CHRISTIAN FAITH PERSPECTIVES IN LEADERSHIP AND BUSINESS Biblical Theology for Ethical Leadership Leaders from Beginning to End AARON PERRY Christian Faith Perspectives in Leadership and Business Series Editors Kathleen Patterson School of Global Leadership and Entrepreneurship Regent University Virginia Beach VA, USA Doris Gomez Regent University Virginia Beach VA, USA Bruce E. Winston Regent University Virginia Beach VA, USA Gary Oster Regent University Virginia Beach VA, USA This book series is designed to integrate Christian faith-based perspec- tives into the field of leadership and business, widening its influence by taking a deeper look at its foundational roots. It is led by a team of experts from Regent University, recognized by the Coalition of Christian Colleges and Universities as the leader in servant leadership research and the first Christian University to integrate innovation, design think- ing, and entrepreneurship courses in its Masters and Doctoral programs. Stemming from Regent’s hallmark values of innovation and Christian faith-based perspectives, the series aims to put forth top-notch scholar- ship from current faculty, students, and alumni of Regent’s School of Business & Leadership, allowing for both scholarly and practical aspects to be addressed while providing robust content and relevant material to readers. Each volume in the series will contribute to filling the void of a scholarly Christian-faith perspective on key aspects of organiza- tional leadership and business such as Business and Innovation, Biblical Perspectives in Business and Leadership, and Servant Leadership. The series takes a unique approach to such broad-based and well-trodden dis- ciplines as leadership, business, innovation, and entrepreneurship, posi- tioning itself as a much-needed resource for students, academics, and leaders rooted in Christian-faith traditions. More information about this series at http://www.palgrave.com/gp/series/15425 Aaron Perry Biblical Theology for Ethical Leadership Leaders from Beginning to End Aaron Perry Indiana Wesleyan University Marion, IN, USA Christian Faith Perspectives in Leadership and Business ISBN 978-3-319-75042-2 ISBN 978-3-319-75043-9 (eBook) https://doi.org/10.1007/978-3-319-75043-9 Library of Congress Control Number: 2018934852 © The Editor(s) (if applicable) and The Author(s) 2018 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. Cover illustration: © Ilixt/Getty Images Printed on acid-free paper This Palgrave Macmillan imprint is published by Springer Nature The registered company is Springer International Publishing AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland C ontents 1 Introduction: Getting Theologians and Leaders Around the Table 1 2 Ethics, Leadership, and Ethical Leadership 23 3 Reconnecting Ethics and Theology 45 4 Biblical Theology 59 5 Creation: Human Beings and Leadership 75 6 Cross and Christ: Faithfulness and Effectiveness in Leadership 101 7 Climax: Eschatology and the Aim of Leadership 129 8 Culture: Contexts of Ethical Leadership 159 Index 189 v CHAPTER 1 Introduction: Getting Theologians and Leaders Around the Table IntroduCtIon I felt my pulse quicken and my temperature rise. On the one hand, the stakes were low because I was surrounded by friends. I knew they would let me off the hook. On the other hand, the stakes couldn’t have been higher because I was among friends. I knew these men and I wanted to be in their company, to impress them, and to serve them. The five of us were huddled around a slick-topped, paper place-matted table in a Greek diner in Johnson City, New York, a manufacturing town keen on know- ing what to do next. Situated just outside Binghamton, New York, with its university of growing repute, Johnson City had an air of academic life, though none of us were specifically academics (although I hurry to add that one was Harvard educated and several had advanced degrees). There were four managers—variously from manufacturing, health care, aerospace engi- neering, and the energy sector—and me, assistant pastor at their church and the group’s convener. I had learned from each of these friends— about leadership, faithfulness, parenting, encouragement, hard work— and respected their learning through MBAs, hard knocks, and diligent reflection. So, I couldn’t think of a better group with whom to journey through a technical leadership textbook. Which brings me to my rising temp and elevated heart rate. I was sitting there, expected to lead discussion, but grossly unprepared. © The Author(s) 2018 1 A. Perry, Biblical Theology for Ethical Leadership, Christian Faith Perspectives in Leadership and Business, https://doi.org/10.1007/978-3-319-75043-9_1 2 A. PERRY I knew the jig was up. These friends came prepared to be led deeper into reflection, discussion, and analysis only to have the leader falter. Have you ever been in that setting? I’m sure your situation is differ- ent, but you might know what it’s like to have eyes on you, expecting that you see something clearly that others only see dimly. To have ears tuned into what wisdom you have to share, the fruit of reflection, analy- sis, and synthesis of various viewpoints. To have feet ready to move if only you can make the destination clear and compelling. I help to train pastors. I like training pastors because they are often some of the most courageous men and women I encounter. They often lead stubborn, struggling people with only a few resources. Inevitably somewhere along the line—whether in class or at lunch, over Facebook or on the phone—we reflect together whether this is what they really want to be doing because at some point they have sat at the table, among friends, wondering if they are letting down those gathered around them. One of the earliest Christian leaders, Gregory of Nazianzus, Archbishop of Constantinople in the fourth century, warned people not to take up leadership in the church if they hadn’t applied or learned to speak the wisdom of God. If these would-be leaders didn’t see themselves in the community of the church or submit to the demands of Jesus of his fol- lowers, then they would wisely avoid leading in the church. Why? Because leadership without godly wisdom, both learned and proclaimed, might lead to success and then utter failure. For Gregory, leadership without theology was an extreme danger (Nazianzen, n.d.). I don’t know if you are a pastor or not. I like being around leaders of all sorts, so if you’ve picked up this book, I expect I’d like to sit down at a slick-topped table with you and talk about what you’re reading. I like leaders because, whether or not they are pastors, true leaders get the stakes of leadership. Leaders get Gregory’s warning, have heard it in the words of their own mentors and have said it to others under their influence. Regardless of the field in which you’re leading, I want to help introduce you to Gregory’s warning from his own perspective. I want to talk to you about theology and leadership. Which might invite this question. What’s theology have to do WIth leadershIp? That’s the question, isn’t it? Theology is about God and the implica- tions for thinking right, believing right, and aiming right, but less con- cerned with getting things done…right? Isn’t leadership about getting 1 INTRODUCTION: GETTING THEOLOGIANS AND LEADERS … 3 things done, getting people on board, getting systems designed, getting processes implemented, holding teams and individuals accountable? So, what does theology have to do with leadership? And what does leader- ship have to do with theology? This kind of question—“What does theology have to do with _________?”—has been asked for a long time. Tertullian (c. 155–c. 240), an early Christian leader and theologian asked it like this: “What has Athens to do with Jerusalem?” Tertullian was asking what philosophy (represented by Athens) has to do with theology (repre- sented by Jerusalem). Don’t they seek to know different things?1 I expect that drawing together theologians with leadership practition- ers and thinkers might prove to be tough. But I like leading, and lead- ers work at getting the right people speaking with each other. I also like theology and I can’t have a conversation without it. So, let’s see if we can get theology and leadership into a mutually beneficial conversation. Tertullian was asking what philosophy and theology have to do with one another, yet asking what leadership has to do with theology is even tougher because leadership is hard to define and narrow as a field (Yukl 2002, 2–7). Leadership Quarterly, one of the leading journals of leader- ship research, champions various disciplines in leadership studies includ- ing economics, organizational behavior, management, sociology, history, anthropology, and various psychologies. Leadership reaches into many fields, but does it stretch to include theology? If leadership research- ers and practitioners, interested in all potential avenues of leadership research, are asking the question, maybe they should also ask: • “What do Washington, Beijing, Ottawa, Brasilia, and Moscow—and other political centers of the world—have to do with Jerusalem?” In other words, what does theology have to do with politics? 1 The question was used a decade ago by Christian philosopher and theologian James K.A. Smith to introduce a new series, the Church and Postmodern Culture Series, which would introduce readers to postmodern philosophy, based mainly in Europe, in a nontechnical way and illustrate postmodern philosophy’s application for church communities. Fittingly, Smith shifted the question: “What has Paris to do with Jerusalem?” (Smith 2006, 10). This book tries to bring subjects together, as well. While at times it will utilize philosophy, it mainly is concerned with leadership and theology. And it aims to bring them together in a largely nontechnical way. 4 A. PERRY • “What do New York, London, Amsterdam, and Hong Kong—and other financial centers of the world—have to do with Jerusalem?” In other words, what does theology have to do with business? • “What do Hollywood, Bollywood, Kallywood, and Nollywood— and other cinema centers of the world—have to do with Jerusalem?” In other words, what does theology have to do with entertainment? Politics, business, and entertainment: three areas where leadership is alive and well, but what does theology have to do with them? I can hear the theologians answering the question loud and clear, “Everything! Theology has everything to do with those cities and ques- tions and issues! Theology is already at work in Washington, London, and Bollywood. It’s not whether there’s a theology at work in those places, but what theology and how good a theology is present. And we can help.” So, why does theology matter? Because everyone has beliefs about God. Everyone is a theologian! Even if a person does not believe in God, they still have beliefs about what they are not believing in or what others believe when they use the word “God.” The sum total of one’s beliefs about God is the content of their theology. Theology can be sim- ple (“God is love”) or complex (“Jesus Christ is one person with two natures—divine and human—indivisible and unmixed”); conscious (I hold the two examples above intentionally and consciously) or embed- ded—beliefs about God and God’s work that are held without one’s awareness, hidden and buried and assembled from prior teaching, experi- ence, texts, and other inputs. The discipline of theology can help make a leader’s beliefs precise and uncover the presence of beliefs in a system so that embedded theological beliefs can be observed, strengthened, replaced, and corrected. Emboldened with this clear answer, the leadership experts might have a similar answer to the question, “What does leadership have to theol- ogy?” “Everything!” they shout. “Leadership is always at work eve- rywhere! Wherever you have relationships, you have forms and types of leadership. It’s not whether leadership is happening in relationships and organizations—even churches—but what kind of leadership and what level of leadership. And we can help!” So, leaders have to think about theology because theology is about everything and theologians must think about leadership because leadership is everywhere. So far, so good. Our conversation is off to a tentative start and both theologian