Justin Welby (68) didn’t want to quit. But in the end the pressure was too much. After covering up allegations of an abuse scandal, the former head of the Anglican Communion announced on social media on Tuesday evening that he was resigning. “It is very clear that I must take personal and institutional responsibility for the long and re-traumatic period between 2013 and 2024,” the statement said.
Welby and the Anglican Church of England are heavily blamed in the “Makin Report” investigation into abuse within the church, published a few days ago. Church of England failed to deal with serial abuser, findings show. Accordingly, Welby knew about the decades of abuse by an assistant in church youth camps since 2013. However, nothing was done to clarify the issue.
Lawyer, manager and pastor
Welby is likely to have achieved world fame by May 2023 at the latest when he met Charles III. crown He changed careers in the church. The lawyer, oil manager and family man was ordained a priest only in 1993. The former financial expert for the group “Elf Aquitaine” stands for a sense of reality, quick understanding and cosmopolitanism. The professional training was impressive: school leaving certificate from Eton; law and history in Cambridge and Dublin; Manager positions in Paris and London to finance oil production projects in Nigeria.
Bild: ©picture alliance/empics/Victoria Jones
Archbishop Justin Welby speaks to members of the press in London.
The accidental death of his young daughter, one of his six children, brought him closer to God. In 1989 the radical reorientation: a study of theology, priest and Dean of Liverpool Cathedral. The unusual path of his life brought him to the bishopric of Canterbury in 2013. Thus he became the primate and honorary leader of up to 85 million Anglicans worldwide. Welby’s pastoral career includes periods in socially disadvantaged areas. To this day, people there admire his winning personality, his friendliness and his persuasiveness.
Doubt of God
Welby’s post-management career does not imply any ideological affinity for the financial sector; quite the opposite. He sits on the Banking Supervision Committee in the House of Lords in Britain. He rejects a cap on bankers’ bonuses: the industry certainly knows how to avoid such lawn-mowing methods. Instead, he set up a “temporary monastery” for potential financial managers in his London office. This type of community should allow them to study ethics and philosophy, to pray and work, and to think deeply about themselves and their motivations.
Of course, such hands-on thinking does not protect even a church leader from doubting God. Welby said this in 2015 after the Islamic attacks in Paris - and also gave it an autobiographical justification: It was there that he and his wife Caroline experienced their happiest time.
Bild: ©KNA
Archbishop Justin Welby of Canterbury talking to Pope Francis at the Vatican.
Many people still believe that leaders should not show weakness or admit to being hurt. Welby does it differently, and he does it consistently. Depression, a prodigal child and a tendency towards alcoholism: which famous person published this whole pack? In 2019 and again a few weeks ago on World Mental Health Day, the prime minister spoke openly about his battle with depression and his use of anti-depressants. In 2018 he realized he needed help – even if it wasn’t easy.
The biological father was Churchill’s right-hand man
And that was by no means Welby’s only transgression. In 2016, at the ripe old age of 60, he discovered through DNA testing that he was the illegitimate son of former Prime Minister Winston Churchill’s private secretary. Head of the established church of England as a result of an affair under the influence of alcohol? The Primate took the situation confidently – and earned great respect.
It was a “complete surprise”, says Welby, to discover that his biological father was not Gavin Welby, but Anthony Montague Browne, who died in 2013 and was Churchill’s right-hand man from 1952 to 1965. But his experience is typical for many people, especially from families with difficulties and addiction problems. The bishop unequivocally admits that his parents were alcoholics and that his childhood was “chaotic.” His mother, Lady Williams of Elvel (1933-2019), had been sober since 1968. When Welby took office, he revealed that he let his wife watch his alcohol consumption.
By Katrin Gänsler and Alexander Brüggemann (KNA)
Interview between Time.news Editor and an Expert on Church Leadership and Accountability
Editor: Good morning, and welcome to Time.news. Today, we have a special guest—Dr. Patricia Collins, an expert in church leadership and ethics. We’re here to discuss the recent resignation of Justin Welby, the former Archbishop of Canterbury, following the fallout from the Makin Report regarding abuse allegations in the Church of England. Dr. Collins, thank you for joining us.
Dr. Collins: Thank you for having me. It’s a pleasure to be here, especially for such an important discussion.
Editor: Let’s dive right in. Justin Welby stated in his resignation that he needed to take “personal and institutional responsibility” for the prolonged suffering experienced by victims. What does this statement say about the culture within religious institutions, particularly in relation to accountability?
Dr. Collins: That statement is quite telling. It reflects a growing recognition within religious institutions that leaders must acknowledge and take responsibility for failures in addressing abuse and misconduct. The culture in many traditional organizations has often discouraged transparency, but cases like this are pushing for a shift towards greater accountability and acknowledgment of harm.
Editor: Indeed, and the Makin Report’s findings indicate that Welby was aware of the issue as far back as 2013 yet didn’t take action. What implications does this have for the future of church leadership and governance?
Dr. Collins: This type of inaction can undermine trust, not just within the church, but also with the public. Future leaders in the church will likely need to prioritize ethical decision-making over institutional loyalty. This incident underscores the necessity for robust safeguarding policies and an environment where victims feel safe to come forward.
Editor: Welby’s journey from a business executive to a religious leader is fascinating. He has a diverse background but ultimately took a role that involves spiritual leadership. How does his past influence the expectations we have of him as a church leader?
Dr. Collins: His background certainly adds layers to how he approached his leadership role. On one hand, his experience in the corporate world might have given him insights into organizational management, but it also raises questions about his priorities. It’s crucial for leaders in religious institutions to embody a pastoral approach, which sometimes clashes with business pragmatism. Ideally, they should merge both perspectives to foster ethical frameworks.
Editor: You mentioned pastoral approaches, which Welby appeared to embrace during his tenure. However, there have been calls for reforms following his resignation. What kind of changes do you think are necessary for the Church of England to regain trust?
Dr. Collins: Honest reflection on past actions is essential. The Church must implement comprehensive reforms, including independent oversight in abuse cases, better training for clergy and laity on safeguarding, and opportunities for open dialogues about failures. Healing won’t happen overnight, but establishing new norms around accountability will be a crucial first step.
Editor: It’s clear that leadership in religious institutions requires a delicate balance of authority, empathy, and accountability. As we look toward future leaders, what qualities should they embody to navigate the challenges we’re seeing today?
Dr. Collins: Future church leaders must be transparent, accessible, and deeply committed to ethical practice. They should prioritize communication and connection with their communities while fostering an inclusive environment for dialogue. Additionally, a strong moral compass and an ability to listen to dissenting opinions will be vital in rebuilding trust within the church.
Editor: Thank you, Dr. Collins. Your insights into the intersection of faith, ethics, and leadership are invaluable, especially in light of recent events. As we await further developments in this story, it’s clear that the transition in leadership signifies a pivotal moment in the history of the Anglican Church.
Dr. Collins: Absolutely. Thank you for having me and for addressing such an important topic.
Editor: And thank you to our viewers for tuning in. We’ll continue to cover this developing story and the broader implications for faith communities worldwide.