The Rich Young Ruler

One of the great leadership examples in all the scripture is the story of the rich young ruler. Jesus shows leadership in Matthew 19:16-22 by modeling the path to eternal life for His disciples. We see this by using the inner textural approach of Socio-Rhetorical Analysis which asks: What are the repetitions, patterns, structures, devices used? In this passage we see the will (vs 17 & 21) surrounding the question of obedience when it revolves around the commandments (vs17-20). This sets the stage for Jesus to differentiate works from grace by pushing past fleshly obedience and emphasizing the heart (vs 20-21). Notice also that the young man came to Christ on the terms of works (vs 16) but went away from Him when heart surrender was the requisite (vs 22).
Notice the pattern:
He comes (vs 16)
If you will (vs 17)
Keep commandments (vs 17)
Commandments (vs 18-19)
Kept commandments (vs 20)…….Works vs Grace (Eph. 2:8-9)
If you will (vs 21)………………..Heart (Matthew 6:21)
He goes (vs 22)

Latter on Jesus contrasts this pattern with the calling of His followers by allowing them to see that their heart surrender was evident by their willingness (unlike the rich young ruler) to “forsake all and follow you”. (Matt. 19:27) This leadership example serves as a model of commitment with an emphasis on grace. God help us to follow!

Is a Consultant a Leader?

Is a consultant a leader? In many respects, I think that the attributes of leaders and consultants are paralleled. However, I would like to point out one major difference. A consultant is temporary whereas the leader must be there for the long haul. I agree that relationship is important in both arenas but more so for the leader. When it comes down to it, the buck stops with the leader not the consultant. The challenge of the consultant is to influence but there is no real necessity to have any one follow. Years ago I read a book on leadership in the ministry that points this out: “Leadership begins with one person — the leader. A thousand people may be led or a dozen management skills exercised, but ultimately the leadership equation may be reduced to a lone person, one individual whom people follow.” The leader must do the hard work of developing deep-rooted lasting relationships that a consultant can never do simply because of his temporary state. Many of the attributes necessary to be successful at one will insure success in the other, but having done both, it is my opinion that being a leader demands unique attributes.

Reference:

Briscoe, D. S., Larson, K., & Osborne, W. L. 1993. Measuring up : The need to succeed and the fear of failure. Mastering ministry's pressure points . Multnomah Books: Sisters, Oregon

Mentoring in Leadership

The idea of mentoring cannot be divorced from the concepts of leadership. Chip Bell points this out in his book Managing as Mentors as he compares the two: “The way of the mentor is the way of the leader, particularly in today’s brain based economy.” Mentoring is at its core influence. Bell again points to the parallel as he defines a leader as any one in a role (short or long tern) whose primary goal is to influence another to important efforts of outcome. This is supported by Jeffrey Pfeffer who, although recognizing that there are many definitions, defines leadership in his book The Human Equation by stating: “:Leadership is influencing others to achieve a goal.” This sounds a lot like Bell’s definition of mentoring and looks a lot like what Jesus did in discipling. A consideration of the importance of influence in both mentoring and leadership leads us to the question: How can this be done? This “influence” can be accomplished by understanding the qualities of a mentor-protégé relationship and then striving to model each one in the relationship. Bell identifies six such qualities. They are Balance, Truth, Trust. Abundance (which is generosity), Passion, and Courage. These qualities will help us to be the kind of mentor that is productive in making disciples.

Relationship is the Key

Our challenge to define leadership and followership has proven one thing. It is a complex issue with almost unending layers of insight. One constant that can be applied on any level is the interdependence of the two. Bass and Stogdill point this out in their book Handbook of Leadership as they observe: “leaders cannot exist without followers, nor can followers exist without leaders.” This places an importance upon relationship that cannot be ignored. Kouzes and Posner, in their book The Leadership Challenge, literally define leadership as a relationship between those who aspire to lead and those who choose to follow. This being said, it makes sense that the success of both the leader and the follower hinges on the relationship that is developed between them. May God help us invest the time and hard work necessary in developing the kind of relationships that will insure productive leadership.

Watch Out for Flying Elbows

A leader can only be as affective as his ability to develop influence with followers. Influence must be developed and cannot be demanded. Successful leaders are the ones who are willing to put in the hard work necessary to develop the kind of influence that will motivate people to accomplish there goals. John Maxwell develops this idea with his stages of influence from his book: Becoming a Person of Influence. He states: “Influence … doesn’t come to us instantaneously. Instead it grows by stages.” The progression looks like this: Modeling, Motivating, Mentoring, Multiplying. Maxwell further supports this idea that influence must be developed and not demanded by asserting: “Leadership (which is a specific application of influence) is at its lowest level when it is based on position only. It grows and goes to a higher level as you develop relationships with others.” Demanding as opposed to developing influence is not only non-productive, it can also be hazardous to your health as is humorously noted by Marshall Shelley in his book: Empowering Your Church”: “I quickly found that the more a leader pressures followers to adopt an innovation, the more resistant and resentful many become. If you twist the arm of someone unmotivated to support an idea, you get an elbow in the chops.”