[Second in a series of posts about being the kind of servant-leaders the world needs.]
St. Ignatius of Loyola, the 16th-century founder and leader of the “Company of Jesus,” later to be called the Society of Jesus or the Jesuits, was a tough, fearless military man. He was wounded in battle helping face down a much larger force. Those closest to him in his post-military days remembered him as a man who led with compassion and encouraged and nurtured friendships among his companions. He led like a loving father, making no distinctions between his charges. No favorites. And like a good father, he could be strict while being gentle, and he tended to see the good in others. Because of his approach to leadership, he was admired, readily followed and loved.
He also insisted on unity of purpose and mission, and at the center of that unity was his companions’ love for God. From this mutual love of God came a conformity of spirit that would ultimately lead the Jesuits to preach the Gospel around the world and establish some of the world’s leading educational institutions. Although spread throughout the world even during his lifetime, he nurtured this sense of unity of purpose among all in the company.
This is leadership based on love and the common good, on passion for the work and compassion for fellow workers. It is a model of leadership for all Christians and reminiscent of the days of the early church, as Bergan and Schwan write in “Praying with Ignatius of Loyola” (Saint Mary’s Press, 1991):
“Jesus called all Christians to build community through mutual concern, compassion, sharing, and developing friendships. Indeed, at the very beginning of the Church, people pointed to the Christians and remarked on how they loved one another.”
Are we still living up to that ideal as a people of faith? “Being a leader” so often equates to questions of “who’s in charge?” and “to whom do I report?” These reporting lines are not unimportant in most organizations, but the kind of compassionate leadership fostered by St. Ignatius and so many others extends far beyond organizational charts and into the realm of creating organizations that work always toward the common good, the common goal, and unity of purpose. Leadership that sows discontent, especially within an organization, is not leadership at all, nor is leadership based on a cult of personality of the leader.
Ignatius was strong, yet gentle and flexible, able to adjust to the needs of others. He guided others with love and an intuition that sprang from a life of prayer and awareness. He encouraged others’ strengths while being aware of their sensitivities, emotions, and fragilities. He was a master of fitting the job and his direction to the individual.
So, when we are asked to take on leadership roles and responsibilities within our places of work, worship or service, we might be wise to ask how we can best emulate the care that Ignatius showed to those in his company. Are we leading because we want to be seen as a leader or because we believe we can make those with whom we work feel more important, needed and valued?
Ask yourself:
Am I consistent and fair in my support and affirmation of those who work with me?
Do I nourish life-giving relationships?
Do I cope well with differences and diversity or demand uniformity at all costs?
Do I work to enable and enhance the work of others?
Do I pray for the people I lead?
