“A leader is first and foremost someone who listens” – Pope Francis, Address to Pastoral Congress of the Diocese of Rome, May 2019

Rediscovering the Heart of Leadership

The Church today is rediscovering the essence of Christian leadership—not authority as control, but leadership as service and discernment. Pope Francis has called for a style of leadership that listens deeply, walks humbly, and fosters communion. In a synodal Church, leadership is not isolated—it is participatory, attentive, and spiritual.

For members of religious orders, this vision presents a challenge. Many enter religious life out of a desire to serve humbly. When called to lead, they may feel tension: between the private call to simplicity and the public weight of responsibility; between obedience and the need to make decisions; between accompaniment and administration.

Furthermore, religious leaders often come from diverse pastoral, educational, or contemplative backgrounds, not from formal training in leadership or management. Roles may be assumed not through meritocratic or organizational processes but through discernment, seniority, or trust. The administrative and strategic sides of leadership may feel foreign or overwhelming.

And yet, leadership in religious life is compatible with the Gospel when rooted in service, discernment, and spiritual maturity. It does not replace humility—it expands it. Leadership becomes a shared, discerning journey, equipping the community to serve, adapt, and sustain its mission in light of the needs and challenges of today’s world.

The Leadership Framework for Religious Life

To assist in this reflection, we turn to Henry Mintzberg’s framework of 11 managerial roles. Originally developed in secular organizations, these roles can be fruitfully adapted to the context of religious leadership. They help us consider how leaders in religious life guide people, manage complexity, respond to conflict, and remain faithful to both mission and charism.

These roles fall into four clusters:
I. Interpersonal Roles – Managing through people
II. Informational Roles – Managing through communication and listening
III. Decisional Roles – Managing through discernment, decision making, and action
IV. Managing by Systems – Managing through structures, policies, systems and sustainability

Each role is explained below, alongside practical examples and reflective questions to help communities connect theory with lived experience.

I. Interpersonal Roles: Leadership through Relationship

1. Figurehead – Symbol of the congregation’s identity

Represents the institute in public, ceremonial, and symbolic roles.

Examples:

• Presiding at jubilees or vow ceremonies
• Speaking at diocesan or interfaith events
• Signing agreements or charters
• Welcoming dignitaries

Reflection:
How do I represent the spirit, values, charism, and mission of my congregation in both formal and informal ways? When others look at me, do they see the charism lived out?

2. Leader – Encourager and animator

Provides spiritual, pastoral, and communal guidance to members.

Examples:

• Offering personal accompaniment or supervision
• Animating retreats, assemblies, or community discussions
• Promoting ongoing formation
• Holding spaces of encouragement and hope

Reflection:
How do I nurture the growth of my sisters/brothers in community and mission? In what ways do I encourage, support, and accompany others spiritually and humanly?

3. Liaison – Builder of external relationships

Builds bridges and collaborates with others outside the congregation.

Examples:

• Working with diocesan offices or other congregations
• Partnering with lay collaborators, NGOs, or schools
• Participating in Church planning forums

Reflection:
How am I building and maintaining meaningful relationships beyond my community? How open am I to collaboration and shared mission?

II. Informational Roles: Leadership through Listening and Communication

4. Monitor – Listener and observer

Gathers insight from within the community and the world to guide decisions.

Examples:

• Reviewing demographic or financial data
• Listening to feedback from members
• Attending synods or pastoral congresses
• Discerning signs of the times

Reflection:
What information do I pay attention to? Am I truly listening to the Holy Spirit and those around me?

5. Disseminator – Internal communicator

Ensures members are informed, connected and engaged.

Examples:

• Sharing updates from General Chapters
• Issuing regular updates or newsletters
• Facilitating meetings for transparency

Reflection:
Do I communicate clearly and openly with my community? How do I build transparency, trust, and unity?

6. Spokesperson – Public voice of the congregation

Speaks on behalf of the institute in the wider Church or society.

Examples:

• Making public statements on justice or peace
• Representing the congregation in media
• Giving public talks or testimonies

Reflection:
When I speak on behalf of the congregation, do I do so with humility, clarity, and fidelity to the Gospel?

III. Decisional Roles: Leadership through Discernment and Action

7. Entrepreneur – Initiator of change

Responds creatively and courageously to new pastoral or social realities.

Examples:

• Starting new ministries
• Revising formation or governance models
• Launching apostolic projects

Reflection:
Where do I see the Spirit inviting us to innovate or adapt?

8. Disturbance Handler – Pastoral responder in times of tension

Manages conflict, crisis, and unexpected disruption with wisdom and care.

Examples:

• Mediating interpersonal conflict, problem solving
• Responding to crisis or suffering
• Facilitating healing or reconciliation processes

Reflection:
How do I respond to conflict or crisis? Do I face challenges with compassion and courage?

9. Resource Allocator – Steward of people and resources

Discerns how to use finances, time, and talents to serve the mission.

Examples:

• Assigning people to new missions
• Managing budgets and facilities
• Prioritizing health and care for elders

Reflection:
Are our decisions aligned with our charism and the needs of those we serve?

10. Negotiator – Diplomatic and mission-aligned representative

Engages external partners or stakeholders in formal discussions.

Examples:

• Negotiating contracts with dioceses
• Discussing shared properties or ministries
• Building long-term institutional partnerships

Reflection:
Do I approach negotiations with integrity and guided by Gospel values?

IV. Managing by systems: Leadership through Structure and Sustainability

11. Enabling to live out the community’s mission

Managing by systems involves overseeing the frameworks, routines, and organizational patterns that enable the community to live out its mission with coherence and integrity. It means guiding the structures and processes, so they support—not constrain—the spiritual life, communal discernment, and apostolic outreach of the order.

Examples:

• To encourage participation and shared responsibility in decision-making by developing transparent governance practices.
• To nurture members’ growth in faith, leadership, and mission by implementing formation programs.
• To reflect on communal priorities and stewardship by coordinating and revising budgeting processes, systems of accountability and reporting.

Reflection:
How do I contribute to the mission’s sustainability from my job responsibilities?

A Final Word: The Heart of Leadership in Religious Life

At its core, leadership and management in religious life are not about control, prestige, or efficiency—they are about serving the mission of Christ by walking with others in humility, faith, and trust. A good leader in a religious order embodies a spirit of listening and discernment in common, seeking always to read the signs of the times together with the community and in light of the Gospel.

A good leader is adaptable and versatile, able to switch between different roles depending on the needs of the moment and the community, rather than relying solely on personal style or preferences. This flexibility allows leadership to respond with wisdom and grace to changing circumstances, embodying the servant heart of Christ in every situation.

Leadership is not solitary. It flourishes when exercised in communion, attentive to the Spirit, accountable to the body, and always open to growth. A true leader in religious life nurtures a culture of participation and co-responsibility, where each member is encouraged to contribute their gifts and speak their truth in love.

In a synodal Church, we are all called to lead in this way—together. Leadership becomes not a function but a shared path, marked by prayer, trust, dialogue, and the joyful urgency of the Gospel.