Overfunctioning leaders inhibit differentiation and further dependency and enmeshment.

This entry is part 116 of 118 in the series Diagnosis, Dialogue, Decision: A DMin Project

American small groups and cells have a tendency to develop a super competent leader who “does it all” surrounded by dependent, seemingly incompetent learners. This take charge “CEO” cell leader overfunctions in the cell event rather than equipping the others to discover and practice their ministries. Task oriented “hero” leaders in America can consolidate power around themselves and focus group members on self-enrichment rather than ministry to one another and to persons outside the cell. Overfunctioning leaders inhibit differentiation and further dependency and enmeshment.[1]





[1] The quote is a selection from David O. Kueker’s Fuller Seminary Doctor of Ministry project submitted in September, 2007, entitled Diagnosis, Dialogue, and Decision: A Threefold Process of Revitalization For the Illinois Great Rivers Conference.
It is shared here in recognition of its 12th Anniversary along with comments to update and provide perspective on the material. The original project was a Training Manual/Study Guide of three Seminars supported by three chapters of research and an Introduction. The material is available for download at www.disciplewalk.com/Resources.html. In 2009 it was provided for purchase as a softcover book entitled Designing Discipleship Systems: Christian Disciple Making For Any Size Church, Any Theology through CreateSpace.com.

[2][3] [4][5] [6][7] [8]

All Scripture quotations are from the Revised Standard Version of the Bible, copyright © 1946, 1952, and 1971 National Council of the Churches of Christ in the United States of America. Used by permission. All rights reserved. Please review the page How and Why We Use Quotes.

[1]M. Scott Peck, The Different Drum: Community Making and Peace (New York: Touchstone, 1987), 115-119. For more on overfunctioning, see Edwin H. Friedman, Generation to Generation: Family Process in Church and Synagogue (New York: The Guilford Press, 1985), 21-23, 42, 47-50, 79, 142. For more on the problem of “hero leaders,” see Peter M. Senge et al., The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (New York: Doubleday, 1999), 10-21.

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