I am not used to writing my thoughts anywhere, perhaps other than in cards for special occasions. My response to my thinking is usually in actions rather than words. When I feel passionately about something it is usually regarding a situation where I see room for improvement or change, in which case I will put my energy into actively participating towards a such a goal.

For years, I have felt unable to actively participate in the goal of achieving equity and acceptance for women in all leadership roles within the LCANZ. I have felt ill-equipped to speak up with the theological knowledge or confidence to debate ‘why’ women should be allowed to be ordained alongside men. Sometimes I haven’t felt brave, and often I have felt overwhelmed by where to begin. In the end I usually sit in silence with my thoughts in case I speak out loud and am called to ‘defend’ myself.

I have recently begun some formal study on organisational culture and leadership in health care (a sector quite like the church in the sense that quality of outcomes is highly influenced by relational success). I’m putting aside my assessment task for a moment to share a tiny portion of the discussions and reading I am engaging with today. Because, today I know what I’d like to share, and I know I can do this in a safe space where I don’t need to be worried about entering into unhealthy debate. I’d like to explore the role of the pastor as a leader to our congregations.

Institutional structures provide guidelines for processes, order and resolutions and bring participants together. Structures like this often define how members are accepted, how decisions are made and how leadership is chosen. Effective leadership is situational, not hierarchical, and has the potential to be transformational and multidimensional. Leadership is a process that occurs between the leader and the followers – it is not a transactional event based on authority or permission residing in the leader – but in the relationship between those involved.

Decisions that affect and guide a group are inevitably shaped by all members involved. Demonstration of a groups’ values by its members and leaders promotes an ethical and authentic culture. The gospel-informed culture and values of the LCANZ – are (ethically) founded on the ‘available to all’, non-judgemental or non-gender-defined relationships Jesus had. In fact ‘servant leadership theory’ (aligned to Jesus’ role-modelling) identifies a leader as someone who recognises and focuses on a follower’s needs.

When the example set by Jesus that underpins the culture of the LCANZ is not aligned with its leadership, then surely this miscommunication brings potential for misunderstanding, risk and sadly an institution without a shared vision. No wonder there is so much confusion and hurt around this topic. Good leaders need to have ethical and moral consciousness that places the values of the institution at the centre of their discussion and action. Leadership that demonstrates this responsibility results in trusting relationships between leaders and followers. I believe that as a church we need to partner better with people to ensure that the way we teach and share God’s word meets a diversity of needs, and is true to our values.

I believe that diversity in our leadership, through inviting women to be pastors of the LCANZ, will provide a broader and richer base of experience that is crucial to meeting the expectations of today’s society, and reflect the values held by our church. It is emerging that a required quality for leadership in the twenty-first century is that of interactive person-centred leadership. This style of leadership is sometimes referred to as a ‘women’s style’ of leadership and is known for qualities such as inclusion and relationship building. 

Wouldn’t it be meaningful to see the LCANZ adopt a person-centred approach to leading their followers, that recognises what is important to our audience (believers and not-yet-believers) so that we can build respectful trusting relationships with them, aligned to our culture? In order to reach an audience that excludes no one, it is essential to practice what we preach, and demonstrate diverse person-centred leadership. This takes purposeful effort, cultural, cognitive and emotional intelligence, but it’s not rocket science and it’s been done before – 2000 years ago.