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Rabbi Tovia Ben-Chorin was born on 15 September 1936 in Jerusalem, the son of journalist and religious scholar Schalom Ben-Chorin (formerly Fritz Rosenthal) and artist Gabriella Rosenthal, the couple having moved from Germany to Palestine in 1935. He graduated with a BA in Bible and Jewish studies from the Hebrew University, Jerusalem and was ordained as a rabbi by Hebrew Union College-Jewish Institute of Religion in Cincinnati in 1964. He served initially as a rabbi in Israel in Ramat Gan, then in Manchester Reform Synagogue, Jackson's Row (1977–81), and from 1981 to 1996 at the Har El congregation in Jerusalem, which he had helped to establish with his father and stepmother, and which became the ‘mother community’ of today's Israel Movement for Progressive Judaism (IMPJ). During this period, he established the Israeli Progressive Youth Movement and guided the ‘ garin ’ which established the second Reform kibbutz in the Arava, Kibbutz Lotan. He has written that ‘wanderlust’ led him to become the rabbi of Or Chadash congregation in Zurich (1997–2007) and subsequently Berlin's Pestalozzi Strasse Liberal synagogue from 2009 to 2015, and to a small congregation in St Gallen in Switzerland where he served until his death.

This study investigates the use of a hybrid leadership style in three kibbutz factories—two in privatized communities and one in a cooperative community. The factory leaders integrate multiple leadership styles in managing their enterprises. This blended style reflects a hybrid approach to management that has democratic and autocratic elements as well as a transformational leadership style that is also community-oriented. The goals of the managers are to make the factory operations sustainable while remaining loyal to communal values. We conducted 75 interviews in the three kibbutzim with individuals from various ranks, ranging from senior leadership to production workers. In addition, to supplement the information, we analyzed organizational documents, including internal newsletters, reports, and booklets summarizing 50 years of activity, as well as news articles that provided up-to-date information on business transactions that contributed to the success of the kibbutz industries. The result identified a hybrid style that combines the communal, transformational, and democratic or autocratic styles. Many features of communal leadership were evident in the practices of kibbutz members rather than those of outsiders and by strategies focused on maintaining the industry for kibbutz members in the long run and an egalitarian communal style. The hybrid style contains democratic features such as transparent and open communication, and a transformational style was also found in key components of this leadership style, including innovation, professionalism, dynamism, adaptability to environmental changes, and human sensitivity.

[...]the communal method is usually adopted in an early stage or crisis because of its promises of security, solidarity, and survival. [...]as an organizational structure, communal living is a regulated lifestyle intentionally created and maintained. At a meeting in Amana, I made the naïve remark that the Inspirationist movement had ended with the so-called \"Great Change\" in 1932.1 was referring to the fact that after a decade in which fire destroyed their flour and woolen mills, the Great Depression undermined their economy, and radios, automobiles, and the yearning for college education captured the imagination of their young people, Amana members voted to abandon communal organization for private ownership.