Joachim Oforchukwu

Style – Its Ethical Implications

 Abstract

                      “You know that among the gentiles the rulers lord it over them,                   and great men make their authority felt. Among you this is                  not to happen. No, anyone who wants to become great among you                  must be your servant, and anyone who wants to be first among            you must be your slave, just as the Son of man came not to be                          served, but to serve, and to give his life as a ransom for                 many” (Matthew 20, 24-27).                                            Today, the Nigerian church, among other problems, is experiencing a leadership crisis. The leadership predicament exists in the church because the people of God (bishops, priests, and lay people) have failed to look at Jesus Christ as our model. As Matthew indicated in the above gospel passage, the church always finds its identity in Jesus Christ, who came to serve, not to be served. He is our prototypical leader. He invites us to see our ministry as service, not just to lord it over the people. The Catechism of the Catholic Church is emphatic about the role of the church. According to the Catechism of the Catholic Church (1994), the power of the people must be measured subsequently to the model of Christ, who, by love, made himself the least and servant of all. We must recognize that the church leadership is for service. Nothing else!             It is important that we as a church have to start looking seriously on how to changing the Nigerian church’s leadership style which is participatory in nature. The time has come to rethink and reexamine the Nigerian church leadership style. Part of the ways to achieve this reform is to allow the present generation to imbibe the virtues of self-sacrifice, respect for laws, saying no to inducements and to corruption, and above all, taking risks for the survival of the church. This reform does not end here; Nigerian church leaders (bishops, priests, and lay people} must also inspire those they lead.             This article is intended to examine leadership styles in a Nigerian context. Moreover, this medium may alert the people about the problem, and possible consequences of Nigerian leadership style that has prevented the church from being a serving church.  Unless the old ways of leadership style which are autocratic and un-empowering give way to a new leadership approach, the problem will still exist. This article also emphasizes the need for Nigerian church leaders to acquire a sense of vision and focus, as well as encouraging them to eschew greed. These behaviours, no doubt, will go a long way to improving Nigerian church leadership style. Finally, the ethical implications of misrule in Nigerian church will be explored.

Theories of Human Behavior and Leadership Qualities

            Leaders are needed in the church to coordinate the organization. The role of leadership (Morgan and England, 1999) at all levels of the organization is indispensable. Leaders need to show their talents and expertise in role management. The most important quality a leader must possess is his ability to coordinate, direct and motivate others (Morgan and England, 1999). Leadership (Morgan and England, 1999, quoted from Cliffs and Hall, 1988) is the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation. Leadership is therefore concerned with achieving some specific goal and with developing human potential and maintaining and strengthening the work group (Morgan and England, 1999). Similarly, the Nigerian church should be participatory, empowering, and serving. In this way, the integrity of the Nigerian church will be respected and treasured.             A recent comprehensive study on leadership shows that certain features differentiate leaders from followers, and effective from ineffective leaders (Morgan and England, 1999). An effective leadership is one that inspires, empowers, and participatory.   Ralph Stogdil (1974) argued that a leader is characterized by a strong drive for responsibility and task completion, vigor and persistence in pursuit of goals. Stogdil concluded that leadership consists of an interaction among members of a group in which the leader emerges by demonstrating his or her capacity for carrying a specific task through to completion.             Leadership style differs from people to people. For example, we have an authoritarian leadership style or leadership by directive. This leadership style works well in some circumstances. Bennett (2001) argued that leadership by directive is particularly useful where creative thinking is not of paramount importance. This kind of leadership is particularly effective in military. A major weakness of leadership by directive is that it is unproductive, and therefore should be avoided in the Nigerian church set up.             Another form of leadership style is a participative leadership style. This style is also known as team leadership, and currently is extremely popular. A participative leadership style is a system in which leaders give maximum latitude to their subordinates. Bennett (2001) argued that participative leadership involves group participation and decision-making by consensus. Ouchi (1981) propounded a theory based on Japanese approach of leadership. This approach has made the Japanese followers feel like part of the system, which in the process leads to leadership performance. For example, theory Z, based on consensus decision-making, is a principle that allows all Japanese employees to contribute in the decision-making concerning the management process. According to Morgan and England (1999), for every important decision, everyone who will feels its impact is involved in making it. The aim of this decision process is to foster mutual sharing and commitment to organizational objectives. Bennett (2001) argued that leadership by participation is important in effective management. This process involves group participation and decision-making by consensus. Bennett (2001) maintained that in management by participation, employees are encouraged to provide input and help with problem solving. Osborne and Gaebler (1992) captured the importance of team management in their book, Reinventing Government. They emphasized the role of empowering community members in role management.  According to Osborne and Gaebler (1992) communities are flexible and innovative since they are not bound by extensive rules and regulations, as are larger service bureaucracies. Osborne and Gaebler (1992) also argue for the need to empower the followers in any organization.             The human-relations movement (Morgan and England, 1999) emphasized the role of informal social structure and how it affects behavior and motivation of workers. Workers need to feel belonging in their work. According to Morgan and England (1999), meeting the human and social needs of workers presumably would create a more satisfied workforce. McGregor (1960), in his famous theory Y, believes that if employees are indifferent, lazy, intransigent, uncreative, uncooperative, and unwilling to take responsibility, management’s methods or organization and control are at fault. Morgan and England (1999) maintained that under theory Y, an organization could most effectively reach its own economic objectives if it meets the needs and goals of its members.

New Directions for Nigerian Church Leaders

            It seems Nigerian Church has not learned anything from history (Hegel, quoted from Tutu and Madu, 1986). Otherwise, we could have changed our autocratic leadership styles to participatory. A good leadership style is highly needed in today’s Nigerian church. The Nigerian church is in crossroads because of its leadership predicaments which does not allow for empowerment and service.  The Nigerian church should realize that Christ should be its model came to serve, and not to be served. It has become imperative to have a new direction for Nigerian leaders to move the church and its members forward for the good of every citizen. These new directions must function as guideposts and benchmarks for those who serve in the name of church leadership. It is in view of this call for a change of leadership style   that we have the following directions to offer to future leaders of the Nigerian church.               First, because leadership demands it, future Nigerian leaders must have a vision for the church. Barbour Jr. and Sipel (1986) defined vision as beliefs and values that constitute the leader’s motivating force for action. Lynn, Jr. (1996, quoted from Behn, 1988) argued that a good leader establishes a specific direction – a very clear objective – and then gropes his way towards it. Looking at Nigeria today, our church leaders should have service as their goals for the church.   Visionary church leaders who will speak out for justice, end of poverty, equal opportunities for all are what today’s Nigerians need, which in turn will enhance the quality of life of every Nigerian. Achebe (1983) argued that Nigeria could change today only if she discovers leaders who have the will, the ability and the vision. Such people are rare to get. The Nigerian church leaders are required to lead the way in this discovery and to create an atmosphere conducive to the emergence of strong leaders.  This quest is a challenge to all Nigerian citizens (bishops, priests, and lay people).               Furthermore, it is not enough for leaders to have a vision for the church. Morgan and England (1999) argued that having a vision is one thing, getting followers to share your vision is another. According to Morgan and England (1999) leaders must be able to communicate their beliefs by word and example. Nigeria needs leaders who will work by example. Our leaders must imitate the leadership style of Jesus Christ. He is a typical example of a leader we need in the Nigerian church. Jesus Christ came to serve, to care, and to liberate the people. Christ made this clear when he said, “The spirit of the Lord is on me, of he has anointed me to bring the good news to the afflicted. He has sent me to proclaim liberty to captives, sight to the blind and, to let the oppressed go free.             Much can be learned from the Igbo philosophy of leadership and achievement. The Igbo traditional government (Uchendu, 1965) is a direct democracy in which leadership is achieved on a competitive basis. The Igbo political system is conciliar and competitive. Igbo leadership is democratic in character. Age is respected in Igbo society, but achievement (Achebe, 1985) is revered. It is ability (Uchendu, 1965) rather than age that qualifies for leadership. The Igbo developed into a stateless society with a participative leadership style over many decades ago. Under this philosophy of statelessness, wisdom lies not in individual persons, but in the collective of people. Both elders and young people are given the opportunity to air their views in any decision-making. The statelessness has served the Igbo well (even) before the advent of the Europeans in Nigeria. There is a lesson that Nigerian church leaders can learn from the collective decision-making of the Igbo people. An important element of this Igbo leadership approach is that it focuses on the concept of public service and the realization of dreams: high status for the individual and progress for the community. Here the community symbolizes the Nigeria society. The Igbo society abhors a dictator. Uchendu (1965)   that a dictatorial leader of the Igbo is inconceivable.             All Nigerian church leaders must be aware that they are entering into a covenant with the people. This covenant (Morgan and England, 1999) requires that a leader must not use his or her position for personal gain. As leaders, they must ensure that policymaking and service delivery occur without favoritism and (or) discrimination. Future Nigerian church leaders must be prepared to make self-sacrifices. Sacrifice however is inevitable to move the church forward. Sacrifice (Bozeman, 2000) for the greater good should be encouraged.

Ethical Implications

            Here we are going to examine the ethical implications of the leadership crisis and misrule in the Nigerian church context. The ethics in question here refers to human behaviors or relations (which are people’s relations to others). In fact, I could argue that all of the decisions our leaders make have ethical implications. The underlying questions then will be how should the Nigerian church leaders be judged in their performance? Should the leaders be accountable to the people? What can motivate them to act? What happens when the leaders are not performing well?              One may ask if there is any need for new directions for Nigerian church leadership? It was Kant (Humphrey, 1983, quoted from Kant, p. 2) who admonished that we ought to give up our old patterns of thought and see if we might fare better by adopting a new pattern. This admonition has made it imperative to try new directions for the Nigerian church. Leaders are appointed to serve and therefore should be held accountable. Justice Chukwudifu Oputa (Daily Independent, Tuesday June 10, 2003) noted that leadership is about service and leaders must accept responsibility for their actions. Kant (Humphrey, p. 3, 1983) argued that mankind is morally responsible for its actions. Aristotle also observed (Tessitore, 1996) that mankind has an obligation to others. The ethical implication then is that no leader should enrich himself or herself with his/her service. Leaders are appointed to defend and protect the interests of the members. They should never compromise the values or interests of the people by their actions. Moore [1995] argued that leaders are obliged to use their moral views to resist superiors’ commands that are illegal or immoral. Leaders should not remain silent when the truth is being manipulated. They are bound to express their views of what is good and right. As Moore [1995] argued that leaders must protest loudly enough that others who care about the values that are being sacrificed may rally to their cause. The public leader as a moral leader should show a profile of courage in the face of either injustice or venality, even when these are allied with intimidating political power [Moore, 1995]. Self-interest is ruled out when it comes to church service. It is only in this way that the fight against bribery and corruption, tribalism, nepotism and favoritism will be effective. Leaders should be accountable to the church members who appointed them to office.             The new directions for leaders will be based on equity and justice (Tessitore, 1996). Justice refers to the good of the church community. Every member has the right to enjoy and benefit from the social amenities. Leaders should make policies that should foster moral seriousness among citizens. Any policy should be for the common good (Tessitore, 1996). People have the right to express their opinions against any unjust leadership to protect their interest and right.   

Conclusion

            Effective leadership has been repeatedly called for in church organization (Patterson, 1993, Glasser, 1990). Definitions of leadership assert that leadership involves influencing others to adopt goals and values that are essential to move organizations and communities towards desired outcomes (Patterson, 1994, Deming, 1993, Rost, 1991, Covey, 1989). Patterson (1993) defined leadership as one’s ability to influence others to achieve mutually agreed upon purposes for the organization. Nigerian church leaders should learn how to lead by the example of Jesus Christ who, as a humble servant, exhibited a participative leadership style. Leadership can be shown to others by example by exhibiting enthusiasm, ability to adapt and accept change, to have a vision, which can be expressed and promoted to others, and lastly to embrace growth and to continue to learn. Leadership is strength, is fostering understanding, and is the ability to make others feel they are part of a team that may only better the community. This is the type of leadership style Nigeria needs in the twenty-first century.             Finally, in this article I have proposed for your consideration the immediate adoption of New Directions in Nigerian church leadership style and suggested other leadership qualities, which will impact changes in the church leadership. These are all parts of a consistent whole. That whole is Nigerian church leadership hope, which will incite our future leaders into action, a world in which church members, as their major contribution to the common welfare, are highly, effectively and efficiently resolved to work together and to guide their actions as rooted in ethics. Ethics is related to a professional standard of conduct (Daily Independent June 10, 2003). Ethics, morality and leadership are linked together.  Nigerian leaders must begin thinking on what to do for the church.   Nigeria needs this more than ever. And this is the time! We have a chance, we members of the church; to use our leadership qualities in favor of a more bunted Nigerian church. Whether we do so will determine, as far as possible, the kind of lives the future Nigerian church members can live. Christ is our way and model. The church members are called to use our leadership to serve and not to be served.

Bibliography

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