Excerpted from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: Wesleyan Publishing House, 2007)
Strategic Leadership Characteristics:
Strategic leadership is “future directed,”[i]” strategic leaders often want people to move forward, and thus they are the first to start moving in new directions. Historian Martin Marty said they “are extremely sensitive to where people are, but are not content to leave them there.”[ii]
Other names for strategic leaders are:
- Visionaries (George Barna,[iii] Leith Anderson[iv] and Phil Miglioratti[v]).
- Role 1 Leaders (Phil Miglioratti[vi]).
- “Top management” (John Wimber, Eddie Gibbs[vii]).
- “Strong, authoritative, directive pastoral leadership” (Wagner[viii]).
- Upper-level Management (John Kotter[ix]).
- Sodality leadership, which is described as “vision setter, goal setter, strong leader, visionary, upper management” (Ralph Winter[x]).
Tactical Leadership Characteristics:
Tactical leadership is an integrated skill. The tactical leader weds the past, the present and the future to move the church ahead. The tactical leader grasps the strategic leader’s vision of the future, but the tactical leader enjoys integrating these future plans into the ongoing and present life of the church. Tactical leaders also relish the planning process. They set timelines and allocate duties. They are delgators in the truest sense of the word. They should not be confused with operational leaders who do the work themselves. The tactical leader delegates fully, but then carefully evaluates the results.
And thus, tactical leaders are often pen and pencil (or stylus and PDA) people, who make copious notes as strategic leader expounds upon the future. Tactical leaders create spreadsheets, flowcharts, diagrams and designate work teams. Tactical leaders know who to bring big long-term projects down into easy, doable steps.
Thus, tactical leaders are the needed go-between to connect strategic leaders who grasp the big-picture, and operational leaders who get things done. Everyone appreciates tactical leaders, but regrettably they are usually outnumbered in our churches by strategic leaders and operational leaders. Thus, the organization suffers.
Other names for tactical leaders are:
- Administrators (Phil Miglioratti[i]).
- Role Two Leaders (Phil Miglioratti [ii]).
- Middle-level management (Martin Butler and Robert Herman[iii]).
- “Middle management” (John Wimber/Eddie Gibbs[iv] and John Kotter[v]).
- “Enables others to achieve goals” (Richard Hutcheson[vi]).
- Problem solvers (Gary Yukl[vii]).
- Modality leadership, which is described as “enabler, team builder, ally, implementer” (Ralph Winter).[viii]
Operational Leadership Characteristics:
Operational leaders have the knowledge, skill, relational abilities and dedication to get a job done. Once the parameters are defined and they see how their task fits into the bigger-picture (they are helped in this by the tactical leader), the operational leader can accomplish almost anything. Anthropologist Margaret Mead observed, “Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has.” [i] And, thus the contribution of the operational leader is critical to the change process.
Operational leaders often love their job so much, that they do not see themselves “moving out” of this role in the foreseeable future.[ii]
But, if the operational leader does not have the go-between of a tactical leader, the strategic leader’s vision may be too imprecise to motivate the operational leader. Thus, we see once again while all three types of leadership are needed, but it is the glue that the go-between tactical leader provides that helps the operational leader move the strategic leader’s vision forward.
Other names for tactical leaders are:
- Workers (Phil Miglioratti[iii]).
- Role Three Leaders (Phil Miglioratti[iv]).
- Foremen (John Wimber, Eddie Gibbs[v]).
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Strategic Leadership Footnotes
[ii] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” op. cit., p. 146
[v] Eddie Gibbs, I Believe in Church Growth, op. cit., pp. 380, 381.
Tactical Leadership Footnotes
[i] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” op. cit., p. 146
[iii] D. Martin Butler and Robert D. Herman, “Effective Ministerial Leadership,” Nonprofit Management and Leadership (1999), 9:229-239.
[iv] Eddie Gibbs, I Believe in Church Growth, op. cit., pp. 380, 382-383.
[v] John Kotter, A Force for Change: How Leadership Differs from Management, op. cit.. Kotter muddies the water a bit, by making a imprecise distinction between leadership and management. Kotter would agree with this author, that there are strategic leaders and tactical leaders. However, Kotter calls what strategic leaders do: “leadership.” And he labels what tactical leaders do as: “management.” While it is laudable that Kotter is trying to help distinguish between strategic and tactical leadership, the widespread use of the terms “leadership” and “management” probably mean they are too popular to now be more narrowly defined. Thus, Kotter’s goal is good, to distinguish between strategic and tactical leaders, but his terminology is probably too imprecise.
[vi] Richard Hutcheson, J., The Wheel Within the Wheel: Confronting the Management Crisis of the Pluralistic Church (Atlanta: John Knox Press, 1979), p. 54.
[vii] Gary Yukl, Managerial Practices Survey (Albany, New York: Gary Yukl and Man Associates, 1990).
[viii] C. Peter Wagner, Leading Your Church to Growth, op. cit., pp. 141-165.
Operational Leadership Footnotes
[i] H. Ozbekhan, “Toward a General Theory of Planning,” in E. Jantsch, ed., Perspective in Planning (Paris, Organization for Economic Co-operation and Development, 1969), p. 151.
[ii] Martin Marty, “Lutheran Scholar ‘Sprinkles Methodist Advice,” in The United Methodist Reporter (Dallas, Texas: 1986), March 28.
[iii] Christian pollster George Barna correctly emphasizes that for a strategic leader, a clear vision of the future is important. And, Barna in his popular book, The Power of Vision (Ventura, Calif.: Regal Books, 1992, p. 28, 38-39) describes a vision as “ a clear mental image of a preferable future imparted by God, and based on an accurate understanding of God, self and circumstances.” Yet, the popularity of Barna’s definition may have clouded the picture, as strategically-orientated pastors latched on to this definition, which lacks the complimentary emphasis that it is tactical leadership that will get you there.
[iv] Leith Anderson, Dying for Change (Minneapolis, Minn.: Bethany Publishing House, 1990), pp. 177-178.
[v] Phil Miglioratti, “Putting Your Laymen When They Will Do the Most Good,” The Pastor’s Church Growth Handbook (Pasadena, Calif.: Church Growth Press, 1979), p. 146.
[vii] Eddie Gibbs, I Believe in Church Growth (Grand Rapids, Mich.: Eerdmans Publishing House, 1981), pp. 380, 383-385.
[viii] C. Peter Wagner, Leading Your Church to Growth (Ventura, Calif.: Regal Books, 1984), p. 73-74.
[ix] John Kotter, A Force for Change: How Leadership Differs from Management (Boston: Harvard University Press, 1990).
[x] C. Peter Wagner, Leading Your Church to Growth, op. cit., pp. 141-165.
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