The Leader as Follower

Seeing Christ in 3-D
Robert Hodge
This article provided by the Engstrom Institute

"Leadership development" has become a $50 billion industry (Ready and Conger, 2003), replete with bestselling books, hot curricula, star-powered seminars and satellite events. Yet, we seem to need as much or better leadership than ever. Maybe we are missing something.

Amazon.com lists 30,767 books with "leader" in the title, 543,000 with "leader" as a keyword. Just in 2008, 59,694 books were published with "leader" as a keyword. There are about as many religious/spiritual books in the genre as business books.

By contrast, 247 religion books have "follower" in their title; there are only 47 business books. Largely to the Christian Church's credit, religion books number 1,273 with "disciple" in the title; business has 5. "Obedience" books are divided almost equally between the Church and pets.

In leadership development group sessions, we ask the participants to identify the primary characteristics of a great leader. The typical Western list includes, in descending order of importance: integrity, followers, honest, forward-looking, competent, and inspired/inspiring. In an unscientific study over the last few months, we have asked several groups, Christian and secular, to identify the primary characteristics of a great follower. To everyone's surprise, the lists contain most of the characteristics of great leaders!To date, however, not a single participant notes ever dwelling on what it means to be a great follower. Imagine the difference in the world if these characteristics might be instilled as virtues for each person, not just for those who aspire to leadership.

Going further with unscientific study, we have asked over 150 people from churches, non-profit organizations, religion departments, and business if they have ever attended a conference session, heard a lecture, read a book or article, or had a discussion on how to be a good follower. Nobody so far acknowledges participating in such sessions. One person, upon reflection and some prodding, noted that she had read a book that describes the topic. The Bible. "Discipleship" seems to be directed only toward Christ and is not readily or often transferred to general principles of followership in our Western culture. The lack of recognition of our Bible as a book for followers as much as a book for leaders may represent the crux of this discussion. We may be viewing scripture too much through a leadership lens and too little through a followership lens.

Going Deeper

• The increasingly common idea that "Everyone is a leader" only works by the broadest definition possible—"influencer," though most would cringe at the implicit equal application of the term to both a terrorist and an elected president. "Influencer" alone does not differentiate between coercive, positional or the more attractive and biblical servant leadership.

• We may be overbalanced toward quality leadership, missing the prerequisites of good followership. Even by the narrowest of definitions, every person began life and may be born again as a follower. Almost every person remains a follower, accountable to some organization, a board, or supervisor. We should be greatly concerned about any person who doesn't know or believe that he is an accountable follower of some higher power, organization or person.

• Fully rounded Christian leadership development is critical to the Church and the world. "Servant leadership" was not invented by Robert Greenleaf in the 1970s as sometimes attributed. He did pull from scripture to stress "the servant as leader" rather than "the leader as servant." In his Foreword to Robert Greenleaf's The Power of Servant-Leadership (1998), Peter Vaill dwelled on the grammar itself: "In the phrase 'the servant as leader' (which after all was Greenleaf's title for the original seminal essay), the subject is the servant or service; the predicate is the leader. His phrase is an application of the philosophy of service to the practice of leadership." It is possibly a focus on leadership without the prerequisite willing followership that makes some "Christian leadership" begin to look and feel like what is found in the secular space. Even Greenleaf complained in later books that others had twisted the concept of "servant leadership" into an alternative, optional style that leaders could choose to learn and implement as necessary.

• To a watching world, Christ-followers may be more attractive than Christian leaders. How different our view may be of Jesus or his disciples as we understand them first as followers and servants rather than leaders. Consider the pastor as follower before he is a leader, the teacher first as follower, the evangelist first as follower. "Christ follower" is Christ-centric; "Christian leader" is leader-centric. One cannot become credentialed or degreed as a leader as one can a teacher or pastor. Yet, every Christian can acknowledge that he is following and pursuing Christ, inviting others to come along. Engaging people as a fellow traveler is very different than positioning oneself as an intermediary or guide to a destination.

• You cannot lead until you are first, foremost, and always a follower. Jesus uniquely made this come to God-honoring life for us when he came in the form of a man to be a servant leader, doing it out of obedience and unconditional love.

A fuller, two-lens view of leadership and followership can be found in scripture often used to describe Jesus' leadership:

Phil. 2:5-8 (NIV): Your attitude should be the same as that of Christ Jesus:
who being in very nature God, did not consider equality with God something to be grasped, but made himself nothing, taking the very nature of a servant, being made in human likeness. And, being found in appearance as a man, he humbled himself and became obedient to death—even death on a cross.

Jesus demonstrated that he is the ultimate, adaptable leader, and we thank him for it.

Looking at the same scripture through a "follower" lens, we see that Jesus assumed the role of follower as part of being the ultimate adaptable leader. He did not consider equality with God something to be grasped. He took on the nature of a servant. He was obedient unto death—"My father, if it is possible, may this cup be taken from me. Yet, not as I will, but as you will" (Matt. 26:39, NIV).

• In his introduction to The Art of Followership: How Great Followers Create Great Leaders and Organizations (2008), management/leadership guru Warren Bennis states, "I will go out on a limb and predict that a decade from now, the terms leader and follower will seem as dated as bell bottoms and Nehru jackets." This prediction comes from an emerging body of thought that adds a second significant variable to the leader/follower equation. Rather than influencing followers to follow the leader, there is better thought that the leader assists the followers to follow the cause, not the leader. They are all purpose-driven. In addition, some emerging thought suggests that followers may create and sustain the great leader. After all, one of the few commonly recognized requirements of a leader is that she has followers. Followers may be forced into obedience to a dictator but they can elect or un-elect a leader every day with their feet. "The mark of a good leader is loyal followers; leadership is nothing without a following" (Prov. 14:28, The Message). Followership creates influence. We thank Christ for that example as well.

Putting Thoughts Into Action

• Reread scripture through a "follower" lens. You probably have already identified and listed characteristics of leadership from Christ and biblical heroes. Now, identify their characteristics as great followers. How do you rate on measures of quality followership?

• Assure your own great followership of Jesus Christ, and then influence others to come with you to follow Jesus and His cause to glorify God, not you and your cause.

• Consider your philosophy of outreach. Does "Get to the leaders - get to the people" stand up in light of a balanced demonstration of Christ's followership and leadership?

• Don't confuse power with leadership. Both exert influence, yet servant leadership offers a very different type of powerful influence that continues to befuddle the wise.

• Enter into dialogue across generations to understand how "followership" and "leadership" are changing in the eyes of younger generations. While the "end" in teaching about Christ as leader and follower might remain the same, the point from which younger people start has likely changed from your generation.

• Consider the role of followership in your existing, fine leadership development program. Those who don't "get it" about excellent followership will not "get it" about leadership either. Intentionally connect the dots between leadership, discipleship, and followership. Provide a full, two-lens, 3-D view of Christ as our example.

"Servant leadership" is not an alternative leadership style. It is a motive. It is not optional for Christians who would influence others. It is a requirement for Christian leaders as demonstrated by Jesus Christ. It is predicated on being a good follower.

Our relationship with Christ includes a relationship with a follower as well as leader. We might do better by considering the "exampleship" of Christ, seeking to see him in 3-D, apart from the hierarchical language of leaders and followers. In the Body of Christ, leadership and followership become components of the same subject, and each of us plays both roles simultaneously.

References

Greenleaf, R.K., (1998), The Power of Servant-Leadership, Berrett-Koehler Publishers

Ready, D & Conger, J (Spring 2003), Why Leadership Development Efforts Fail, 44(3), 83-88

Robert Hodge assists leaders and organizations identify their preferred future and how to achieve it. As an executive coach/consultant, he focuses on leadership, board and organizational development, transitions, planning and collaboration. He can be reached at Bob@Foresighthodge.com