Part II:
The Nature of Servant Leadership
Chapter 5
Bible Guidance and Derived Principles
This chapter begins Part II, the core of this volume. All that needs to be
said in this book about servant leadership for congregations is presented in
this division. (The remaining Parts III-V primarily guide implementation.)
Chapter 5 starts with Bible readings leading to eight principles that underlie
and direct servant leadership.
Chapter 6 continues with the personal
dimensions or virtues required. Chapter 7 counsels against opposition and
resistance to the concept. Chapter 8 concludes Part II, departing from this
philosophical background to resulting practice, outlining the functions of
management and involved leadership responsibilities. Chapters 5 thr ough 7
orient the servant leader; Chapter 8 provides the "marching instructions." We
recommend that readers pursue the entirety of Part II for completeness and
mutual reinforcement.
We anticipate readers will be encouraged to adopt this remarkable
philosophy and examine the full text. Conservatively, we believe that even
token reading will engender adoption of some aspects of servant leadership,
perhaps encouraging a partial trial run as an experiment. Congregations can
expect to find such testing a rewarding experience, leading to greater if not
full adoption of the servant as leader philosophy.
Biblical Guidance for Servant Leadership
The most persuasive argument for congregations to adopt and grow in
servant leadership is to draw the parallel with Christ's teachings. We believe
that servant leadership is embodied in the scripture. Christ was a servant
leader in the perfect sense. Instead, of his own free will he gave it all up, and
took the nature of a servant. (Philippians 2:7) We can, in fact, reasonably
attribute the essence of modern day servant leadership to Christ's earlier
teachings. Retracing these teachings shows the deep inter-relationship and
serves as strong encouragement to congregations questioning the wisdom of
adopting servant leadership.
Relevant Bible quotations are interspersed throughout this volume 1 for no
argument or justification is stronger. Here, in Chapter 5, we quote those
passages most fundamental to the concept itself. In Chapter 6 we attend to the
leader's dependency on the Holy Spirit for strength and guidance. The
scripture cited there should be especially helpful to individuals seeking God's
blessing as they venture on the path of servant leadership.
These then are the wonderful, encouraging, and supportive beliefs,
typically employed in "articles of faith," that guide the Christian manner of
doing God's work.
Jesus is preeminent. Jesus is the head of his body the church, source of
its life, and its guiding light. (Colossians 1:18) Through prayer and b ible
study, and empowered by the Holy Spirit, each member must reach out to God
5-2 Part II: The Nature of Servant Leadership
in seeking to serve according to his will. And, in reaching out, we know that
nothing in all creation can separate us from the love of God through his son
Jesus Christ. (Romans 8:39)
Everything you do or say, then, should be done in the name of the Lord
Jesus, as you give thanks through him to God the Father. (Colossians 3:17)
The congregation is the body of Christ and therefore sacred and
commissioned. Each person is an object of God's love and therefore the
object of our love for one another. We do not judge, but rather teach, support,
and comfort one another. All should be made to think of their lives as a holy
calling, an ordination to the ministry of God. Thus all church activities should
be inclusive and democratic. Christ is like a single body, which has many
parts; it is still one body, even though it is made up of different parts. And so
there is no division in the body, but all its different parts have the sa me
concern for one another. If one part of the body suffers, all the other parts
suffer with it; if one part is praised, all the other parts share its happiness. All
of you, then, are Christ's body, and each one is a part of it. (1 Corinthians
12:12, 25-27)
As one body we are no longer separate individuals. "We are meshed, we
are intertwined, we flow into and out of one another and all others." 2 Every
member is given different abilities to serve God, and since these are gifts from
the Spirit none should be considered less than others. Everyone should
contribute according to his or her own calling in which we all rejoice.
My brothers! As believers in our Lord Jesus Christ, the Lord of glory,
you must never treat people in different ways, according to their outward
appearance. (James 2:1)
God purposely chose what the world considers nonsense in order to put
wise men to shame, and what the world considers weak in order to put
powerful men to shame. He chose what the world looks down on, and
despises, and thinks is nothing, in order to destroy what the world thinks is
important. This means that no one can boast in God's presence. (1
Corinthian 1:27-29)
"For he who is least among you all is the greatest." (Luke 9:48)
God's will is to be sought in all things, through prayer, bible study,
and communal study and discussion. God is sovereign over all, the ultimate
source of guidance. The purpose of servant leadership, as with all Christian
undertakings, is to… Get the Lord's road ready for him; make a straight path
for him to travel! (Mark 1:3) We are responsible to "straighten the paths" of
the Lord, that is, do all within our power to allow Christ's message to reach all
mankind. We are guided in this great crusade by the word and Holy Spirit.
"If you obey my teaching you are really my disciples; you will know the truth,
and the truth will make you free." (John 8:31-32)
To lead for Christ is to be a servant to all. It is wonderfully uplifting
to know that through servitude leadership is open to all. The requirements
then are minimal, love of God and service to all. "If one of you wants to be
great, he must be the servant of the rest; and if one of you wants to be first, he
Chapter 5. Bible Guidance and Derived Principles 5-3
must be the slave of all. For even the Son of Man did not come to be served;
he came to serve and to give his life to redeem many people." (Mark 10:4345)
You should look on us as Christ's servants who have been put in charge
of God's secret truths. (1 Corinthians 4:1)
"Whoever wants to serve me must follow me, so that my servant will be
with me where I am. My Father will honor him who serves me." (John 12:26)
"…when you have done all you have been told to do, say, 'We are
ordinary servants; we have only done our duty.' " (Luke 17:10)
As Christ's presence we are endowed through the Holy Spirit with
unsurpassed capacity for worship and goodness. God's presence and
support in our lives is beyond our comprehension. It is a wonderful blessed
gift of strength through faith. To the father of the epileptic son who asks if it
is possible to heal him, Jesus answered "Yes, if you can! Everything is
possible for the person who has faith." (Mark 9:23). Pray that the reality of
this capacity is made real in our hearts and minds.
"Remember this! If you have faith as big as a mustard seed, you can say
to this hill. 'Go from here to there!' and it will go. You could do anything!"
(Matthew 17:20)
We know that in all things God works for good with those who love him,
those whom he has called according to his purpose. (Romans 8:28)
God is our refuge and strength, a very present help in trouble. (Psalm
46:1)
…in Christ Jesus our Lord, in whom we have access to God in boldness
and confidence through faith in him. (Ephesians 3:11)
…there is nothing in all creation that will ever be able to separate us
from the love of God which is ours through Christ Jesus our Lord. (Romans
8:39)
Faced with all this, what can we say? If God is for us, who can be
against us? (Romans 8:31)
"I do not call you servants any longer, because a servant does not know
what his master is doing. Instead, I call you friends, because I have told you
everything I heard from my Father." (John 15:15)
Principles of Christian Servant Leadership
The first objective of every Christian congregation is personal
enhancement in Christ through belief, love, and service. To guide our service
as leaders we set forth the following eight precepts or rules of conduct which
underlie and govern all Christian servant leadership. 3 They prescribe a code
for comportment, disposition, and reliance on God. All are within the power
of each person through grace. Let there be no doubt, God is supreme over all,
his Word, not any form of human leadership prevails. "You must not be called
'Teacher,' because you are all brothers of one another and have only one
Teacher. And you must not call anyone here on earth 'Father,' because you
5-4 Part II: The Nature of Servant Leadership
have only the one Father in heaven. Nor should you be called 'Leader,'
because your one and only leader is the Messiah." (Matthew 23:8-10)
Love Jesus, Seek and Trust God's Will in All Things,
Pray Constantly
Jesus said "I am the way, the truth, and the life" (John 14:6) The most
important thing in our lives is to love Jesus more than anything else. To put
him first above all, even family and church. Then through this complete love
God's great power is stirred up among us to provide all that is needed to serve
him in humbleness and goodwill toward others. To love Jesus is to want to be
with him, to obey him, to serve him, and to share him with others. To be with
Jesus is to abide in him and he in us, to have a sense of his continual presence.
In this togetherness we receive the Holy Spirit. "If you love me, you will obey
my commandments. I will ask the Father, and he will give you a nother
Helper, the Spirit of truth, to stay with you forever." (John 14:15-16)
From the Holy Spirit we gain hope which is evidence of faith. Hope
looks forward with confidence through God's grace. We must wear faith and
love as a breastplate, and our hope of salvation as a helmet. (1 Thessalonians
5:8) The opposite of hope is cynicism, disillusion, and despair, attitudes
prompted by distrust. Hope believes all things are possible through a faithful
heavenly Father who never leaves or forsakes us. So the Christian leader must
view life with hope and confidence, the indispensable ingredients of
leadership, seeing possibilities rather than problems, always seeking and
expecting perfection. And, after we have done all that is possible to gain the
vision, we must then be willing to leave it in the hands of God and simply wait
his course. 4
Loving Jesus, knowing God, and receiving the Holy Spirit are manifest in
prayer. Prayer is forthcoming and evidence of our oneness with God through
Christ. It is a personal spiritual conversation of listening, asking, receiving,
thanking. The relationship is like that of a child talking with his father. A
friend of Horace Bushnell (leading American theologian of the nineteenth
century), present when that man of God prayed, said that there came over him
a wonderful sense of God's nearness. "When Horace Bushnell buried his face
in his hands and prayed, I was afraid to stretch out my hand in the darkness,
lest I should touch God." Oh that such presence and depth be p art of all our
prayers.
Be Loving, Kind to All
"We must delight in each other, make each other's condition our own,
rejoice together, mourn together and suffer together….We must be knit
together as one."
John Winthrop, first governor of Massachusetts.
Jesus gives us the great commandment, "You must love the Lord your
God with all your heart, with all your soul, and with all your mind." And the
second commandment like it, "You must love your fellow-man as yourself."
(Matthew 22:37-39) We are then given this description: Love is patient and
Chapter 5. Bible Guidance and Derived Principles 5-5
kind; love is not jealous, or conceited, or proud; love is not ill -mannered, or
selfish, or irritable; love does not keep a record of wrongs; love is not happy
with evil, but is happy with the truth. Love never gives up: its faith, hope, and
patience never fail. (1 Corinthians 13:4-7)
Leaders must first and foremost follow Christ's great commandments, to
love God with all our strength, and to love our neighbor as ourselves. All
other guidance is derived from these two. Without love, leadership becomes
simply a mechanical duty, shallow, and without heart.
Love fosters
democracy, personal involvement, fair hearings, and honest debate all
evidence of respect for others. And in all things, love seeks to enhance the
individual in Christian spiritual growth.
The "communion of saints"the essence of the Christian community, is
a Christ-serving ministry in which the members lovingly care for one another,
knowing that everone is precious in the sight of God. "If you have love for
one another, then all will know that you are my disciples." (John 13:35)
Caring and nurturing, often occurring between individuals, can also be
fostered within small groups which provide a Christ-oriented environment of
intimate friendship and support. The basic operating element is attentive
listening which develops a sense of belonging, building positive expectations.
Listening conveys respect. It minimizes personal conflicts. So much can be
accomplished in this regard by so little effort, simply listening to others with
an open mind and loving heart. We address the involvement of individuals in
church life and role of small groups in Chapter 16, "Parish Life."
The task of church leaders is to establish caring communities that treat
everyone as "little Christs." Remember to welcome strangers in your homes.
There were some who did it and welcomed angels without knowing it.
(Hebrews 13:2) Should we not believe that there are angels among us?
Through faith we can be certain of things not seen. So believing, we treat all,
even to the very least, as angels.
See Things Whole, Seek the Truth
Attention is directed here to two interrelated strategies. The first, that of
seeing things whole in the context of their time, place, and circumstances,
gains the perspective required for fair assessment. The second, and more
encompassing, is that of always seeking the truth. Both perspective and truth
are necessary for accurate evaluation. If we are not sure where we are and
where we intend to go, it is hard to advance in the right direction. In contrast,
an honest perception of the situation, greatly bolsters self confidence.
Leaders should be dedicated to making the total process work.
Leaders must at times stand apart to view the entire enterprise in perspective.
Where has the organization been, where is it going, and why? How do the
various parts interrelate and support each other? The questions are more
conceptual than operational.
They may lead to setting new goal s and plans,
more often to reestablishing immediate direction. In all cases, however,
looking at things whole is designed to find out one's current standing and the
5-6 Part II: The Nature of Servant Leadership
appropriateness of the actions being taking. We may not be sure of the precise
goal, but we should always be certain the path is correct.
The discernment of direction and goals is often called vision, the
capacity of foresight, to evaluate current status and see new possibilities.
Where there is no vision, the people perish. (Proverbs 29:18) Vision is often
impeded by the sheer dominance of problems being faced. Rather than
attempting to continually adjust to these conditions, the visionary attempts to
see the possibilities within for something that is utterly different. Insightful
leaders gladly assume the responsibilities of visionary for the sheer joy of
serving as a guide of God.
Then I heard the Lord saying, Whom shall I send? Who will go for me?
And I answered. Here am I; send me. He said, Go, and tell this people . . .
(Isaiah 6:8-9)
Truth is our main defense against evil. Truth is the first "armor of
God" as a means to his mighty power. So stand ready: have truth for a belt
tight around your waist. (Ephesians 6:14) Always seek the truth wherever it
may lead. Honest, open, and unflinching discussion and scholarship, no
matter how tough the issue, underlies the achievement of all ultimate quality
and effectiveness. Face the difficult issues squarely. Reject rationalizations,
lies, equivocations. Insist on the use of facts and evidence. "Truth never
damages a cause that is just." (Mahatma K. Gandhi) "It is easier to live and
fight for truth when we remember that the One who is the Truth is ultimately
triumphant over all societal falsehood." 5
Bold lies are seldom the real culprit. We live in a world of fabrications,
exaggeration, shadings, evasive answers, and promises never intended. Even
our personalities are often false, leading to artificial overtures, undeserved
pride, imagined wrongs. In today's culture, pursuit of the truth is often
difficult, unpopular, even viewed as destructive. So we must be wary of those
who oppose truth or tolerate half truths. Then we shall no longer be children,
carried by the waves and blown about by every shifting wind of the teach ing
of deceitful men, who lead others to error by the tricks they invent. Instead, by
speaking the truth in a spirit of love, we must grow up in every way to Christ,
who is the head. (Ephesians 4:14-15) Paul continues his letter telling the
Ephesians that …the truth…is in Jesus (4:21) and that Everyone must tell the
truth to his brother, because we are all members together in the body of
Christ. (4:25). So in living lives inextricably connected with God, we
welcome and seek truth as part of our holy being.
Commit to Excellence
Strive for perfection. (2 Corinthians 13:11) You must be perfect  just as
your Father in heaven is perfect. (Matthew 5:48) The hallmark of a vigorous
dynamic congregation is a continuous quest for excellence perfected throu gh
Christ. As Saint Paul writes to the Corinthians, we should …run, then in such
a way as to win the prize. An enterprising congregations seeks quality and
innovation at every turn, garnering great joy from a mission improved. A
satisfied congregation, on the other hand, has lowered its goals resulting in
Chapter 5. Bible Guidance and Derived Principles 5-7
slackened effort and eventual loss of vitality. So let us not become tired of
doing good for if we do not give up, the time will come when we will reap the
harvest. (Galatians 6:9)
Outside pressures and changes require adaptation and response from
within. The congregation must be alert and flexible to new demands and new
opportunities. "To live is to change; to live well is to have changed often."
(John Henry Cardinal Newman, 1801-1890, a profound spiritual influence on
the Church of England.) And, if the congregation is to successfully compete
for people's time and attention it must be alert to changing personal and family
needs as well. The responsible party here is the church council or other
governing body which must devote more than passing attention to planning for
the future (see Chapter 11).
One of the most difficult tasks in securing improvements is that of
breaking the chains of tradition. Congregations are not immune. They need
to cultivate a willingness, even desire to improve. Some have been know to
dwindle to nothing, contending that everything is okay down to the last
member. Accept the very real possibility that certain things being done are
not working well, and then be sufficiently motivated to seek corrections in a
spirit of compassion and understanding. The ideas and suggestions put forth
by members may, in fact, improve conditions. 6
A responsive encouraging attitude is critical to improvement, followed by
dedicated study and sound implementation. Most importantly, all is proceeded
and supported throughout by prayer and bible study. The whole process, if it
may be labeled that, is discussed in Chapter 12 under the heading "Problem
Solving."
Encourage the Active Involvement of All
The "…central impulse [of servant leadership] is its insistence on
'inclusion,' its boundary-shattering energy of love that excludes no one in the
whole human family and, by implication, not even the smallest pulse and
particle of life in God's cosmos." Bennett J. Sims, Servanthood: Leadership
for the Third Millennium
The church must go beyond egalitarian principles to seek the active
involvement of all its members, not just the right to such engagement.
However, too few congregations extend themselves sufficiently in this basic
mission. "That's their business if they don't want to participate" is the usual
justification. Wrong, wrong, wrong! Just the opposite, non-participation is a
crucial church failure. The mandate is clear and unequivocal; seek out and
encourage every person in Christian worship and service, to the very least one.
We urge you brothers: warn the idle, encourage the timid, help the weak, be
patient with all. (1 Thessalonians 5:14) All believers are so tasked, each
according to his or her abilities. The church's call must be rigorous,
persistent, specific, and compelling. If congregations would view their
"calling" of members as important as that of securing a new pastor, the
magnified effort and results would be momentous.
5-8 Part II: The Nature of Servant Leadership
A major pitfall to extending involvement is the ease of relying on a few
as opposed to the difficulty of cultivating the many. Such reliance is an easy
trap and excuse. Availability becomes dependability. "We turned to the
pastor and a few trusted members so often that no one else was considered."
Congregations must continuously fight all such forms of exclusiveness. The
assumed dependency, typically defended as necessary "staffing," is an all too
common ruse. Fielding the "first team," the "best and brightest" is not a
church requirement, fielding "everyone" is.
Opportunities to serve may also be restricted simply by unfair labeling.
Keeping the "trouble-makers," and "unqualified" at bay seems to be more
important to some members than extending opportunity. Such type-casting is
discussed further in Chapter 11. Discrimination can, however, be avoided if
we are sensitive to the danger. Above all, remember we are all followers of
Christ, servants of one another, and custodians of our God-given talents. We
strive to be disciples.
None of these opportunitiesfollower, servant,
custodian, discipleare qualified by any personal, social, or economic
requirements.
Encouraging and recruiting is then a constant challenge.
Non participants are either insufficiently motivated or feel they are not entirely
welcome.
The organizational structure may appear dominant, even
intimidating. "How can I ever fit in?" Such perceptions, however, can be
overcome by the encompassing love possible within congregations. The task
of gaining participation generally falls within the stewardship province
discussed in Chapter 16. The job is essentially that of extending involvement
through one-on-one personal contacts, publicizing opportunities, and in
inventorying member skills and interests. Individuals need to feel their talents
are known, appreciated, and needed. Finally, church activities must always be
open-door, an understood invitation of "visitors welcome. Only a very few
meetings are so "sensitive" as to warrant privacy.
Promote Democratic Action
Do your best to preserve the unity which the Spirit gives, by the peace
that binds you together. (Ephesians 4: 3) The servant congregation, seeking
the will of God in all things, is necessarily a totally democratic institution.
Such an institution trusts the spiritual integrity and moral judgment of its
parishioners. We respect each other knowing all are equal before God. As
Saint Luke writes, I now realize that it is true that God treats all men on the
same basis. (Acts 10:34) We believe that the entire congregationthe body of
Christis the primary source of governance, exercised through chosen pastors
and elected lay representatives. As members, we are blessed and honored by
this leadership. We extend to them our utmost respect, keeping them always
in our prayers, and accord them all vested powers. In sum, the servant
congregation, in God's grace, believes all things are possible through each
member, to the very least person.
The definition of democracy is enlightening. Most sources include the
descriptions "of or for the people" and "believing in or practicing social
Chapter 5. Bible Guidance and Derived Principles 5-9
equality." These conditions are paramount in faith-based Christian
organizations which espouse treating everyone as "little Christs." Such
inclusiveness is not contrary to sound management, simply a little more
burdensome and time consuming, increasing the possibility of taking some
temporary wrong turns, but in the long run well-worth the accruing losses.
Unilateral and secretive decisions (however disguised as democratic) can
never be tolerated. "Whatever is hidden away will be brought out into the
open, and whatever is covered up will be uncovered." Mark 4:22) Instead, all
must be free to speak openly. All of you may speak God's message, one by
one, so that all will learn and be encouraged. (1 Corinthians 14:31) The risk
taken, that some "popular" decisions may be in error, is minimal. Errors can
be corrected; loss of democracy is not so easily regained.
Christian democracy requires the congregation to respect and be
attentive to the viewpoints of each member. This means that every member
is encouraged to speak out and that such declarations be respectfully and
attentively heard and acted upon. This positive response is extremely
uplifting, making each member feel important and contributory. Lay officers
and church staff should continuously seek out the ideas and positions of
members in private as well as in open forum. Elected leaders are first and
foremost representatives of the congregation, not their substitute. To act
primarily on personal knowledge and preference without consulting those
represented is irresponsible, yet too common. Church officers should operate
as if they were continuously running for office, listening 7 and responding to
the needs of their constituents (congregation). In practice, most members are
never asked their opinion on church matters during their entire life. This
failure is both a waste of talent and a personal indignity. In addi tion to open
forum encouragement and private conversation, every church should have
some form of recommendation system in place to encourage congregational
input. An ombudsman (Chapter 11), is ideal for this purpose. The system
must insure that submissions are properly presented, fairly evaluated, and
acted upon, including non-acceptance with explanation and thanks. Without
such policies, "suggestion boxes" will remain empty, for members soon
recognize the futility involved. Other means by which democrac y is thwarted
within congregations are addressed in chapter 7. A summary listing of ten
"rules" for shared democratic leadership is presented in Chapter 10.
Commit to Lay Leadership and Its Development
Adopting servant leadership requires a commitment to individual growth
and leadership for all. This encompassing mandate is based on the belief that
each member has an intrinsic contributory value beyond basic worker duties.
We know that every human soul is sacred, deserving our complete respect and
attention. This great value, however, can only be fully realized if each
individual is given the opportunity to reach his or her maximum potential,
most commonly fulfilled in various forms of leadership. Getting everyone in
leadership positions is accomplish in six ways:
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1. Clergy and staff must surrender the necessary degree of
sovereignty. Words of a failing church could well be, "Nothing was ever
done here that didn't require the pastor's approval." The pastor should not be
the church's CEO. Besides, the job is too big and diversified for any one
person to effectively perform. Assuming CEO duties becomes a distraction
from the principal mission of spiritual leadership. Martin Luther tells us the
pastoral responsibilities include preaching, evangelizing, and administering
the sacraments. In all such and allied matters the congregation defers to its
pastors. Respect for the professionalism of other staff positions is also
paramount for a harmonious, constructive atmosphere. These are our leaders
by training and appointment, listen to them.
However, the interface between staff and laity should be interwoven with
shared responsibility. Failure in this instance can be a great source of friction
and a major deterrent to servant leadership. There is precious little space for
autocratic rule in the Christian church. Our responsibilities to God so overlap
that there is little requirement for absolute authority. A wise pastor and staff
knows the value of reliance on the congregation. Let members make most
decisions, even stumble. Precious little will be lost but much gained from
such self-direction. Is not the Holy Spirit as likely to act through the
congregation as through its staff? We share being Christians first and
foremost, all are disciples, all are accordingly leaders.
2. Create more leadership positions by flattening the organizational
structure to lower and spread responsibility and related authority. Additional
leadership positions can also be created by enlarging council and committee
sizes and limiting office terms. For example, over a six-year span, a 16member council serving two-year terms allows twice as many different office
holders (48) as does a 12-member council serving three-year terms (24).
3. Assigning responsibility and authority at the lowest possible
echelon with minimal vertical approval requirements. Continuous upward
reporting is burdensome and demeaning. Give individuals as much autonomy
as possible, exercising control through job descriptions, guidance, and
encouragement rather than through reporting requirements.
4. Loosen position requirements to allow occupancy by less, even
marginally qualified individuals. The most important requirement for any
Christian position of leadership is love of God. All else is seconda ry. Thus
the church council and committees do not require only the best and brightest.
It is not the first team we seek to field, rather the whole team. The greatest
virtues of lay leadership are integrity and a humble state of mind.
Professional advice abounds, wisdom is in short supply. Christ asks only that
we follow him. How can we add additional qualifications? Who among us
can say with any certainty who will and who will not make a good leader? So
the search should extend to the farthest recesses of the congregation knowing
that God works in many hidden ways through all the faithful.
Nominating committees are especially prone to narrow office candidates
to like-minded people. "The board members were all college graduates, and
Chapter 5. Bible Guidance and Derived Principles 5-11
they nominated from their own ranks." Self perpetuation is safe and easy, but
irresponsible. Also, restrictions, however well intended, stifle new insights
and eventually lead to resentment among those repeatedly "overlooked."
5. Conduct annual personnel inventories of member talents and
interests, and match with church positions. Each one, as a good manager of
God's different gifts, must use for the good of others the special gift he has
received from God. (1 Peter 4:10) The church is obligated to call forth the
special gifts of every individual. Let God lead us through the blessings he has
bestowed.
6. Conduct annual leadership training seminars and on-the-job
training. We address leadership in practice in Part IV.
7. Identify young people of promise and cultivate their growth.
Youth, with their great potential for future contributions, need be specially
singled out for extra encouragement. "Our very best influence needs to be
brought to bear on our potentially best young people in the formative years
from sixteen to twenty-five when the crisis of identity is being met."
Greenleaf goes on to cite the example of Thomas Jefferson who as a young
man lived and studied law with George Wythe, a fellow legislator. "The
influence of George Wythe in maturing the Jefferson of history was
incalculable, much greater than that of his parents." 8
Combat Domination, Build Diversity, Encourage Agreement
Sisters and brothers…Strive for perfection; listen to my appeals; agree
with one another, and live in peace. And the God of love and peace will be
with you. (2 Corinthians 13:11)
Beware of the tyranny of the majority and vested few. It is seemingly
paradoxical that power can be abused at both extremes, by the majority in
ignoring the minority, and by an elected few who fail to share their authority.
When power is vested in a few over extended periods, the beholders tend to
become resistant to change, coveting their status and strength. It is extremely
important that this accumulation of power be thwarted by frequent personnel
rotation. Incumbents should be encourage to continue serving as valued
advisors.
One can readily tell when authority is getting out of hand.
Recommendations are dismissed without explanation, shelved, or simply
ignored. Meetings are closed, agendas unannounced. Secretiveness and
hidden power prevails. Such domination and other negative elements must not
be allowed. We devote the entirety of Chapter 7 to such combat. Church wide hearings should be the norm. Other than sensitive personal matters,
God's business is everyone's business. Visitors should be welcome at every
meeting, never to feel as intruders in a private gathering.
Build diversity. Open the doors, welcome visitors, encourage dissent,
promote debate, seek alternatives, uncover that which is concealed; and in this
openness the truth will emerge and strengthen all.
Yes, encourage the
dissenting voice, promote lively discussion and debate, for God speaks to us in
many hidden ways which may not immediately seem attractive. Do not
5-12 Part II: The Nature of Servant Leadership
restrain the Holy Spirit; do not despise inspired messages. Put all things to
the test: keep what is good, and avoid every kind of evil. (1Thessalonians
5:19-22) Other than certain core teachings, new doctrine should be possible
as we gain insight and understanding. "Such an outlook dictates that
questioning and challenging be respected as acts of faith, and that the hand of
authority rest lightly on the pilgrims." 9 Churches should relish this eclectic
and open approach.
This outlook dictates that the minority's position always be heard, never
perfunctorily dismissed. It may represent something very dear, even sacred, to
those so persuaded. Depending on the number of advocates and their level of
support, the proper response to most reasonable alternatives is either trial
testing, or partially or occasional employment. For example, if a few members
favor a certain form of service, honor them with its occasional use, even if
only once a year. Providing some proportionate response is far pref erable to
outright rejection. Be generous, accept with good grace positions strongly
held. Establish a study group to gain perspective. Further study aids amicable
resolution through additional information and improved understanding.
Finally, trial testing may be used to demonstrate the feasibility of proposals,
often satisfying both advocates and opponents. These and related issues of
problem solving are addressed in Chapter 12.
Encourage agreement. The effective leader uses open discussion,
negotiation, and persuasive reasoning to secure consensus.
Persistent
problems are resolved through compromise and trial testing. Personal
authority is largely abandoned. Dependency on the group offers one of the
clearest distinctions between servant leadership and traditional authoritative
models.
The servant led organization operates on concensus building
dependent on persuasion not coercion. While it takes more time for everyone
to express their views, continued open discussion generally leads to a meeting
of minds, a forging of some type of agreement or working resolution. This
unity, however tenuous, then becomes a powerful force for successful
implementation.
There are few administrative and operational issues in the church where
right and wrong are crystal clear, yet we frequently argue as if such were the
case. Amicable resolution commonly requires compromise. And there are
often so many reasonable alternatives that competing positions can be
simultaneously served. For example, advocates of contemporary music can
enjoy it at one service while more traditional music is played at another, or the
two may be interspersed. To settle by compromise is the correct response for
many disputes.
1
The idea of "servant" is deep in our Judeo-Christian heritage. The concordance to
the Standard Revised Version of the Bible lists over 1,300 references to servant
(including serve and service).
2
Our unity in Christ is well developed by Gordon Cosby. See N. Gordon Cosby, By
Grace Transformed, Christianity for a New Millennium (New York: The Crossroad
Publishing Company, 1999), p. 26.
Chapter 5. Bible Guidance and Derived Principles 5-13
3
Abstracted and adapted from many sources, most notably the observations and
recommendations of William Easum. See William Easum Dancing with Dinosaurs:
Ministry in a Hostile & Hurting World (Nashville, Abingdon Press, 1993).
4
Cosby, By Grace Transformed, pp. 21-22.
5
Marva Dawn, "Wielding truth," The Lutheran, February 2001, Vol. 14, No. 2,
February 2001, page 6.
6
Interwoven are many of the observations and recommendations of Easum, Dancing
with Dinosaurs.
7
An extreme example of listening for advice, exhibiting real confidence, are pastors
willing to establish a pulpit team tasked to periodically critique sermons and advise on
preaching (see Chapters 14 and 15).
8
Robert K. Greenleaf, On Becoming a Servant Leader, (San Francisco, Jossey-Bass,
1996), p. 80.
9
Jim Naughton, "Mass ProtestMen, women, authority and dissent at Georgetown's
Holy Trinity Parish," The Washington Post Magazine, August 25, 1996, p. 15.
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Servant Leadership for Congregations
Kent Halstead
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