This lesson is not about levels of official position. It is about levels of influence.

Some leaders cannot grow and develop. Most often they are limited by their own perspectives and choices. These limits may keep them from being promoted to higher positions or may prevent them from doing well in their current positions.

The problem is that an organization does not improve unless its leaders improve. An organization reaches its limits when the leaders reach their limits. The organization cannot extend its limits until the leaders find ways to develop themselves.

Below are some examples of imaginary leaders with leadership limitations.

Caleb has personal problems (like finances or family relationships) that he cannot resolve. He cannot focus on the organization because of these problems. His work is often interrupted by crises at home.

Instead of leading, Thomas blames others for failures in his organization, waits for others to make decisions he should make, and thinks he is not responsible for making the organization succeed. He explains that the failure of his organization is the result of factors outside his control.

Sarah is unwilling to develop herself. She denies her faults and is angry if anyone questions her competence.

Mark is satisfied with his organization, does not see a need for improvement, and will not consider making any changes. His organization will become ineffective as the world changes.

Philip thinks he is the only leader the organization needs. He expects everyone else to simply follow his directions. He does not want a team; he only wants helpers. He does not understand why people do not help him more.

Ethan started the organization as a way to benefit himself and show his personal greatness. He does not plan for the organization to be great without him.

Paul has weak character. When he is under stress, he makes promises he cannot keep, spends designated funds for other purposes, misses appointments, and lies. His team is sometimes embarrassed by his reputation.

Each of these leaders soon reaches the limit of his potential. They cannot become better leaders until they confront and remove their personal limitations. If they are unwilling to change, their organizations cannot improve until these leaders are removed.

► Considering each of the imaginary leaders above, answer this question, “How would _______ have to change before his organization can improve?”

Saul started out well as king of Israel. He was humble and considered himself inadequate for the position. At first, some people refused to recognize him as king.

After Saul’s first military victory, some of his supporters wanted to kill the people who had previously rejected him (1 Samuel 11:12). Saul replied that God had given the victory, and it was not a time for vengeance (1 Samuel 11:13). It is sad that he did not keep this attitude for long.

Saul soon disobeyed God. When the prophet confronted him, Saul blamed the people, rather than taking responsibility as leader (1 Samuel 15:21). The prophet told Saul that God would give the kingdom to someone better than he (1 Samuel 15:28). God knew that David would be obedient.

Throughout Saul’s reign, he was desperate to hold onto power. He neither repented nor tried to regain God’s favor. He never accepted the fact that God was going to replace him. If he had repented, his soul would have been saved. He could have served as king until God brought the replacement, and he would have finished with honor. Some old, long-term leaders finish without honor because of the attitude they have in their last years, fighting for their position when they are no longer able to lead well.

In one day of battle, Saul said, “Cursed be the man who eats food until it is evening and I am avenged on my enemies” (1 Samuel 14:24). The command was unwise, because after hours of fighting, everyone was exhausted. The command also shows his focus on self. In his mind, the battle was for him personally.

Saul was so insecure that he could not admit his mistake. Even though Jonathan’s actions brought a great victory, Saul almost executed him because Jonathan had unknowingly disobeyed Saul’s command.

In another war, Saul was waiting for Samuel to come and offer a public sacrifice and pray for God’s help. Days passed, and many of Saul’s men were leaving because of their fear. Although God had only authorized priests to make sacrifices, Saul decided to do the sacrifice himself. During the ceremony, Samuel arrived. He rebuked Saul, but Saul urged him to finish the ceremony so that the people would not know anything was wrong (1 Samuel 15:30). Saul was more concerned about the opinion of the crowd than the approval of God.

Saul was jealous of the success of others, especially David’s. He spent much of his time and many resources hunting David, even though David did him no harm.

Saul was suspicious and complained about the disloyalty of his people. Because of his suspicion, he believed lies about other people (1 Samuel 24:9). He listened to the wrong advisors. He complained that everyone was against him and that nobody provided him the information he needed (1 Samuel 22:8).

Jonathan, Saul’s son, was very different from his father. He realized that David would become the next king and accepted that fact. Saul could not understand why Jonathan did not hate David. Jonathan and David were strong friends (1 Samuel 18:1-4). Jonathan’s faith in God gave him confidence to accomplish great victories even after Saul had lost his faith. Sadly, Jonathan was killed in battle because of his father’s mistakes.

Saul was at war all of his life. Whenever he saw a man who looked strong, he forced him to join his army (1 Samuel 14:52). This meant that he was constantly imposing his will on everyone without concern about their needs. He never thought that he had enough help. This caused people to avoid Saul.

We see a great contrast between Saul and David. David attracted heroes, but people avoided Saul. David’s men had such love for him that some risked their lives to bring him water from a place that he loved (2 Samuel 23:15-17). Saul often complained that his people were not loyal enough, but he distrusted David, one who was absolutely loyal.

John Maxwell described levels of leadership influence.[1] These levels do not refer to levels of position. A person in any position might be at any of these levels of influence. An exceptionally good leader will rise through these levels over time even if he stays in the same position.

(1) Position

A person’s leadership may begin with a position. Many people in positions assume they don’t need to do anything further to become leaders. They do not realize they need to earn the confidence of their people. Leaders in defined positions tend to depend on authority to get cooperation. Instead of persuading people to share their goals, they may use incentives such as payments or punishments to convince people to do what they say. This style of leadership is common but rarely achieves the best possible results.

A leader in a new position should show that he understands the history and culture of the organization. He should not propose ideas and change things without showing that he appreciates what has been done before. He should show that he shares the values of the organization.

The leader should make sure people have what they need to do well in their positions. He should do more than they expect him to do for the responsibilities of his position. He should make some changes that most of his people recognize as good.

(2) Permission

At this level, the people want to follow the leader. The leader reached this level by developing relationships with his people. He showed personal interest in their lives, instead of just the job. He protects them from mistreatment by the organization. He finds ways to help them succeed personally.

(3) Production

When the leader is at the third level, people follow not just because of relationship, but because of good results. The leader’s actions are helping them achieve goals, so people cooperate because they like what happens through him. Because of the leader, the organization is succeeding, and people are succeeding personally. At this level, the leader is communicating the goals, setting a course, and maintaining accountability for his own actions and the actions of his people.

(4) People Development

The fourth level is people development, where some of the people are becoming leaders with a personal connection to the leader. They believe in the results of his leadership, they have a personal relationship with him, and they are experiencing personal fulfillment. At this level, the leader should be investing in the top 20% of his effective people. He should be building a group of people who help him lead.

(5) Reputation[2]

At the fifth level, a leader’s influence is based on his reputation for being a great leader. People respect and follow him even before they have a personal connection with him.

Conclusion

A leader will not be on the same level of leadership for all of his people. For example, some of his people may follow simply because he is in a position of authority (position leadership), while others cooperate because they see that his leadership gets good results (production leadership).

A leader should evaluate his own level and realize what he needs to do to go to the next level. He should not be satisfied to stay at the level where he first experienced success. For example, some leaders are satisfied to stay at the second level, where they are liked by the people they lead. A leader should always aim for a higher level of leadership.

Sometimes a developing leader moves from one organization to another. Even a mature leader who has served in a place for a long time may move.

How can a leader know when it is right to leave?

Sometimes a ministry leader knows that God is calling him to another place of ministry. God is able to reveal his will clearly. A person should not rely only on an inner feeling; there should be confirmations of God’s direction. Usually if God is directing a change, he will make special changes in the circumstances or provide in a way that confirms his direction.

There are also other things to consider when deciding whether or not to leave.

• Don’t leave because you are unwilling to submit to authority.

• Don’t go to a new position because the pay is more.

• Don’t go to an organization that will require you to compromise your beliefs or ethics.

• Don’t violate family priorities for the sake of a promotion opportunity. Provide a good church and school environment for your family if at all possible. The move should be good for your family.

A new position should have expanded potential for leadership development. The new position should help develop the abilities that will be important for your future.

Try to keep a good relationship with the people you are leaving. Even if you think they have done wrong to you, don’t make harsh statements to them. You will probably have contact with them again, and they may be able to help you in the future. Don’t make enemies.

A Bad Example

Demas traveled in ministry with the Apostle Paul. He was part of a missionary team that carried the gospel into strange new places, seeing miracles and thousands of conversions. New churches were begun, forming a network in every large city.

Sadly, Demas did not realize the wonderful opportunity he had. Paul said, “Demas, in love with this present world, has deserted me” (2 Timothy 4:10).

We looked at Jim Collins’ description of the levels of leadership in the lesson on servanthood (Lesson 5). In that lesson, we studied the special characteristic of the Level 5 leader.

In this lesson we will look at the differences between the levels. Here is Collins’ description of the five levels of leadership.[1]

1. Highly Capable Individual. This person produces well because of talent, knowledge, skills, and good work habits. This person may not be in a leadership position, but he has influence because his work is good.
    
2. Contributing Team Member. This person helps a group accomplish its goals and works well with the group. He may not be the leader of the group, but he influences it by his participation.
    
3. Competent Manager. This person organizes people and resources to accomplish goals. He did not set the goals but accepts the goals that were set by a leader. He administrates the resources that are available and works in his organization.
    
4. Effective Leader. The leader helps the people of the organization develop and share a vision. He helps them set goals. He motivates them to commit themselves and to put their energy into achieving a clear vision. He does not simply manage what is there. He takes responsibility for the success of the organization by recruiting help, finding resources, and revising the purpose.
    
5. Level 5 Executive. This person has the characteristics of the Level 4 leader, but also has one more very important characteristic. Because of his dedication to the organization, he has personal humility and determination. He builds the institution to have long-term greatness.

David excelled in many roles. He was a shepherd, song writer, singer, harp player, worship leader, prophet, fighter, general, and king.

David was the youngest in a large family. It is rare for the youngest son to become a great leader. His family did not expect leadership from him, but God chose him.

David’s first work was as a shepherd. This did not seem like an important job, but it prepared him for more important things. His sense of responsibility was so great that he did not run from danger. He depended on God for the power to fulfill his responsibilities, and he killed a lion and bear with God’s help (1 Samuel 17:34-37).

Like every potential leader, David was being trained before he knew that he was experiencing training. His victories developed him into a person with confidence in God. He became a leader who would not let fear stop him from doing his job.

Imagine how David’s life would have been different if he had been less serious about protecting the sheep. He would have run when the lion or bear came. Later, when he heard Goliath’s challenge, he would not have even considered facing the giant.

God sent Samuel to anoint one of Jesse’s sons. The anointing meant that God had selected him to be the next king and that God would give him special help to fulfill that calling. Samuel expected God to choose Eliab, but God said, “Man looks on the outward appearance, but the Lord looks on the heart” (1 Samuel 16:7). Many times God has surprised people with the person he selected for leadership.

The great challenges that came to David in his early life were opportunities. However, only a person with David’s attitude would have recognized the opportunities. Thousands of men heard Goliath’s challenge, but only David saw it as an opportunity. He was motivated by the offer of reward, but even more, he fought for the glory of God (1 Samuel 17:46-47).

Leadership is influence. On the day David killed Goliath, he was the real leader of the army, because the army moved after his victory (1 Samuel 17:52). His victory made them believe that they could have victory.

David became a soldier for Saul. He behaved wisely, and his influence increased (1 Samuel 18:16). Even though Saul was a failing leader who treated David unjustly, David was loyal. This was a period that further developed David’s character. Often a potential leader with strong abilities is treated badly by a failing older leader. The young leader is tempted to be impatient and try to take respect away from the older leader.

David had been anointed to be the next king, yet for a long time it seemed that it would not happen. He was tempted to try to take power by force, but instead he waited and trusted God.

When Saul tried to kill David, David hid in the mountains. Many men came to join him because conditions were so bad under Saul (1 Samuel 22:2). Though Saul considered them outlaws, they did not become robbers. They continued to fight the enemies of Israel, even though Saul considered them enemies and spent much time hunting them.

David helped to protect farmers and ranchers from robbers (1 Samuel 25:14-16). At one time he sent men to ask for food from a ranch they had protected. Nabal, the owner, was disrespectful. He accused them of being servants who had left their masters, and he refused to give them anything. David was angry and took men to kill Nabal. On his way there, he met Abigail, Nabal’s wife, who came to make peace. She reminded him that it would be sinful for him to take revenge against a personal enemy (1 Samuel 25:26). She appealed to his desire to be righteous in God’s sight and to experience God’s blessing (1 Samuel 25:30-31). David listened to her advice.

Because of his humility and trust in God, David became a great leader.

► How do you expect to change your goals or actions because of this lesson?

1. Write a paragraph summarizing a life-changing concept from this lesson. Explain why it is important. What good can it do? What harm could result from not knowing it?

2. Explain how you will apply the principles of this lesson to your own life. How does this lesson change your goals? How do you plan to change your actions?

3. Learn the five levels of leadership described by Maxwell and the five levels of leadership described by Collins. Be prepared to write them from memory at the beginning of the next class session.

4. Before the next session, read 1 Kings 12. Two leaders are described here. Write about the faults of these two leaders.