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TAKE THE LEAD: EQUIPPING RADICAL CHRIST-SERVANTS 

Leadership is one of those vortex topics that defies concise review. In scanning the databases for current works on the subject, one discovers over 2500 books published in English since 1996 that have a form of the word “lead” in either their title or description. Perform the same search on Amazon.com, and over 6000 titles are selected. Leadership sells. 

In the same way, the variety of leadership areas can become mind numbing. They range from planning to strategy to personnel to inner leadership to vision to ethics. I assume, given the seminary audience for which this article is written, the character elements of leadership like spiritual depth, true heartedness, and lifestyle issues are in process already. For this discussion, the focus will primarily be on the leader’s competence (the skills of leading).

Leadership Urgency
The faster the pace, the greater the need for clear direction. The more acute the chaos around us, the louder the call for someone to bring meaning to the particular and often complex context. Vision, risk, mission, values, strategy – the language of leadership echoes in the literature and in conferences. Exceptional models of leadership, with all of the trappings of power and influence, appear on the bookshelves. Abraham Lincoln, General Grant, even Atilla the Hun are extolled for their leadership wisdom. We are experiencing such societal speed and transition that we grasp for any insight available. In contrast, the Christian leader is positioned to offer calm confidence. Dependence on the Sovereign One provides a knowing peace regardless of the confusion. God is in control.

To help frame this article, I will introduce four texts published since 1995 that fall into four categories: leadership principles, leadership research, leadership and innovation, and leadership applied to the local church. On either side of the four introductions will be other classic and emerging texts worth considering. 

First, a disclaimer: I come at the topic of leadership as a practitioner and theoretician. Few theories suffice unless tested in the laboratory and the texts recommended reflect that intersection of theory and practice. Secondly, I am biased toward leadership as a means, not an end. As an educator faced with the tension between teaching and learning, the temptation is always to create the perfect teaching experience, rather than the perfect learning experience. In the same way, the end of leadership is not simply to lead others or get things done. For the Christian leader, the goal is to equip radical Christ-servants who accomplish God’s purpose. 

There are several classics that model this preference. Texts like R. Greenleaf’s Servant Leadership (Paulist, 1983), O. Sanders’ Spiritual Leadership (Moody, 1967), R. Clinton’s The Making of a Leader (NavPress, 1988), and D. Hyde’s Dedication and Leadership (University of Notre Dame, 1967) have inspired Christian leaders for decades. In the business literature, authors like Bennis, Mintzberg, Kouzes, Blanchard, and others provide opportunity to adapt learnings from the profit and government sectors. As Wesley suggests, we “plunder the Egyptians,” taking the wealth of principles, filtering them through biblical truth, and allowing them to strengthen effectiveness in the Christian leader. For example, Drucker’s later work on non-profit organizations, as well as his influence in starting the Christian organization Leadership Network, has contributed immensely to the health of the American church during the last twenty years. 

Leadership Principles
Leadership formulas like J. Maxwell’s The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You (Thomas Nelson, 1998) catch our attention, momentarily stirring up the hope that someone really has found the secret recipe for leading others. Maxwell has captured useful reminders illustrated from the lives of key historical and contemporary leaders. The Christian leader can recall biblical models of the same truths. For example, when talking about “The Law of the Big Mo,” another “Mo” (Moses) jumps to mind as Aaron and Hur propped up his hands to keep the momentum of the battle going in Joshua’s favor (Exodus 17). Other theological underpinnings follow as we read Maxwell’s principle of “The Law of the Lid.” While a leader’s ability will determine his or her level of effectiveness (a.k.a. “the Peter Principle”), the impact of God’s anointing on a leader cannot be ignored. Nor can the influence of God’s timing – just ask Esther.

One critique of formulaic books like this one written by Christian leaders is that they are often syncretic, borrowing business insights and applying them to a Christian leadership context. Indeed, care must be given to biblical priority and integrity as one leads. There is no exception for genuine spiritual leadership. At the same time, there are cause-and-effect trends in relationships as there are throughout the universe. These relational laws, like the laws of physics, are as true when not acknowledged by Christianity as when they have been adapted. God seems to have designed us for influence, to follow and to lead. Maxwell’s attempt to identify some of the universal leadership laws, while certainly for the westernized mindset, contributes to those of us anxious to make a difference.

A healthy exercise for assimilating the 21 principles would be to translate each one into biblical precedent and match scriptural character studies for illustration. Better would be taking the next step of finding a mentor or mentoring team to help apply them in the daily ministry tasks. Until they shift from head knowledge to habit, we will lead with a limp.

Leadership Applied to the Local Church
An important leadership resource can be found in the books seeking to apply leadership to the local church. One such resource is T. Bandy’s Moving off the Map: A Field Guide to Changing the Congregation (Abingdon, 1999). In the spirit of L. Schaller’s The Interventionist (Abingdon, 1997), Bandy has provided a workbook for implementing change in the local church. His opening analogy is classic. Like the passenger pigeon that became extinct at the turn of this century, the church in the “pre-Christian” era of the twenty-first century faces extinction without a commitment to innovation. The center section offers a myriad of diagnostic questions to help us understand the context and readiness for change. The research strategy calls for various teams examining the numerous areas of the congregation. While asking every question would lead to certain nausea, Bandy provides ample tools for dissecting the patient.

Thankfully, he transcends “the paralysis of analysis” and lays out the concept of ministry mapping. More than strategic planning, Bandy argues for identifying the core values and beliefs along with the compelling vision and mission. He also addresses organizational flexibility (read Easum’s “permission giving” culture) and key leadership roles. What are the foundational elements of the congregation’s life together? What is the glue, or to follow the analogy, what are the boundaries of this local church? 

The brief, final two chapters no doubt provide a prelude to the next book. Given the data gathered and findings drawn from the data, begin creating the map for change that is designed “on site, omnidirectional, contextual, performed by explorers, relies on spiritual disciplines and activities, follows individual initiative, and expects constant deviation” (340). It allows for finding a path in the midst of the blur and chaos surrounding the church today and tomorrow. He calls for labeling the points of reference like what about the setting and the congregation sets the pace for change. (For example, pace may differ in an Appalachian setting as opposed to Silicon Valley.) What are the benchmark institutions (literal or figurative) against which the church will orient? What are the trends, strengths and weaknesses that will influence the paths taken? Then, what ministry units or teams clearly exist or need to exist to execute the mission and vision of the congregation?

Rather than a program focus, Bandy champions leadership development for navigating the unpredictable ministry terrain. Ask the questions, discern God’s leading, and launch into the adventure of serving Christ in a pre-Christian age. 

Recent Leadership Research
Typology debates continue through counseling circles, but leaders must understand who they are and they must have the quick ability to assess the people they lead. One of the recent resources for applying type research to leadership is Developing Leaders: Research and Applications in Psychological Type and Leadership Development (Consulting Psychologists Press, 1997). Edited by C. Fitzgerald and L. Kirby and published by a subsidiary of Consulting Psychologists Press, the text tracks the application of the Meyers-Briggs Type Indicator (MBTI) to leadership and management. This perennial tool provides one of the more reliable measures for understanding leadership style and practice. The empirical nature of the text offers strong understanding in an illusive field of study

Various issues are included in the chapters: MBTI and performance of management groups, MBTI correlations to 360-degree management feedback instruments, MBTI and willingness to change, MBTI and decision making, MBTI and leadership development, etc. Chapter 13 describes the relatively new MBTI Step II instrument which adds “five behavioral components, called subscales, within each of the four bipolar MBTI preference scales” (381). While not intended to indicate skill or competency, the subscales do provide additional detail on each of the individual’s MBTI letters. For example, an extrovert (E) could be initiating, expressive, gregarious, participative, or enthusiastic. These stylistic nuances can add meaning to how leaders team and their preferred manner of leading. Initiating extroverts “are constantly linking people up with one another. They may remember details about a person’s life, such as names or personal or professional interests. They network easily and connect people who have the same interests” (388). Persons who have used the enhanced MBTI instrument often describe the improved understanding of colleagues and greater sense of team. They know each other better and can play to each other’s strengths. 

Exceptional leaders are those who elicit trust and mutual submission to God’s mission. One of the barriers to trust is the unpredictability of differing personalities. This research offers tools and general observations for lessening the surprise factor of leadership. We can trust what and who we better understand. A combination of biblical boundaries and enhanced understanding of each other’s personalities (with the unique blending that only the Spirit can accomplish) sets the stage for unusual leadership effectiveness.

Leading Innovation
Although initially published in 1962, the fourth edition of E. Rogers’ Diffusion of Innovations (Free, 1995) stands out as a particularly useful coach on how to execute major change. One of Rogers’ early studies was on the adoption of agricultural innovation, like the introduction of hybrid corn, in farming. Since then, he has documented over 4000 innovations worldwide and how those changes were implemented. The result has been two diagrams that have circulated recently in church circles with the help of the Willow Creek Association and Leadership Network. 

When a person or group first learns of a particular innovation (starting a contemporary worship experience for example) the decision proceeds from forming an opinion about the innovation to a choice to use or not use it, to implementation of the innovation to confirmation of the choice. Ultimately the innovation is evaluated and tested to see whether the adoption of it will be lasting. People go through this adoption process at different rates, depending on the innovation. 

In essence, there are five categories of adopters with the commensurate percentage of the population noted with each group. The innovators, a very small minority of the population, jump on board almost immediately while the laggards (not intended to be a derogatory term), may never innovate.

Rogers’ work echoes Schaller’s concept of “building allies” during change. Like it or not, the change agent must strategize on who the opinion leaders are in each category and work to bring them along for the innovation to be truly implemented. Rogers provides rich case studies to help application of the theory to almost any setting. For many Christian leaders hoping preaching or vision-casting alone will suffice, this text illuminates the strategic challenges for innovation minus too high a body count.

A Quick Word on Teams
No leader can survive in the twenty-first century alone. Team leadership has become a non-negotiable alternative to the lone ranger and committees existence long prevalent in church and para-church organizations. Four resources to consider when researching the nature of teams are J. Katzenbach and D. Smith’s The Wisdom of Teams (HarperBusiness, 1994); J. Katzenbach’s Teams at the Top (Harvard Business School, 1997); Heenan, Bennis and Heenan’s Co-Leaders (John Wiley & Sons, 1999); and G. Cladis’ Leading the Team-Based Church (Jossey-Bass, 1999). Any sensible Trinitarian will understand the overwhelming advantage of the team over the solo leader.

Peter reminds us: “Like good stewards of the manifold grace of God, serve one another with whatever gift each of you has received” (1 Pet 4:10). As Christian leaders, we wear the mantle of leadership for our church or organization. By the grace of God, take the lead with integrity and wisdom to disciple unstoppable Christ followers.

By Thomas F. Tumblin, Ph.D., UM elder in the West Ohio Conference, Associate Director of the Doctor of Ministry Program and Associate Professor of Leadership, Asbury Theological Seminary.