CHAPTER 2 - The servant leader

INTRODUCTION
The title of the book from which a review of chapter two was done is relational leadership. This
book seeks to establish the fact that leadership is a relationship and a servant one as such. Wright
has served as the president of Regent College in Vancouver and is a lecturer of leadership. He
starts with one biblical writers critique of leadership in first-century Christian community. The
challenges raised by Judes letter forms the outline of this book. Walter draws our attention to the
life experience of Onesimus (slave) and Philemon (master), Tychucus and Paul in the book of
Jude. In this chapter Christian leaders attention are drawn to the fact that they are to care for the
sheep and not only themselves and that leadership is about service, about shepherds who care for
the sheep. He establish the fact that leaders servants, in the discussions of this chapter, Wright
outlines ways that servant leaders lead their followers.
A. A leadership of influence
According to Wright leadership is relationship of influence. In contrast with this definition, I
think the leader does not only influence but does so with a vision, goal or objective of which
he/she leads the follower to accomplish. His ability to get them to accept and achieve his goals or
fulfill the vision is what makes his/her leadership an influence one. Hence I my view the
definition should be reviewed to capture the nature of the influence more specifically. For a
leader to have influence on his followers that leader must have something that could identify the
leader with the follower.
I could agree that it takes influence for a leader to lead his followers to achieve a set goal in the
church. The leader relates to the followers in a manner that makes them work together to achieve
a common goal. In this type of leadership the leader seeks to influence attitudes, vision, values or
beliefs of the follower in leading them to a common goal. I my view he does so with his/her
visions, values or beliefs, the followers should be able to identify these with the leader.
Gary Yukl Identifies different forms of influence used by leaders today and these are:
Legitimate request where the follower only response to the leaders directive and request as
authority and do them accordingly. Instrumental compliance is where the leader still gives
directive to the follower but convince the follower to act. The follower does so because he/she
believes that the directive of the leader will produce the expected results and the leader rewards
the follower for work done. Situational engineering where the leader makes changes in the
situation of his followers so that the needed results will be achieved. Personal identification is
where the actions behavior, beliefs values etc are admired and copied by the follower. The
follower studies and copies the leader without the knowledge of the leader. Decision
identification is where people take part in the decision making process making them feel part of 1
the work and so they own it. This has moved from directive leadership to participatory
leadership.
1 Walter C Wright (2000), Relational leadership (a biblical model for leadership service) Paternoster Press; UK
1

I think the use of Garys assessment by Wright is highly recommendable in my view, but the
thing is this, I will not look at it as different forms of influencing followers to achieve a set goal
but rather a wholistic approach to influence followers, where the leader will apply these forms as
and when is applicable to the follower. In my view, the leader could be very effective in his
influence as a leader when Garys different forms of influence. This is where the leaders ability
to influence is tested.
B. Adapting leadership style to followers maturity level
Leadership style is adapted to the followers maturity, the leader adjust his leadership role to fit
the followers they attempt to follow in terms of their understanding and level of knowledge.
Wright uses Hersy and Kenneth Blanchard leadership model which is tied to the follower called
situational leadership, it has two axes. One relates to the amount of task-directive behavior the
leader uses and the other measures the amount of relational support the leader provides.
Task directive starts from telling someone exactly what to do to full delegation in which the
person makes his or her own choices. A telling style of leadership is highly task directive with
little relational encouragement. The second one is relational support behavior which starts from
standing alongside someone, and trusting them to do the work without you. The selling style
remains fairly directive but engages in much more relational support behavior. The participating
style is much less directive but retains a high level of relational support. Finally the delegating
style is quite non-directive and provides minimal relational support, trusting the follower to run
with the task.
In as much as I agree with the use of Hersy and Kenneth model, by Wright the model emphasizes
the direct relationship between leadership style and the maturity of the follower. In my view the
relationship is the key thing to look at, in every maturity level the leader must maintain his
relationship with the follower no matter the level. More importantly, I think the follower needs
the leader in every maturity level of the follower in terms of relationship in assisting the follower
accomplish his or her task and moving the follower to a level of delegating. This in my view
cannot be achieved without a heart of a servant.
C. Follower Empowerment Model of leadership
Wright uses the Empowering Model of Ministerial Leadership by Block which also emphasizes
adjusting the relationship between the leader and the follower to move from dependence to
empowerment, decision making moves from the leader to the follower. Again leaders adapts in
their leadership style from telling to delegating.2
I agree with Burns, that Leadership is a transforming relationship, that there is an exchange in
the relationship such that enriches the vision, values and beliefs of the follower which will end
up enriching the vision, value and beliefs of the leader in the church or any organization.
2 Walter C Wright (2000), Relational leadership ( a biblical model for leadership service) Paternoster Press; UK

According to Peter Block leadership is empowering, I think this is a very profound definition,
this is seen where someone uses his or her position to serve and nurture a follower. He is able to
identify the potential of the follower and helps him/her to maximize those potentials to its
fullness. I think on a more serious note leaders should use their various positions to nurture and
develop their followers instead of lording the position on the followers. I my view leaders are
developers, trainers and disciplers who have been given a divine mandate to assist people to
actualize their potentials which will intend help the church to reach her goal or objectives. In
doing so the leader is fulfilling his servanthood leadership as thought by Christ, as a servant He
empowered his disciples.
D. Strategies for Growing People
Wright has identified strategies for growing people and I agree with him. Mentoring the
leader and all agree to engage in an intentional relationship in which the follower allows the
leader to guide him or her along a career or personal development path. This is done in an
interactive learning relationship which could be initiated by both. According to Wright, the
interactive learning relationship is mutually recognized and defined by both leader and follower
with the purpose of increasing the followers maturity in leadership. Coaching this is where
the leaders approach to leadership is the servants heart, this approach is the participatory more
than directive approach it sees the leader as a servant and a friend and not some kind of boss. The
coach walks with their people, teaching as much by their actions as by their words. The leader
sees himself as a member of the team working together achieve a common goal. Team building
good coaches produce strong teams.
Considering the above strategies, you realize that the leaders has a responsibility to serve and
assist the people he/she serves. His position is nature, mentor, coach, empower etc, the followers
just like Jesus taught his disciples.3
Conclusion
In my view, Jesus Christ, a good servant leader ever lived and demonstrated it through his
relationship with his disciples is something to be emulated by all. Out of his servant leader
behavior he lay down his live for the redemption of all who believe in him. Christian should
draw example from him. Leadership positions for the Christian should be seen as a mandate
given by God to equip his people to fulfill his purpose. More importantly servanthood attitude is
not an obligation but a lifestyle that is part of the Christian, a true servant leader from the heart is
never seen as a burden or obligation but a service to God the creator. According to Wright when
he quoted from 1 kings 11 and 12, If you will be a servant to these people and serve them
they will always be your servants. This is what runs through this chapter.

3 Walter C Wright (2000), Relational leadership( a biblical model for leadership service) Paternoster Press; UK