The Four E’s Of Servant Leadership

July 2006

Too often “attempts to analyze leadership tend to fail because the would-be analyst misconceives his task. He usually does not study leadership at all. Instead, he studies popularity, power, showmanship, or wisdom in long-range planning.” So said W. C. H. Prentice, writing for the Harvard Business Review. He was right then and he is still right today.

Leadership is about responsibility . . . and to the Christian leader, an awesome responsibility indeed.

Supporting and growing people in ministry is a not an option for those of us saved by God’s grace and called to good works for His glory. The idea of ministering to the people we lead and serve is not new. That it happens at all is not, however, automatic.

There are four basic responsibilities of all leaders to those they lead:

To EQUIP
To educate and train those you lead to accomplish an assigned task.

With some that we lead we must teach principles that establish “baselines” for evaluation. This is often accomplished in a classroom setting using a typical Greek methodology.

After everyone understands the principles involved, we must train those we lead in the “how to” of accomplishing the tasks that lead to success. This is often accomplished through modeling. Jesus taught the disciples by explaining the parables he often used when speaking to large crowds. He then modeled the behavior he desired to see in each of his followers before asking them to carry out the task.

To ENABLE
To build support systems to ensure the success of those you lead.

Another job of a servant leader is to establish goals, boundaries, protocols, and support systems. The goals, boundaries, and protocols are almost always easy for the leader to establish. The supporting systems necessary to ensure the success of those we lead require more effort.

Establishing and developing success ensuring supporting systems requires a leader to understand all the systems impacting on those led. Only after understanding the systems involved can the leader begin the task of systems development that will “level the playing field” and ensure the success of those led.

To EMPOWER
To assign responsibilities, grant authority and release to the mission.

Most of us are pretty good at assigning responsibilities . . . or as some we lead might say, “fixing blame.” Many of us are not so good at describing the tasks that must be accomplished, or providing detailed, thought out job descriptions for those we lead. Not only must a leader provide well described task and detailed job descriptions, they must ensure that those led understand how their responsibilities support the overall mission.

After responsibilities are assigned, granting the necessary accompanying authority is critical. Without the authority to make decisions, execution of the assignment will often be disrupted and may ultimately become compromised.

Finally, release of those led to accomplish the mission assigned is crucial and should be punctuated with ceremony and celebration.

To ENCOURAGE
To serve, supervise, and support those led in the conduct of the mission.

The servant leader teaches when needed, coaches when needed, and cheerleads when needed. The servant leader also holds accountable those led when needed. Finally, the servant leader never loses sight of the tremendous potential of those led, or to whom they belong.

God bless you as you lead and serve.

Book resource tip: Practicing Greatness by Reggie McNeal.

To learn more about leadership development, contact me at or 316-294-5632.

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