The world is facing an unprecedented crisis due to the novel coronavirus. In English, the word for disaster is disaster, derived from the Latin dis- (negative) and astro (star). Imagine a night sky without stars—it would be utterly dark. In such darkness, a leader serves as the source of light. In other words, leadership is revealed in moments of crisis. A crisis, then, is not merely a challenge—it is the prime opportunity for a leader to demonstrate leadership.
History provides vivid examples. During the American Civil War, a nation fractured by conflict over slavery saw the rise of Abraham Lincoln. In the darkest days of World War II, Winston Churchill shone as a beacon of resolve. In the corporate world, when Chrysler teetered on the brink of bankruptcy despite once being one of the Big Three American automakers alongside Ford and GM, Lee Iacocca assumed the presidency and turned the company’s fortunes around. Interestingly, Iacocca’s move to Chrysler was itself born from personal crisis: while excelling as president at Ford, he became a perceived threat to Henry Ford II and was ultimately dismissed. After losing his position, he seized an opportunity at Chrysler and created a legacy. Crises, therefore, can be the “great opportunities” that leaders are uniquely positioned to welcome.
To lead effectively during a crisis, the first task is to analyze the situation with precision. Just as people rely on a lighthouse to navigate a starless night, they follow leaders who can offer clarity based on sharp analysis. Without such insight, a leader cannot chart a course of action. So, what is the coronavirus, Covid-19, in its essence? It is a contagious disease. Emerging in late 2019 in Wuhan, China, it spread rapidly: by January 29, 2020, more than 6,000 cases had been reported across China, posing a greater threat than SARS had years before. Two months later, by 10 p.m. on March 29, the virus had infected 722,435 people worldwide and claimed 33,997 lives—a number that continues to grow at an exponential rate.
Understanding the nature of the crisis informs our response. Because it is contagious, the virus requires limiting gatherings. Misunderstanding this could lead to catastrophic outcomes. Some leaders have framed restrictions on gatherings as an infringement on religious practice, arguing, for example, that government intervention prevents church services. But what is the essence of worship? Is it merely assembling under a church roof? Jesus’ words in John 4:21—“…neither on this mountain nor in Jerusalem…” —emphasize that physical location is not the heart of worship. Even when the temple in Jerusalem was destroyed, and Jews were exiled in Babylon, worship persisted in spirit. The Old Testament also provides guidance for public health: Leviticus 13 instructs priests to quarantine individuals exhibiting symptoms of contagious skin diseases to protect the community, even if it means temporarily restricting their participation in communal worship. Today, when we cannot know who may carry the virus, temporarily substituting communal worship with alternative forms is not only prudent but also aligns with biblical principles. Strictly speaking, governments are not forbidding worship; they are restricting public gatherings for the common good.
Once the crisis is understood, a leader must devise solutions that require insight, flexibility, and creativity. As 1 Chronicles 12:32 describes the “men of Issachar… who understood the times and knew what Israel should do,” leadership is fundamentally about influence, and influence requires vision. Today, the shift to online platforms is undeniable. Education, already 70% online in many contexts, is now fully digital; most workplaces have transitioned to remote work. Organizations unprepared for this shift risk failure. As Darwin observed, survival favors those who adapt most effectively, not necessarily the strongest or the smartest.
If we are still debating the theological legitimacy of online worship rather than implementing it to sustain ministry, we may be thinkers—but we are not leaders. Leaders adapt themselves to fulfill their responsibilities. Ordinary leaders lament that small congregations lack the resources to deploy technology. Creative leaders, by contrast, leverage widely available tools—smartphones, KakaoTalk, YouTube, Facebook Live—to engage meaningfully with their communities. Some have even implemented drive-in services. Flexibility and creativity are essential to leadership in times of crisis. Moreover, the crisis presents an opportunity to establish online ministry platforms, empowering households and individuals to assume spiritual leadership in ways that transcend traditional church-centered models. Online platforms may even catalyze a “second Reformation” of religious engagement.
Resurrection presupposes death. Without the crisis of Jesus’ death, there would be no joy in resurrection. Likewise, the coronavirus crisis can serve as a catalyst for renewal in ministry. Leaders shine brightest in moments of crisis.