Abstract
The aim of the paper is to focus on leadership styles exercised by Pentecostal leaders in Zimbabwe. The target population was divided into three main groups; the founders, the leaders and the members of Pentecostal churches in Zimbabwe. Depth interviews and questionnaires were used on six founders, three hundred and fifty leaders and nine hundred members. The leadership style of the founders was found to be transformational while that of the leaders was democratic. The dominant leadership style as reported by members was supportive. The study extends/applies the study of leadership styles from business organisations to church organisations. The study enabled the creation of leadership models that can be applied to both church and business organisations for growth. An in-depth study on the leadership styles practiced by Pentecostal churches in Zimbabwe clarifies on the reasons of growth experienced in the churches. Key words: Democratic leadership, founders, leaders, supportive leadership and transformational leadership.
Highlights
The study is unique in that it cascades business leadership models to Pentecostal churches in Zimbabwe. Means (1989, p.66) identified five attributes of leaders
The conclusion was guided by the research objectives and the related findings. These were divided into three main categories; leadership styles, growth strategies, sustainability and succession plan
The findings reveal transformational as the overall leadership style of the founders
Summary
The study is unique in that it cascades business leadership models to Pentecostal churches in Zimbabwe. Means (1989, p.66) identified five attributes of leaders. Means (1989, p.66) identified five attributes of leaders. The first is that leaders listen and have a passionate desire to understand the needs of followers. The second attribute is that leaders build a team by creating a strong sense of synergy, active participation and developing and nurturing followers. The third attribute is that a leader inspires those that follow him/her by recognizing their needs, rewarding them where necessary and building them to full potential. A leader balances priorities which can be analysed from three dimensions, personal (the individual), social (the group) and production (the job). The ability of a leader to balance these three aspects is crucial to the well-being of all players in an organisation and to one’s type of leadership
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