Leadership

Today we remember the powerful leadership of Martin Luther King, Jr. and the enormous role he played in moving ahead the cause of racial justice. According to researchers at Harvard Business School, King exemplified not just one, but two types of vital organizational leadership.^[1] First, he articulated a clear vision, set goals and established high expectations. Second, he was an example of servant leadership. He did not ask his followers to do anything he was not willing to do, including putting his life on the line for the cause. 

In the 6^th century, Benedict was ahead of his time in regard to understanding effective leadership. He delegated authority widely—to his prior, his deans, the cellarer, and the porter—and he listened—not just to his leadership team, but to the whole community. In chapter 3 of the Rule he states: “Whenever any important business has to be done in the monastery, let the Abbot call together the whole community and state the matter to be acted upon. Then, having heard the brethren’s advice, let him turn the matter over in his own mind and do what he shall judge to be most expedient . . .”.  It is not just from the wise older men that he solicits advice, but from the young monks as well. “The reason we have said that all should be called for counsel is that the Lord often reveals to the younger what is best.”

Twenty-first-century books on leadership would not be too much different in their advice to readers. Among the eight essential leadership skills identified by Lauren Landry [2] is receiving and implementing feedback. In a survey by the American Management Association, more than a third of senior managers, executives, and employees said they “hardly ever” know what’s going on in their organizations. Asking for feedback from your team, says Landry, can not only help you grow as a leader, but build trust among your colleagues.