Staff Men Case Study

When CCC SEA staff men were asked how they could help their wives in strategic leadership development, some had the following to say:

• Respondents A and B stressed the need for staff men (husbands) to be proactive and be first in identifying, encouraging and celebrating the strategic leadership potential in their wives, and that husbands need to provide a platform of wisdom and continuous leadership development opportunities for their wives. Respondent A further implored husbands to make family sacrifices of allowing their wives take time to study and attend leadership development seminars/programs. Respondent B advised that staff women who are young mothers may be assigned roles that matches their gifts and competences on an incremental basis.

From the above sampled respondents regarding staff men supporting their wives in leadership development and participation, both men and women allude to men’s involvement, encouragement and relevant support for staff wives to explore their leadership potential. This is one of the reasons the Bible has given headship (leadership) to a man in a nuclear family set-up. “A major function of all leadership is the selection of rising leaders”. If this is driven from a more intentional leadership perspective and culture change, we are likely to see more strategic leadership appointments, participation and input from staff women, which will eventually benefit the match needed strategic leadership needs in world missions and the fulfillment of the great commission. It is practitioners who can build leaders who are empowered (Adadevoh 2014). A family set-up can be a powerful platform of leadership development for both husband and wife. This is seen in the life of the influential leader, Mahatma Gandhi. Adadevoh (2014, p37) traces lessons Gandhi learnt from his wife when Gandhi led change through non-violent campaigns. So even in the current leadership arrangement in CCCSEA, staff wives of ALT members have an invisible role to play in influencing their

I agree with Gibbs when he discusses contextualizing our fast changing settings that require leaders who understand our contemporary world. He argues that though the message of the Church does not change, leadership styles and methods need to adapt to changing times, and therefore we need a redefined leadership that is keen on seeing the fulfillment of the Great Commission and the timely need for change in leadership styles. In the context of CCC SEA Area, Gibbs’ assertions may work if staff become transformational to break the limitations of “unhealthy followership.” Adadevoh (2014, p63) addresses this by highlighting that the unhealthy followership negatively affects leaders through compliments that may get to the leaders’ head and failure to let leaders know the true state of affairs on the ground. The researcher experienced this by some answers received from respondents who seemed not to believe that anonymity was guaranteed as they answered the questions. It looked evident that some respondents answered questions to compliment leaders. But sincerely addressing the leadership challenge, gap and under-utilization of leadership potential in staff women will help CCC in general by giving them strategic leadership responsibilities on merit,