Abstract
Cognitive and Cultural Anthropology have had a significant impact upon missiology. Douglas McConnell applies these to the challenges facing intercultural Christian organizational leadership. In particular, McConnell examines the intersection of human nature and culture both individually and corporately; i.e., we are physical beings who are physically embodied, culturally embedded, and yet narratively ordered. McConnell’s book then weaves three strands to encourage, inform, and enable leaders of Christian organisations to apply the insights of cultural studies in intercultural and globally diverse settings.
McConnell’s approach to his material begins with analysis of cultural and cognitive anthropology to address specific leadership challenges, which is then supplemented by case studies written by various leaders that address intercultural challenges they have faced in their own institutions. This begins with looking biblically and theologically at the Mission of God and the constant of that mission being physically and culturally embedded within given contexts. Thus, then requires the effective leader of organisations to at once be committed to the mission of God and one able to effectively navigate the complexity of culture and cultural difference. What then follows is and examination of what cultural and missiological understanding can offer leaders who find themselves in complex intercultural organisational settings. He begins by looking at new insights arising from the intersection of human nature and culture and how they relate to institutions. In particular, McConnell is interested in how these insights form and impact the individual and organisational processes. He goes on to look at the cognitive relational process of imitation and leadership and organisational development. This then moves into the areas of authority, responsibility and accountability within intercultural organisations and the challenges of building trust when cultural expectations may differ across an organisation with various cultures and subcultures in place. Finally, McConnell turns to systems approaches to organisational leadership in light of the intercultural reality of global institutions. McConnell then sums up the work by reviewing the seven key concepts of the book.
The strength of this work owes much to McConnell’s own experience as a leader of intercultural mission institution. His practical experience provides an excellent perspective as to how cognitive and cultural insights can help leaders apply sound missiological thinking to practical challenges they face in their organisations. His use of case studies provides practical examples of intercultural challenges and allow the key points of each chapter be applied and analysed in light of real-world challenges faced by global leaders. Especially helpful are the questions at the end of each chapter that allows the reader either individually or as part of an institutional team to review their own leadership style and practice so as to improve their own missional leadership and organisational development.