A New Model for Leadership
We will look at a new model for leadership as border care—building bridges and serving as messengers or ambassadors to separated groups, trying to find a way to the common good. We will look at language care—finding trade languages and a generative grammar to defuse the culture wars. And we will look at various means of stewardship of the wider ecosystem of our culture, including the cultivation of artists and business leaders who can be the custodians of culture.
Makoto Fujimura in Culture Care
After spending thee decades of vocational years immersed in leadership development—from pastoring to crafting curriculum in Mongolia to leadership development through Growability®—I've come to a somewhat uncomfortable realization:
Most of today's leadership writing gives me the "ick."
Leadership is my everyday work. But the more I engage with modern leadership literature and methodologies, the more I see how many of our current models perpetuate problematic dynamics, even when wrapped in positive-sounding packages.
“Servant leadership," for example.
This is popular in church circles, and on the surface, it sounds admirable. "Leaders eat last," as the saying goes. I don’t argue with that. But there's a crucial blind spot in this framework: "servant leadership" carries very different connotations depending on who hears it — or who’s urged to practice such.
For those who have historically held positions of power and privilege, the idea of becoming a "servant leader" represents a noble choice to step down from their pedestal. But for women, people of color, and others whose cultural heritage includes histories of forced servitude, this is a leadership framework which feels less like empowerment and more like a reinforcement of historical power dynamics. The very language we use to describe "good leadership" often unconsciously perpetuates the systems we're trying to transform.
Could we lead better?
Is there a better way to develop leaders?
It’s time to explore a different paradigm.
Generative leadership is about creation, nurturing, and multiplication rather than service, power, and control. Think of it like a garden. A generative leader doesn't just maintain what exists—they create conditions for fresh growth. They don't just serve the garden—they understand its ecosystem, nurture its potential, and help it develop into something more vibrant than before. This is the model we use at Growability® for developing business and nonprofit leaders globally.
Today’s economy is divisive and degenerative by default. Tomorrow’s economy must be distributive and regenerative by design.
Kate Raworth in Doughnut Economics: 7 ways to Think Like a 21st Century Economist
Leadership Lessons From Hobbits
J.R.R. Tolkien's stories help me understand this leadership model better than most leadership books. (Which is why I write these weird Tolkien-themed, literature-heavy essays about leadership, creativity, and spirituality.)
The stories of Middle-Earth are stories of generative leadership in action. Gandalf never seeks to control or dominate but works to awaken potential in others. He doesn't just serve the hobbits or the Fellowship; he creates conditions where they can discover their own strength and wisdom. Galadriel maintains and nurtures the growth of Lothlórien while empowering others to find their path. The Hobbits themselves live out generative leadership, the opposite of toxic power grabs
Tolkien characters show what generative leadership is all about:
Creating environments where others can grow and flourish
Nurturing potential rather than demanding compliance
Building systems that multiply positive impact
Empowering others to discover and use their unique gifts
Fostering resilience and adaptation rather than rigid control
This stands in stark contrast to toxic leadership, which often masquerades as strength but depletes the people and systems it touches. Toxic leadership takes many forms—from obvious authoritarianism to subtle manipulation—but its common thread is that it diminishes rather than generates. It’s the stuff of dark lords and tyrants.
Generative leadership is where much of my thinking sits these days. I'm currently working on a book exploring how this leadership model can transform various spheres of life—business, faith communities, families, and broader culture.
But I don't want to explore this alone. I hope you’ll join me, as well.
I’m convinced this is critical and the time is now.
Understanding and implementing generative leadership is crucial for our current moment. We're facing global challenges that require us to move beyond traditional power structures and find ways to generate positive change. We need leadership that doesn't just maintain or serve or power-grab — but actively creates new possibilities.
What does generative leadership look like in your context?
How have you seen it work—or fail?
What questions do you have about implementing this approach?
This doesn’t need to be just theory—it's about transforming how we lead in every aspect of our lives.
It’s also about remembering:
You’re doing better than you think.
