Abstract
We live, work, and lead in increasingly complex times. Growing secularization, “increasing distrust of both institutions and their leaders,” “resignations trends,” and challenging changes resulting from the pandemic are among the many complexities for today's leaders (p. 39). Good techniques and streamlined strategies are insufficient to meet the many “complex challenges and demands” imposed on leaders and organizations in this cultural moment (p. 1). Justin Irving's new book speaks to these challenges head on. It provides insights for thriving organizations seeking to build healthy leaders equipped with God's “wisdom to lead their communities” toward greater flourishing (p. 1). The book is primarily written for current organizational leaders with “stewardship responsibilities for wider teams, divisions, or organizations” (p. 3). Additionally, the content of the book is beneficial for “board members” of organizations, “students of leadership and aspiring organizational leaders,” and “support staff and team members” of organizational leaders (pp. 4–5). In short, this book aims to provide “much-needed wisdom for organizational leaders” (p. 24).
Irving provides this wisdom through three primary sources: (1) biblical and theological foundations, (2) “established books and research” on organizational leadership, and (3) interviews of over 200 “established executive leaders” (pp. 7–8). Readers also glean insights from the many autobiographic stories throughout the book's pages. Irving defines faithful and effective organizational leaders as stewards who “strategically align and deploy human and organizational resources” to fulfill the organization's mission (pp. 9–18). The backbone of the book's structure is based on data collected from over 200 executive leaders answering this question, “What are the most pressing (or most significant) challenges you face in your leadership responsibilities?” (p. 20). After Chapter 2, which provides a robust vision for human and organizational flourishing contained in the storyline of Scripture, Irving then categorizes the leadership challenges from the survey data into four main themes: (1) “self-leadership” (Part 2), (2) “people and teams” (Part 3), and (3) “organizational dynamics” and (4) “external dynamics” (combined to form Part 4) (pp. 20–21).
The biblical and theological foundations of the book are rooted in God's heart for human flourishing. Each person is made in God's image, created to flourish and contribute to the growth of others. Organizational leadership connects with God's desire for human flourishing, as healthy leadership creates contexts where people grow, work, thrive, and bless others. Irving summarizes, “Thriving organizations contribute to flourishing humans” (p. 33). God uses healthy leaders and suitable organizational environments to allow individuals to flourish in their personal lives and community with others, contributing to “part of our created nature to thrive” (p. 34). Thriving organizational leaders aim to be used by God through churches and organizations “to bring about great good in the lives of others” (p. 34). After finishing Chapter 2, the reader is equipped with the metanarrative of God's plan for organizational leadership and human flourishing, laying the groundwork to propel the reader further into the book.
Survey data provides the main themes for the remaining chapters (3–10), and quotes from executive leaders give credibility to the author's analysis of the priorities for healthy organizational leadership. Irving argues that “the health and well-being of an organization” are directly linked to the health of its leaders (p. 41). Self-leadership was the “top concern” of the executive leaders surveyed in the research (p. 40). The healthy character of leaders boosts the flourishing of every area of an organization by contributing to healthy team dynamics (Chapter 5), quality collaboration (Chapter 6), good communication (Chapter 7), positive culture (Chapter 8), strong crisis leadership (Chapter 9), and positive change leadership (Chapter 10) (p. 41). Acts 20:28 says, “Pay careful attention to yourself and all the flock.” Irving comments, “The latter depends on the former: we care well for others out of the proper attention to our character and growth” (p. 42). How can leaders even begin meaningfully improving their character given that the heart is “deceitful above all things?” (Jer. 17:9). Life transformation must be rooted in the gospel. The process of behavioral change that improves one's character must be rooted in the deep work of God as he transforms “hearts and desires” flowing from “the gospel at work” (p. 47). Healthy leaders of good character plant their identity deep in the gospel.
This book is easy to follow. The orderly nature of the book helps the reader stay on track through chapter and section introductions, well-organized headings, and summary lists. The end of each chapter contains a list of principles of healthy leaders. These lists summarize the chapter's main points derived from the survey data. Under each list item are helpful questions for application. These questions encourage the reader to slow down and consider the implications of each leadership principle. They are ideal for group discussion with an elder board, business team, or church leadership group. The end of the book contains the complete list of all the compiled principles from the end of each chapter (pp. 213–215). Additionally, this final list serves as a review of the book's most important content.
While the summary lists are extremely helpful, they would strengthen the book by condensing some of the questions at the end and thinning some of the bullets of quotations from the executive leaders. As a fellow researcher, I know what it is like to struggle to choose sample interview content from many useful options. However, choosing the best two to four quotes and questions would be sufficient to make each point and help the reader move through the content without the temptation to skip bullets and questions.
The book features helpful section introductions and concise chapter conclusions, but it does not include an introduction or conclusion to the book. Adding an introduction to the book would help prepare the reader's interest for what is ahead, and adding a conclusion for the entire book would help summarize its principles concisely and interestingly. However, these are minor critiques for an otherwise well-organized, thoughtful, biblical, practical, and insightful book. Leaders of institutions of Christian higher education are served well by the numerous practical principles contained in this book regarding leading change processes (pp. 203–208), maintaining good organizational culture (pp. 146–172), leading through crisis (pp. 173–189), and maintaining healthy team leadership dynamics (pp. 112–123).
The book's highlight for me is Chapter 4, which discusses the commitments of healthy organizational leaders. Irving describes how flourishing leaders strive for holistic health spiritually, emotionally, relationally, physically, intellectually, and practically. As I pondered this chapter and reflected on my ministry experience of over 25 years, I thought about how much of this chapter I would love to tell my 20-year-old self when starting in ministry. According to Irving's categories, many of my ministry experiences of both discouragement and success are connected to the ebb and flow of maintaining good health. I would want to give myself this chapter as a challenge to implement many of the recommendations, such as treasuring one's relationship with Christ, seeking emotional intelligence and stability, nurturing “friendships that challenge and encourage,” putting family first, finding a supportive community, getting good sleep and rest, exercising, and managing one's time wisely through consistent delegation (p. 60). Irving summarizes the importance of maintaining healthy whole-person commitments: “Healthy leaders work hard to lead themselves well before they try to lead others” (p. 70).
An unfortunate pattern has emerged of leaders “either resigning or seriously considering resignation,” resulting from the complexities and challenges they face, such as stress, conflict, criticism, and anxiety (p. 41). Pastors also have been struck by these challenges. However, there is always hope for flourishing in Christ amid discouragement because Jesus is the fountain of true flourishing and life (John 7: 37–39). Tom Nelson says, “The One who calls pastors will provide wisdom, guidance, strength, and empowerment to flourish and finish well” (See The flourishing pastor, Downers Grove, IL: InterVarsity Press, 2021, p. 7). Healthy leadership for thriving organizations is a powerful tool to help pastors, educators, and organizational leaders thrive. The book aids in creating contexts where organizational leaders and members alike collaborate toward genuine flourishing in Christ, who came to bring life, yes, “life abundantly” (John 10: 10).