Unit I. Content: Practicing Servant Leadership
“Charting Your Course” begins with an intentional choice and the continuous practice of servant leadership–or not! During recent years have you continued along a journey toward servant leadership? It’s really not a new journey because the path runs throughout the pages of Holy Scripture. Yet retracing old and favorite paths of service to Christ helps us stay on course–or when we stray, to get back on the pathway. This working definition is a guideline for me, and I share it with you:
“Practicing servant leadership in Christian ministry is self-giving service with others after the pattern of Christ through example and persuasion in order to achieve extraordinary commitment and contributions toward mutually shared Kingdom goals.” (L.E.–1995 and since)
A Servant Leadership Pattern
Visuals, definitions, concepts, the sage instruction of a pioneer like Greenleaf, even Holy Scripture–all of these fall short of the mark if you and I do not get them down into “practicing servant leadership” consistently (Commentary). It is a way of living, serving, and leading. Let’s work through this together.
Years ago I started with the oft-quoted maxim adapted from Warren Bennis:
“efficiency [management] is doing things right”
“effectiveness [leadership] is doing the right things.”
Placing high value on these two elements and adding three others, the servant leadership graphic on these pages intends to portray the practice of servant leadership as five open windows of opportunity–of light and fresh air. The largest window, encompassing all else, is empowered leadership; the smallest window, supporting all else, is efficiency. All five practices work together reflecting a synergy that is true to the essence of the servant as leader. It makes for an exciting journey.
Reflection/Assessment:
Study carefully this visual (repeated from the introduction), beginning to assess key elements of your pattern of servant leadership as they compare to the graphic:
Practice #1. Empowered Leadership: “Doing the right things in His power.”
The presence, power, and pattern of Christ empower us to follow Him as servant leaders; that is the starting place.
1. Christ himself is the “big picture” for all who would practice servant leadership.
- He is the one who has given us authority to move forward to engage in kingdom work (Matt. 28:18). Chart your course to follow Him.
- He is the largest window of opportunity, inclusive of servant leadership, the most powerful source of our energy, the truest example/model for every follower. “He is the starter and finisher of faith . . .” (see Heb. 12:1-2).
Hebrews 12:1-2 We are to run this race “with no eyes for any one or anything except Jesus” (Moffatt, in loc.). It is he toward whom we run. There must be no divided attention. The “author and perfecter of faith” (there is no “our” in the Gr.) may mean that Jesus trod the way of faith first and brought it to completion. Or it may mean that he originated his people’s faith and will bring it to its perfection. . . . As the heroes of faith in chapter 11 are OT characters, there is the thought that Jesus led all the people of faith, even from the earliest days.
- His abiding presence in our lives fashions who we are as followers/servants (See John 15:9).
John 15:9 – Commentary
Love is the relationship that unites the disciples to Christ as branches are united to a vine. Two results stem from this relationship: obedience and joy. Obedience marks the cause of their fruitfulness; joy is its result.
- He sets the ideal pattern for servant leadership in Christian ministry (see 1 John 2:6). “What would Jesus do?” is more than a popular bracelet; it is the energizing standard.
1 John 2:6 – Commentary
The uniqueness of Christian ethics comes again to the surface. Relationship to God requires moral behavior worthy of God. And as the revelation of God in Christ is accepted as the high point of divine self-disclosure, so the human life of Jesus becomes the measuring stick of true moral and ethical behavior.
- Union with Christ is the source for all the tasks, functions and challenges of Christian ministry (John 15:5).
John 15:5 – Commentary
Fruitbearing is not only possible but certain if the branch remains in union with the vine. Uniformity of quantity and quality are not promised. But if the life of Christ permeates a disciple, fruit will be inevitable.
2. Practice what Jesus did; the disciplines and practices we find in the life and servant leadership of Christ, we should choose for ourselves. For example:
- Pray as Jesus prayed . . . (see Luke 11:1-4)
- Love as Jesus loved . . . (see John 13:34-35)
- Walk as Jesus walked . . . (see 1 John 2:5-6)
- Obey as Jesus obeyed . . . (see John 15:9-14)
- Care as Jesus cared . . . (see Luke 10:29-35)
- Work as Jesus worked . . . (John 9:4-5)
- Send as Jesus sent . . . (John 3:16-17)
- Lead as Jesus led . . . (see Mark 10:43-45)
3. Jesus is our Way in His service. E. Stanley Jones, veteran missionary, passed down an account of a missionary who lost his way in an African jungle–no landmark, no trail. Finally coming upon a native’s hut, he asked if he could lead him out. The native arose, walked into the bush and for hours hacked his way forward. The concerned missionary finally asked: “Are you sure this is the way? I don’t see any path.” The African chuckled over his shoulder, “Bwana, in this place there is no path. I am the path.” (www.bible.org/illes/1.1-20.htm)
4. Ten ways Jesus empowers us. Using a variety of terms prevalent today, let’s describe how Jesus was “the master” at empowering his followers, offering them and us: authority, acceptance, affirmation, delegation, enablement, encouragement, and support. In biblical terms we will continue to pursue the empowering role of the Holy Spirit, Holy Scripture, calling to vocation, spiritual giftedness, prayerfulness, kingdom mission, and seeking and doing the will of God.
Reflection/Assessment:
Review “empowered leadership” and focus it on your opportunities
Practice #2. Ethical Leadership: “Doing the right things for the right reasons.” Servant leadership asks and seeks to answer the ethical questions: “Why am I serving this way, or leading in that manner?” “What is the true motivation and outcome of my life and leadership?” “Am I following biblical character and principles?”
1. The centerpiece for ethical leadership for Christian ministers of any generation, in every role or position, is shaped by the example of Jesus Christ and His indwelling life presence (John 15:5-8); and the guidance of the Spirit (John 16:1213).
- Love is the ethical mandate Christ has given to each of us. If the Sermon on the Mount (Matthew 5-7) serves as an ethical pattern for those practicing servant leadership, then love is its ethical core.
- Servant leaders should seek and follow ethical instructions given throughout Holy Scripture; examples:
- Luke 6:31— Do to others as you would have them do to you.
- Matt. 22:37-40— Jesus replied: “Love the Lord your God with all your heart and with all your soul and with all your mind.” This is the first and greatest commandment. And the second is like it: “Love your neighbor as yourself.” All the Law and the Prophets hang on these two commandments.
- Deut. 10:11-13— “Go,” the Lord said to me, “and lead the people on their way, so that they may enter and possess the land that I swore to their fathers to give them.” And now, O Israel, what does the Lord your God ask of you but to fear the Lord your God, to walk in all his ways, to love him, to serve the Lord your God with all your heart and with all your soul, and to observe the Lord’s commands and decrees that I am giving you today for your own good?
2. Authentic “lived-in” character is the fabric of servant first leadership.
- Integrity has come to be the most sought-after characteristic in leaders in all arenas of life; how much more within the sphere of servant-followers of Christ.
- Honesty was ranked the highest among the characteristics expected of superior leaders, before any skill or competence. This is true in national and international studies, insisting that there must be a consistency between words and deeds. (See Kouzes and Posner, The Leadership Challenge, pp. 16-17.)
- Ethical leaders follow a “moral compass.” Ultimately we judge our ministry leaders in a framework of biblical values. In society, “morality refers to the standards by which a community judges the rightness and wrongness of conduct in all fields” (Gardner, On Leadership, p. 76).
3. The “best test” of servant leadership, according to Robert Greenleaf, is an ethical threshhold for us all.
The best test is: Do those served grow as persons? Do they, while being served become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, not be further deprived?
–Robert K. Greenleaf, Servant Leadership, pp. 13-14
- Servant leadership does not merely pursue achievements, or results, or position, or recognition–by any means. Applied to the public arena, the servant leader seeks to contribute to the common good and the improvement of individual persons. Ethical leadership includes using authority and power for service to others–not for self-service. Leaders should specify what their goals are for the group and what they consider right–and why. (See Gardner, p. 73.)
4. An ethical leadership checklist might include questions such as:
- Is it right: is it true to biblical standards?
- Is it the best: does it measure up to the example of Christ?
- Is it fair: are people treated equitably?
- Is it legal: does it violate civil law?
- Is it approved: is it permitted by church policies?
- Is it best for the long-term, the system?
- How will you feel later, if it were to be published and read by others?
- What if others did this: if done by all, how would it contribute to the common good?
Reflection/Application:
Expand the ethical application to specific ministry areas.
Practice #3. Enabling Leadership: “Doing the right things together.” Servant leadership builds relationships, enriches congregational fellowship, and develops the life and competence of fellow workers.
1. Leadership is within the company of others, not a solo performance. In fact, one test of a leader is “to look over your shoulder to see if anyone is following.”
- Leadership is first a trusting, team relationship; then it can move toward performance and contribution. Servant-first leaders practice open communications, mutual respect, and works for the common good.
- Full participation in the body of Christ offers opportunities to learn and develop as an individual and team member; opportunities to risk and fail and learn; genuine caring for people as people (not just assets for ministry); and, experience the congregation as a family/social system.
2. Servant leadership is an equipping ministry as set out in Ephesians 4:11-13. Equipping others enables them to become servants and matures them toward leadership. This is further developed in Unit IV, under Coaching Leadership but may be described by a diversity of tasks:
- equipped, strengthened
- fitted, readied, prepared
- approved, commissioned
- delegated, entrusted
- built-up, edified, developed
- competent, skilled, talented
- motivated, encouraged
3. Enabling leadership builds on the “one another connection” of the New Testament witness. The following Scriptures affirm that we are servants of one another; dependent on one another, and commissioned to do Christ’s work together:
- John 13:34– “so you must love one another.” (See also Jn. 15:12, 17; Rom. 13:8; 1 Jn. 3:11; 4:7)
- Rom. 12:5– “each member belongs to all the others.”
- Rom. 12:10– “Honor one another above yourselves.”
- Rom. 12:16– “Live in harmony with one another.”
- Rom. 12:18– “live at peace with everyone.” (Mk. 9:50; Rom. 14:19)
- Rom. 14:13– “stop passing judgment on one another.”
- Rom. 15:7– “Accept one another.”
- 1 Cor. 12:25– “have equal concern for each other.”
- Gal. 5:13– “serve one another in love.”
- Gal. 6:2– “Carry each other’s burdens.”
- Eph. 4:32– “Be kind and compassionate to one another.”
- 1 Thess. 5:11– “Therefore encourage one another.” (Heb. 3:13)
- 1 Thess. 5:11– “build each other up.” (Heb. 3:13)
- James 5:16– “confess your sins to each other.”
- James 5:16– “pray for each other.”
- 1 John 1:7– “we have fellowship with one another.”
Reflection/Application:
From text or terms, focus on your understanding of “enabled leadership.” How do you enable, equip others to be servant leaders?
Practice #4. Effective Leadership: “Doing the right things on purpose.” Servant leaders intentionally seek to establish kingdom mission, goals, and direction with the church body and its members. That is the mark of effectiveness, or excellence, Paul sought in the service of Christ:
Phil. 3:12-14— Not that I have already obtained all this, or have already been made perfect, but I press on to take hold of that for which Christ Jesus took hold of me. Brothers, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus.
1. Personal effectiveness. Commit yourself to a lifetime of growth, development, and contribution:
- Continue to learn about your service/leadership roles–from Scripture, studies, experience, mentors, and ministry team members.
James H. Landes: A Model of Servant Leadership: Personal Tribute by Lloyd Elder
James H. Landes–pastor, executive, visionary, Christian gentleman–was for 25 years my friend and valued mentor. From extensive notes taken on several occasions in the 1970’s, I have gleaned his guidance about Christian ministry/leadership, which he consistently lived and practiced.
1) Respect individuals and individuality.
2) Develop those who work with you to their full potential.
3) Develop a sense of gratitude; be gentle and caring in your relationship with others.
4) Keep structures that permit change and renewal.
5) Live your life fully motivated by the cross of Jesus Christ; seek to know the will of God for your life and work.
6) Learn all you can about the institutions, churches, associations, BGCT, agencies, and the SBC.
7) Constructive criticism of the denomination is in order.
8) Make judgments knowing that your judgments are only approximations of the whole.
9) Prevent dry rot in the denomination: search for the right people; develop open, healthy environment and communications.
10) Provide for self-criticism; build it into the process; know and accept yourself.
11) Be more interested in what is going to be rather than in what has been; live with purpose.
12) Love: first, last, in every way–love.
- Covey, Habit #7– “Sharpen the saw is the endowment of continuous improvement or self-renewal to overcome entropy” (Principle-Centered Leadership, p. 47). He also admonishes: “Think effectiveness with people; efficiency with things and methods” (p. 52).
- Discover and put into practice your spiritual gifts, empowering you to work with others to pursue kingdom goals.
Romans 12:8— . . . if it is leadership, let him govern diligently; . . . Actually exercise consistently your giftedness, what you have learned, and the skills developed.
- Personal effectiveness has a diverse set of traits and skills; examples only include:
- — a personal sense of mission and calling
- — high regard and respect for others
- — integrity in behavior and methods
- — communication skills, with a focus on listening
- — forward-looking, visionary
- — intelligence, job knowledge
- — energy for “2nd mile” efforts
2. Congregational effectiveness–work with your team or the congregation to establish and achieve kingdom goals.
- Think about the congregation as a social/spiritual “system”–the connectedness of the parts affect the whole. Do not be shortsighted or crisis/event driven.
- Establish with the congregation a kingdom-size mission/ vision as its true center.
- Assess its actual situation, its opportunities, challenges, and resources.
- Cast the mission/vision into a desired future.
- Empower the coworkers to transform vision into a new reality; implement toward desired results with objectives, goals, and action plans.
- Effective leaders consistently develop as servant leaders; and, they consistently work with others to pursue kingdom purposes. Congregations deserve, if not demand, that of us.
Reflection/Application:
Take a careful look at your administrative skills; it is a common way to move deeper into servant leadership.
Practice #5. Efficient Leadership– “Doing the right things in the right way.” Servant leadership competently organizes and administers ministries and tasks toward the support of kingdom mission and goals. “Management” and skill development are not unimportant disciplines–they are a must in a serving church.
1. There is no single word in the Bible translated “efficient,” but . . .
- There are several words carrying that concept of “efficiency”: order, orderly, manage, administration, stewardship, and others. Our own vocabulary has a plethora of such terms: able, capable, useful, accomplished, competent, practiced, fitted, “handy,” even well-organized.
- Competence: Beyond any doubt, the fundamental way to be a servant leader is to do well whatever tasks, function, or role you offer as a follower of Christ. My mother, Dorris D. Elder, spent much of her life keeping infants in the church nursery–superbly well. She was one of my models as a servant leader. Others may be “out front,” but Mother was “down on the inside” doing a service that blessed the whole life of the church.
- Administration: 1 Cor. 12:28– “those with gifts of administration” (from the word to steer, steerage, one who is a steersman, a pilot). The word indicates proofs of ability to hold a leading position in the church. Some are gifted by the Spirit to lead the church body to organize its ministries and resources to move together toward the larger purpose.
In 2 Cor. 8:20-21, Paul described the careful way he and others administered the generous gift for the Jerusalem poor; efficiency implemented the mission.
- Stewardship – probably the NT word most like “management” or “administration,” meaning one who has charge over the affairs of others:
- – Luke 16:2 — “Give an account of your management.”
- – Luke 12:42 — “Who then is the faithful and wise manager?”
- – 1 Cor. 4:2 — “it is required of stewards that one be found faithful.”
- Management – is expressed in the NT by two different words–both used in 1 Tim. 3:1-5:
- – One who desires to be an “overseer” (episkopos) must be above reproach: one who looks carefully for, who considers, a watchman.
- – One who demonstrates he is able to take care of God’s church by “managing” well his own family: one who is set over, who stands before, who has charge of.
- Order(ly) is a term in the NT that emphasizes order, disciplined arrangement, organization:
- – Titus 1:5 — Paul reminded Titus that he was left on the isle of Crete to “set in order” and finish the work.
- – 1 Cor. 14:40 — In the midst of spiritual gifts and church worship, Paul told the church that “everything should be done in a fitting and orderly way.”
- 2. Management leadership within the congregation may be guided by the few but is implemented by many individuals and teams. There are typical roles and tasks such as:
- communications
- planning/organizing
- budgeting/controlling
- allocating resources
- supervising/directing
- training/development
- office procedures
- building management
- evaluating/assessing
Reflection/Assessment/Application:
How well do you execute, or finish, what you start?
Unit Reflection/Application:
If you were to lead a conference on “Practicing Servant Leadership,” what would your major points be? Where will you start your practice?
Robert Greenleaf: Ten Characteristics of the Servant-Leader
Study Abstract – Prepared by Lloyd Elder
The following ten characteristics of servant-leadership are abstracted from Reflections on Leadership, “Introduction: Servant-Leadership and The Greenleaf Legacy” (p. 4-7) by Larry Spears, who is editor of the book. Larry Spears, executive director of the Greenleaf Center for Servant Leadership, quotes from the New York Times:
Servant leadership deals with the reality of power in everyday life–its legitimacy, the ethical restraints upon it and the beneficial results that can be attained through the appropriate use of power.
After some years of carefully considering Greenleaf’s original writings, Larry Spears has identified the following 10 critical characteristics of the servant-leader:
Ten Critical Characteristics of the Servant-Leader:
- Listening: Although leaders have been valued for their communication and decision-making skills, servant-leaders must reinforce these important skills by listening intently to others.
- Empathy: Servant-leaders strive to understand and empathize with others, and to accept and recognize people for their special and unique spirits.
- Healing: Learning to heal one’s self and others is a powerful force for transformation, integration, and healing the brokenhearted.
- Awareness: General awareness, and especially self-awareness, strengthens the servant-leader; it also aids in understanding issues involving ethics and values.
- Persuasion: Servant-leaders rely upon persuasion, rather than positional authority. In making decisions within an organization, they seek to convince others rather than coerce compliance.
- Conceptualization: Servant-leaders seek to nurture their abilities to “dream great dreams”; to encompass broader-based conceptual thinking; and to articulate these to others.
- Foresight: The ability to foresee likely outcomes of a situation is hard to define, but includes understanding lessons from the past, realities of the present, and likely consequences of a decision for the future.
- Stewardship: By “holding something in trust for another,” servant-leadership–like stewardship–assumes first and foremost a commitment to serving the needs of others.
- Commitment to the growth of people: People have an intrinsic value beyond their tangible contributions as workers; as such, servant-leaders are deeply committed to their own personal, professional, and spiritual growth, and especially to the young.
- Building community: Servant-leaders seek to identify and demonstrate building true community among those who work within a given institution; institutions need our caring.