the editor and reviewers who provided constructive and insightful suggestions to improve our paper in a substantial way. We also thank Dr. Gloria Appiah for her very helpful comments on drafts of the paper.
Funding
Funding for this research has been received from the University of Kent and the University of Surrey.
Author information
Authors and Affiliations
Corresponding author
Ethics declarations
Conflict of interest
All authors declare that they are aware of no conflict of interest.
Ethical Approval
All procedures were carried out in accordance with the Ethical Standards of the Institutional Research Committee.
Informed Consent
Informed consent was obtained from all individual participants included in the study.
Additional information
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
The original version of this article was revised: The name of the second author was corrected.
Rights and permissions
About this article
Cite this article
Zigan, K., Héliot, Y. & Le Grys, A. Analyzing Leadership Attributes in Faith-Based Organizations: Idealism Versus Reality. J Bus Ethics 170, 743–757 (2021). https://doi.org/10.1007/s10551-019-04358-7
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10551-019-04358-7