Servant Leadership

In church leadership circles, one hears occasional references to "servant leadership." What follows is a presentation I have made based on Jane Fryar's "Servant Leadership: Setting Leaders Free" (Concordia Publishing House, 2001). It is a concept well worth thinking through, no matter whom you are leading.

Servant Leadership—A Contradiction in Terms?

“I am among you as the One who serves.” (Luke 22: 27, NKJV)

The essence of servant leadership springs not from a leader’s traits or behaviors. At its heart, servant leadership is identity-based.

Describe a “servant leader” you have known personally. Why did you characterize that person as a servant leader?

Service First

Servant first—or Leader first?

Servant leaders begin by asking, “How can I help? Whom can I serve?”

“Leaders don’t command and control; they serve and support.” This kind of service orientation requires humility.

Scripture pictures humble tasks (such as foot washing) as the highest honor. Jesus says, “You know these things, blessed are you if you do them” (John 13: 1—17).

True service also means vulnerability. It means admitting our limitations and owning our mistakes. NO LEADER CAN KNOW EVERYTHING. When we openly admit our limitations and our need for help from the Lord and other people, we allow those who follow us to use their God-given talents and gifts.

Jesus acted with divine authority, yet He lived with the limitations and vulnerabilities of true humanity.

When have you experienced command-and-control leadership? When has a leader served and supported you? Describe the results in each case.

Servant Leaders See (and Listen) Deeply

Servant leaders:

*recognize the yearning to make a difference their followers have;
* can see beyond present reality to a better future;
* communicate their conviction that bringing the vision to reality is exciting and worthwhile.

Seeing begins with listening. Servant leaders really listen to constituents’ observations, commitments, experiences, and personal goals. They ask:

What needs do our neighbors have? How might Jesus want us to address those needs?
What doors has the Lord opened for us already?
What motives lie behind the voluntary commitments and actions people perform in this organization?
What frustrates or confuses us? How could we move the roadblocks or move ourselves around them?

Servant leaders listen first, then set a direction and focus the efforts of those who follow them.

What is your organization’s vision (or goal)? How do you communicate that vision to your group—or do you?

The Power of Persuasion

Until recently, leaders were expected to COP: Control, Order, & Predict.

The chief “power” in the COP model is “coercive power.”

A scientist at the Lawrence Livermore National Laboratory writes: “One thing I’ve learned at LLNL is that if you have to invoke the authority of your position to make people do something, you effectively have no authority over them.”

Authority does have a proper place in society, as well as the Church.

Jesus taught “as one who had authority” (Matthew 7: 28—29).
Jesus gave Peter and the Church the “keys of the kingdom (Matthew 16: 19).
Jesus designated twelve apostles to “preach and have authority to drive out demons” (Mark 3: 13—15).
Paul instructed Timothy to “correct, rebuke, and encourage” (2 Timothy 4: 1—5).

Those who had authority in the New Testament Church seldom resorted to coercion or attempted to control others. The model of persuasion prevailed.

Paul writes to Philemon: “Although in Christ I could be bold and order you to do what you ought to do, yet I appeal to you on the basis of love…I did not want to do anything without your consent, so that any favor you do will be spontaneous and not forced” (Philemon 8—14).
“Each man should give what he has decided in his heart to give, not reluctantly or under compulsion, for God loves a cheerful giver” (2 Corinthians 9: 7—8).
“It is for freedom that Christ has set us free…use your freedom to…serve one another in love” (Galatians 5: 1, 13).

Jesus and His followers led by what some have termed “referent power.” This kind of power grows from the desire of others to please a person for whom they have strong affection. Referent power usually grows slowly, over time, as followers develop friendship and loyalty toward a leader they admire and want to emulate.

Here is another description of referent power: “Leadership is the art of mobilizing others to WANT TO struggle for shared aspirations.”

Followers in organizations led by Christlike servants experience a change of heart, a shift in focus from themselves to the common vision of the whole. NO LEADER CAN COERCE THAT KIND OF CHANGE. Not even Jesus forced anyone to believe in Him or follow Him.

Reflect on a time you coerced someone else into doing something you wanted. What became of your relationship with the other person as a result? What happened to that person’s ability to comply freely?

Have you experienced either the giving or receiving of “referent power”? If so, in what ways did that change you?

Consensus means that each group member has had an opportunity to shape a group’s decision and has committed himself or herself to making the decision work. Leaders forge consensus by listening to others and encouraging all group members to listen carefully to one another.

One alternative to the COP model is ACE: Acknowledge, Create, and Empower.

Acknowledge: Synonyms would include “recognize” and “appreciate.” Say thank you. Notice and celebrate the positive accomplishments of those who are following your lead.

Create: What can leaders create? Communities free from fear…supportive environments…a climate or culture of respect and love.

Empower: Set high standards for your people, then be a coach and encourager along the way. Ask questions like “What am I doing that helps you succeed? What am I not doing that you need to succeed? What am I doing that you would like to do?”

Servant leaders believe and live the concept that the development of people…pays real dividends to both the organization and the individual.

Servant leaders believe that people have an intrinsic value beyond their tangible contributions as workers.

Empowering others to act can be risky. Consider the risks a perfect Servant Leader took in Luke 10: 1—12.

Think of the mistakes the 72 might have made. Evidently, Jesus saw learning and doing as inextricably linked.


Notice the celebration when they returned: (Luke 10: 17—22)


Servant leaders work to help others succeed. They work for their people. This kind of service requires both humility and the willingness to admit our vulnerability. Servant leaders do not need to fear their limitations. We have freedom in Jesus’ pardon and the power to ask for forgiveness, help, and the insights of other people. Servant leaders seek to serve and support, not command and control. Our followers do not need a superhero who stands above the fray. They don’t need a paragon of virtue who always knows what to say and do. They need Christlike servants who care for them with His compassion, who serve them with His love. They need leaders whose primary identity rests in their service of Christ and His people.