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LEADERSHIP DURING A LOCKDOWN management to apply them in pastoral or religious contexts. Rojas and Alvarez? argue that while these fields share some features, such as the need for vision, influence, and decision-making, their foundational goals, values, and operational dynamics are fundamentally different. For instance, managerial leadership often emphasizes metrics, performance outcomes, and organizational growth, whereas pastoral leadership may prioritize relational depth, spiritual care, and the moral and ethical dimensions of leadership. Leadership and spirituality have often been treated as distinct and independent areas of academic study, with only limited exploration oftheir interconnectedness. Bindlish, Dutt, and Pardasani" highlight this separation, noting that leadership research tends to focus on concepts such as influence, decision-making, organizational effectiveness, and the development of skills and strategies to achieve specific goals. On the other hand, spirituality is generally studied in the context of personal growth, values, inner meaning, and the transcendental dimensions of the human experience. Barentsen" highlights hybrid professionalization in pastoral leadership, with the religious leader acting as entrepreneur, sense-making guide, shaper of culture, and identity artist; this illustrates models of modern and postmodern leadership. Barentsens hybrid model reflects both modern leadership, with its focus on structure, strategy, and tangible outcomes, and postmodern leadership, which emphasizes adaptability, relational dynamics, and meaning-making. This perspective underscores the unique and complex challenges faced by pastoral leaders, requiring them to blend traditional spiritual responsibilities with the adaptive skills of contemporary leadership. It also calls for a reevaluation of leadership development in religious contexts to prepare leaders for this diverse and dynamic role. The concept of quiet leadership has gained traction in recent decades", with works emphasizing the power of subtle, thoughtful influence rather than loud, directive authority. Badaracco” argues that effective leadership is often demonstrated through small, incremental decisions that align with ethical integrity and long-term organizational success. Quiet leaders operate with pragmatism, recognizing the constraints of complex environments and the need for careful, B R. Rojas — J. Alvarez: The challenges of pastoral leadership: Concepts and practice. AuthorHouse, 2012. P. Bindlish — P. Dutt — R. Pardasani: From growing convergence of spirituality and leadership towards a unified leadership theory. Journal of spirituality, leadership and management, 6(1), 2012, 3-23. J. Barentsen: Practicing religious leadership. In The Routledge companion to leadership, Routledge, 2016, 282-299. E.g. J. Badaracco: Leading quietly: An unorthodox guide to doing the right thing. Harvard Business Press, 2002; Rock: Quiet leadership; and A. Mahadevia: Quiet Leader, Loud Results: How Quiet Leaders Drive Outcomes that Speak for Themselves. Post Hill Press, 2022. Badaracco: Leading quietly. m a m S s ]5 e
