Governance!!! The heavy term conveys more of administration than gentle animation, at least in the present-day corporate and political environment. Whether as Superior or as Director of Works, Governance is a must. In the growing culture of personal freedom (almost bordering on individualism), the deepening sense of democracy and the expanding space for human rights; demanding from subordinates is becoming increasingly difficult. The hierarchical model of authority seems archaic and the collegial pattern more acceptable. Authority endures pressures that can only be lightened by consultations. In fact, terms like ‘superior’ and ‘subjects’ seem questionable. The vow of obedience does not enhance performance as readily as the subsidiarity of profits and gains elsewhere. Motivation, inspiration, patience and charity make their own spiritual demands on those called to govern; and popularity sometimes seems an easy enticement. Loneliness and self-effacement make leadership a challenge to cope with, resulting in undesired suppressions and substitutions, if not sublimated with prayer or integrated by spiritual means. The fatigue may lead the immediate ‘Cura Apostolica’ to overshadow the lasting ‘Cura Personalis’. How then does the governance in the Society of Jesus strive to maintain a balance?

The fibre of Jesuit Governance is essentially spiritual, based on ‘Discerning Love’ (Discreta Caritas) which alone can withstand the onslaught of all demands or dis-eases. Founder Father Ignatius put it categorically in the Constitutions, “…the principle of grace and love which the Holy Spirit inscribes deep within our hearts will be more effective than any rules and regulations.” (No. 134) Whether in the way of making any decision or planning, implementing, monitoring or evaluating; the Jesuit way of proceeding can never surpass the process of Discernment – the presence of the HOLY SPIRIT. This alone elicits obedience (great desires) from those called to obey and this alone enables the authority to command without demanding.

Chris Lowney, the former Jesuit and CEO of many a corporate giant, calls Ignatian leadership a ‘Love Leadership’ reminding “Jesuit managers to govern using ‘all the love and modesty and charity possible’ so that teams could thrive in environments of ‘greater love than fear’.” (Heroic Leadership, Pg. 32)

Finally, how could the Ignatian art of ‘grace and love’ filled governance be complete without contemplation – the ardent praying like the disciples with Mary at the coming of the HOLY SPIRIT that set them ablaze with a MISSION?

Vinayak Jadav, SJ