The praise and worship team
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Religious organisations in South Africa are empowering youth to take on leadership roles, bridging generational gaps, and preserving cultural traditions through innovative strategies.
DESPITE challenges of the "reluctance" of some religious leaders to allow the youth to lead religious organisations, organisations are implementing new strategies to foster cultural preservation and bridge generational gaps.
Dr Yusuf Patel, secretary general of the United Ulama Council of South Africa, said there were several challenges that Muslim organisations faced in this regard, including the lack of interest among youth to take on leadership roles and resistance to change from older members.
“We also have the challenge of insufficient training programs. Additionally, some organisations struggle with defining clear pathways for succession planning. Many religious organisations do have succession plans that outline strategies for leadership transition. These plans may involve identifying potential leaders from within the community, providing them with training, and gradually involving them in leadership roles to ensure a smooth transition,” he added.
Patel said Muslim organisations often engaged in various initiatives that included outreach and educational programs and workshops, aimed at keeping the Muslim identity and culture alive.
“Religious organisations are in some cases being held back from empowering the youth due to them not passing on the baton for youth to lead the main organisations and not just the youth wing,” he added.
Patel said youth involvement varied in each organisation.
“If older members are reluctant to share leadership roles, it could hinder youth empowerment and limit their engagement. Therefore youth involvement varies by organisation. Some are actively engaged and eager to assume leadership roles, while others may feel disconnected or lack the confidence needed to lead.
“Challenges include generational gaps in understanding, differing priorities between youth and older members, lack of relevant training and mentorship, and sometimes a perceived lack of support from leadership for youth initiatives,” he said.
He added the council had developed strategies to uplift youth.
“We have empowerment strategies that often include mentorship programs, skill development workshops, leadership training, and opportunities for youth involvement in decision-making processes. Scholarships and educational support are also common,” Patel said.
Professor Brij Maharaj, deputy president of the South African Hindu Maha Sabha, said in the 21st century, the youth “demand logic and rationality rather than blind faith".
“We are actively involved in curbing the issue of the reluctance of senior officials to share leadership responsibilities by integrating young adults into leadership roles beyond youth wings.
“Sometimes, the reluctance of senior officials to share leadership responsibilities and the general public's preference for attending religious events without administrative involvement can also contribute to a stagnant leadership environment.
“However, through a deliberate and transparent succession model, the sabha ensures that youth are given a voice and involved in governance, strategic decision-making, and national-level representation. A concerted effort has been made to ensure that one-third of the management committee is under 35,” he added.
He said the commitment to having at least one-third of the management under age 35 was not just symbolic, but served as a practical model of youth leadership in action.
“This helps create a pipeline of capable and inspired young leaders ready to take on the full responsibilities of leadership. To keep Hinduism alive among the youth, we actively mentor youth by ensuring that all sub-committees have young members.
“We support their participation in national representation, workshops and conferences, ensuring that young adults are equipped with traditional knowledge and modern leadership skills. We have also embraced social media, which provides a valuable platform to reach out to the youth, where we explain in simple English the relevance and significance of different festivals and rituals. Since the Covid-19 lockdown, we have been hosting a series of workshops, which have been anchored by the youth and can be viewed on our website and Facebook page,” Maharaj added.
He said well-governed organisations have smooth succession plans that draw from the existing executive or management committees.
“This approach favours stability and continuity, is determined by legitimate members/affiliates, and ensures that organisations cannot be captured for nefarious purposes. Over the past decade, the sabha has hosted good governance workshops in Gauteng and KZN with its affiliates in different regions to promote good governance and management of Hindu religious and cultural organisations.
“The focus of the workshops included legislative, constitutional and financial compliance; democratic decision-making; public accountability, conflict resolution, diversity management, gender equality, succession planning incorporating youth in management, and scriptural compliance.
“But sometimes, there can be a lack of meaningful engagement opportunities and difficulties in negotiating the cultural and generational gap between youth and temple elders. This can be overcome by fostering a culture of trust, respect and open communication, which can help young leaders feel comfortable sharing their ideas and concerns.
“In a nurturing environment, youth leaders should have empowering opportunities to foster their spiritual growth, provide practical leadership experiences and skills, create opportunities to serve and contribute, participate in collective decision-making, and learn from mistakes,” he added.
He said to sustain the vibrancy and relevance of Hindu culture, deliberate and transparent efforts must be made to pass on leadership roles, beyond symbolic youth wings, to ensure that young people are participants and custodians of the tradition.
“There is diversity of interactions within a temple environment – trustees, executive members, management committees, priests, devotees, donors, etc - and there is some possibility for differences and conflict in each hybrid-grouping.
“Sometimes leadership contests can lead to divisions and conflict, often driven by inflated egos, which is forbidden in Hinduism. The challenge for leadership is to look for common ground and consensus, which requires the promotion of righteousness as per the moral and ethical ideals enshrined in Hindu scriptures.
“Establishing a supportive environment, devoid of hostility, fosters spiritual development and inspires confidence in young leaders, who will feel valued and learn from experienced mentors. The sabha has demonstrated that young people rise to the occasion with the right mentorship and inclusion,” Maharaj added.
Reverend Cyril Pillay, head of the Spiritual Crime Prevention Forum, said youth were actively involved in Christian organisations and were “taking their place” at heads of various organisations.
“Christianity is not rooted in culture or tradition, it is more than a series of rituals that pass between generations. Christianity is rooted in encountering the life changing power of Jesus and experiencing what He can do in one's life. Organisations facilitate these encounters for each generation in a variety of programs and age-appropriate teachings which help strengthen and build people from all walks of life, and in whatever season they may find themselves.
“There is always room for more people to serve in churches and youth are always invited to the table to serve God. In God's kingdom the leadership model is one of servanthood. No person can enter into this space and expect to lead an army of volunteers or people based on charisma or position. Leadership in church life is one that has endured seasons and learnt how to serve God's people in a love centric way. Once a servant has learnt to put aside their own desires and ambitions God will make room for them to lead His people with wisdom,” he added.
Succession planning, Pillay said, was linked to leadership mentoring and the readiness of a person to lead spiritual organisations.
“There is an attack on the identity of the youth today. The world is desperately trying to influence what they should be. The uncertainty of our God given roles and image needs to be addressed. The youth need to recognise that we are empowered to be carriers of God's glory and showcase that in however God intends us to do so.
“Churches host various teaching and mentorship programs which help strengthen the next generation and give them a baseline to cultivate their own personal relationship with God. This is how we plan for the youth to succeed us in our churches.
“Many religious organisations do have succession plans in place through a series of mentorship and armour bearer training. Our model follows that of the Bible where servant leaders attach themselves to the chosen steward and increase their own spiritual walk and faith.
“No journey is without challenges. However we may plan but in the end the Lord's plan will always prevail. God will appoint who He has set aside to lead his people in each generation. We need the wisdom and direction of the older generation and the strength and zeal of the younger generation in order to achieve what God has planned for His Church,” Pillay added.
“Youth are mentored to lead and they are taking their places in churches, leading the church bands and pursuing Bible studies. Despite minor challenges, the youth are claiming their spots on the pulpit and are driving forces for praise and worship teams. We hope to see more youth heading churches and there is support for them from organisations such as the Spiritual Crime Prevention Forum,” Pillay added.