Dynamic Leadership Among Bishops

©2025 Victor R. Claveau, MJ

Great bishops are lifted upon the shoulders of priests they helped to build.

One of the most outstanding military leaders in U. S. history was John A. Lejeune. Lejeune heavily influenced the leadership principles that are taught to all marine officers today.

What follows are some of his ideas and leadership principles. I will present them as if he were speaking to the bishops of the United States.

Bishops should act responsibly in every environment. Special trust and confidence is a privilege unique to the bishops—a privilege that must be guarded, maintained, and polished by the superior example of that corps.

In the Marine Corps Manual, Lejeune addressed the special trust and confidence noting: “As a concomitant, commanders (bishops) will impress upon all priests the fact that the presumption of integrity, good manners, sound judgment, and discretion, which is the basis for the special trust and confidence reposed in each bishop, is jeopardized by the slightest transgression on the part of any member of the bishop corps.” The basis for the presumption of good character was the outstanding efforts, sacrifices, and honor of Saints throughout history.

Although the number of bishops is few relative to the overall numbers of the clergy, the influence of the bishop is substantial. The good name and the spirit of the Church is in their hands. They can make it or mar it. Further, one of the implied duties of a bishop is to ensure that every other bishop knows and understands the responsibilities each share. The trust of each and every bishop is intertwined; a single bishop can discredit the others. The preservation of special trust and confidence is an obligation to the bishops as a whole, and transcends the bonds of personal friendship.

Bishops should not be hypocrites; they should never ask their priests to do something that they would not do themselves. Bishops lead their priests primarily by their own personal example. This is not done solely to avoid hypocrisy, which will certainly alienate a bishop from his priests and the laity as well, but leading by example, contributes to a sense of teamwork hewn from shared of bishops and their priests. The periods of interaction between bishops and priests lay at the core of leadership. Priests respond quickly and readily to the exhibition of qualities of leadership on the part of their bishops. Each priest must endeavor by all means in his power to develop within himself those qualities of leadership, including industry, justice, self-control, unselfishness, honor and courage, which will fit him to be a real leader and which will aid in establishing a proper relationship with his flock.

The relationship between bishops and their priests involves caring, trust, and respect. Unlike most civilian work-related relationships, a bishop is entrusted with the very lives and physical well-being of his priests whom he leads. A bishop must be an unwavering moral compass, a role model able to demonstrate by personal example the highest standards of character.

Bishops must be thoroughly cognizant of the destructive impact that an individual lapse in judgment has on all other bishops. Negative perceptions can seriously undermine the presumed sound character earned by bishops in the past. These negative perceptions are lasting and quite difficult to repair.

The bishop should train his priests using the techniques of “teacher and scholar,” or “father and son.” To be sure, bishops should never be arrogant and believe that they are better than their priests. Rather, they should recognize their duty to humbly serve the priests and care for them, through firm but fair leadership. Although in a position of authority, a father or teacher does not humiliate, brutalize, or downplay the worth of his child or student. Similarly, good bishops place more importance on the well-being, success, and recognition of their priests than on their own.