by Carnegie Samuel Calian
Westminster John Knox Press. Louisville, Ky. 160 Pages
Reviewed by Robert K. Hudnut
Carnegie Samuel Calian, president emeritus of Pittsburgh Theological Seminary, has written a handbook for harried executives. Citing examples from corporations and churches, he marshals his evidence for what makes a good leader. First up is creativity. Only a spiritual framework can best release creativity. Without such a lifestyle, the leader can never be open to the creativity of others, nor can the leader be sufficiently visionary to be creative himself or herself.
Second, the leader must be competent. Calian cites the example of Wendy Kopp, founder of Teach for America, whose competence was her “absolute belief that TFA can change the world.” The leader must overcome self-doubt by focusing on his or her strengths. One of those strengths must be the ability to listen. And one of the ones listened to must be God. Calian describes leadership as a calling, and a particular kind of calling: “We are all called to … serve others, who … share the divine image.”
Third, the leader must be committed. Not just to getting the trains running on time but to values, ethics, sacrifice, service. “Serving others is the key that unlocks one’s vitality.” It is a noble calling to lead your organization to maximize faith, hope and love, the special qualities of the Golden Rule. Such leadership has at its core “a built-in quality of humility,” which comes from the leader’s commitment to the belief that “the Lord will fulfill his purpose for me” (Psalm 138.8).
Fourth, the leader must have a strong character. This means, among other things, “a caring spirit,” sensitivity and the ability to forgive. And where do these characteristics come from? “We are all subject to a divine destiny that is unfolding daily and whose goals we strive to reach through faith, hope, and love. Herein lies my confidence, whatever the pressures might be.”
The second part of Calian’s book is devoted to ways organizations can build community. One way is through collegiality. In order to create the change that is continually needed in an organization, the colleagues must be aware of their common humanity tied to a common goal. Again, Calian cites the Bible: “Where there is no vision, the people perish” (Proverbs 29.18).
Another way to build community is through diligent application of the Golden Rule, for example to illegal aliens. “You shall love the alien as yourself,” Calian quotes Leviticus (19:34). The organization builds community as it shows compassion beyond itself. Churches in particular can do this well; Calian cites the sanctuary movement as an example.
Finally, community is built through courage. The leader (and follower) must beat the fear of change. This means confessing one’s doubt and anxiety in “quiet moments of disciplined meditation” when one “listens for divine guidance.” Such moments were how Lincoln was able to beat his fear of defeat and assassination. He kept his eye on “the divine destiny envisioned for us.”
Calian has written a helpful book particularly for those organizations whose highly stressed managements may have lost the vision of faith, hope and love “operating together as a leadership style.”
ROBERT K. HUDNUT is the author of “Meeting God in Darkness.”
