The February 2007 issue of the Harvard Business Review includes an article titled "In Praise of the Incomplete Leader" (Deborah Ancona, Thomas W. Malong, Wanda J. Orlikowski and Peter M. Senge) that was reprinted here.
“In today’s world, the executive’s job is no longer to command and control but to cultivate and coordinate the actions of others at all levels of the organization. Only when leaders come to see themselves as incomplete—as having both strengths and weaknesses—will they be able to make up for their missing skills by relying on others.”
sensemaking (understanding the context in which an organization and its people operate),
relating (building relationships within and across organizations),
visioning (creating a compelling picture of the future), and
inventing (developing new ways to achieve the vision).
Few, if any, leaders are skilled in all four capabilities. In fact, they argue that the most effective leaders accept being incomplete. But they don't just stop there. They understand their own weaknesses and compensate for them by identifying/recruiting team members who bring those needed strengths to the table.
“It’s the leader’s responsibility to create an environment that lets people complement one another’s strengths and offset one another’s weaknesses. In this way, leadership is distributed across multiple people throughout the organization.”
“Even the most talented leaders require the input and leadership of others, constructively solicited and creatively applied...It’s time to celebrate the incomplete—that is, the human— leader.”
Maybe it's time to celebrate the less than omni-competent pastor too!
But he (the Lord) said to me, 'My grace is sufficient for you, for my power is made perfect in weakness.' Therefore I will boast all the more gladly about my weaknesses, so that Christ's power may rest on me" 2 Corinthians 12:9 (NIV)