Distributive Leadership

By Dr. Israel Galindo, Columbia Theological Seminary

Distributive Leadership means leaning into a team approach but leadership, by its nature, is an isolating enterprise. Leaders need to stand apart; sometimes, they stand alone; often, leadership is lonely. Some organizations, churches, and non-profits take a different approach by cultivating a leadership team.

I’ve noted, however, an increase in the number of leaders asking questions for help about how they can better tap into their “leadership team” for providing distributive leadership to their organizations and churches.

As one pastor said, “I don’t think I can do this by myself anymore.” I think this is a good sign, a healthy confession, and a positive step away from notions of individually personified leadership—the belief that leadership is inherent in an individual, or, in a personality “type” or “style,” a notion that misses the insight that leadership is a function and product of the system one is in (see The Hidden Lives of Congregations).

Mature and self-assured leaders understand they must provide leadership in collaboration.

The most effective leaders solicit leadership potential and capacities from those around them.

The dilemma for many leaders with staff is how to turn a team (a staff, board, or committee) of followers into a team of leaders.

This is a big challenge because (let’s be realistic) there will always be more followers than leaders in most systems.

Most people in an organization do not want the responsibility that comes with leadership (although that won’t keep them from offering their views on how things should be run).

Effective leadership teams have the following characteristics shared among all the members of the group:

• Clarity about and commitment to the mission

• A shared corporate value related to the work and mission (e.g., a “no excuses” mentality, a commitment to excellence)

• The ability to set priority for the welfare of the institution while setting aside personal predilections, preferences, and convenience

• An understanding that it is not enough to say something needs to be done—it actually needs to be done, and they are the ones who do it.

• A high level of trust and honesty among the members, allowing for honest conversations, mutual accountability, and challenges toward higher functioning

• An acceptance that leadership means one must lead.

I often hear leaders known for their effectiveness and success say, “I just know how to surround myself with good people.” The move from personality leadership to team leadership is a good one.

A fortunate leader can surround themself with good people. Most of us, I suspect, will not inherit ready-made leaders on a team or staff. We’ll need to cultivate them. As with anything associated with leadership, it is (1) hard to do and (2) takes a long time.

Israel Galindo is Associate Dean for Lifelong Learning at Columbia Theological Seminary. He directs the Pastoral Excellence Programs of the Center for Lifelong Learning.