Leadership Lessons for Executive Pastors from Dwight D. Eisenhower

In a recent article titled From the Morning Read, the author reflects on insights gained from Susan Eisenhower’s book, How Ike Led: The Principles Behind Eisenhower’s Biggest Decisions. Susan Eisenhower, the granddaughter of President Dwight D. Eisenhower, offers a rare, intimate perspective on the leadership of a man who navigated some of the most critical moments of the 20th century.

The article highlights two leadership principles drawn from Eisenhower’s example—keeping your feet still and evading emotion. Both are profoundly relevant for executive pastors who are tasked with leading churches through seasons of uncertainty, conflict, or change.

Keeping Your Feet Still

The article recounts the Cold War moment when the Soviet Union launched Sputnik in 1957. Public panic erupted. Critics accused Eisenhower of leaving the nation vulnerable to nuclear attack. Advisors urged him to calm fears by disclosing America’s U-2 reconnaissance program, which gave him the “real picture” of Soviet capabilities. But Eisenhower refused. He understood that rushing to appease critics would compromise a critical national security advantage. Instead, he stood firm, confident in the facts, even when others could not see what he knew.

As executive pastors, we face moments when criticism, confusion, or congregational anxiety demands quick, visible action. It is tempting to react hastily in order to quiet fears—whether in staffing challenges, financial concerns, or ministry direction. But leadership often requires us to plant our feet firmly.

Keeping your feet still does not mean avoiding action. It means resisting the urge to move prematurely. It means leading with conviction, anchored in the mission God has given the church, even when the pressure to appease is strong. Like Eisenhower, the executive pastor often has access to the “real picture”—a broader perspective of staff dynamics, financial realities, or long-term vision that not everyone can see. Our responsibility is to lead from that clarity, not from the noise.

Evading Emotion

The second lesson drawn from Eisenhower’s leadership is his ability to set aside emotion in decision-making. While Eisenhower surely felt the frustration of constant criticism, he did not let anger, fear, or defensiveness drive his choices. History shows him consistently making calm, calculated decisions, even in high-stakes moments like D-Day and the Cold War.

Church leadership is filled with emotion—both positive and negative. The joy of baptisms, the inspiration of worship, and the excitement of growth can tempt us toward rash optimism. On the other hand, conflict, complaints, and setbacks can push us toward reactionary decisions born of frustration or fear.

Executive pastors must learn to “evade emotion” in the decision-making process. This does not mean becoming cold or unfeeling; it means recognizing that emotion clouds judgment. As shepherd-leaders, we honor emotions in pastoral care, but when it comes to charting strategy, hiring staff, or handling conflict, wisdom demands a steady hand. A church led by reactionary decisions is a church always chasing the moment, rather than pursuing God’s mission.

Applying Eisenhower’s Example in the Church

Eisenhower’s leadership illustrates a paradox: the most effective leaders are often those who resist the urge to prove themselves in the moment. As the article points out, President John F. Kennedy received credit for casting the vision of putting a man on the moon, and Richard Nixon celebrated the fulfillment of that vision. But it was Eisenhower, in 1958, who had created NASA in the first place—quietly, without fanfare, in the midst of criticism over Sputnik.

For executive pastors, this is a powerful reminder. Some of our best leadership decisions will not yield immediate applause. In fact, they may invite criticism. But faithfulness to the real picture—God’s mission, sound organizational health, wise stewardship—will, in time, bear fruit.

The Apostle Paul’s words in Galatians 6:9 come to mind: “Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up.” Keeping our feet still and evading emotion are not strategies of inaction, but disciplines of faithful leadership.

Conclusion

Susan Eisenhower’s How Ike Led offers timeless lessons from her grandfather’s presidency, and the Morning Read article brings them to life with practical clarity. For executive pastors, Eisenhower’s example is a call to steady leadership:

• To hold firmly to the real picture when critics and circumstances pressure us to compromise.

• To set aside emotion when making decisions, choosing clarity over reaction.

• To lead for the long term, even when the immediate reward is absent.

In times of uncertainty, the church does not need leaders who chase headlines or react to every gust of criticism. It needs leaders who, like Eisenhower, remain steadfast, committed to truth, and willing to wait for the fruit that comes from faithful leadership.