A distinction can be made between the concept of leadership and that of being a leader.

A segment of those who write about leadership indicate a small percentage (2-3%) of people in our world are leaders. Another segment of authorship claims everyone has a sphere of influence that includes friends, family, coworkers, neighbors, etc. Thus, we are all leaders to a degree. The exercise of our influence, however, may determine the type of leader we are or are not.

On the other hand, leadership seems to indicate the use of power to direct a group of individuals toward an objective, a purpose, vision, or certain goals associated with these areas.

If we make this distinction, then the number of those who possess the authority to direct is fewer. Additionally, few desire this authority.

We should remember something I once heard, “If you want to be a leader, then think, speak, and act like a leader.” The idea speaks to how our thoughts, words, and actions affect every relationship.

If we start here, then perhaps leadership will take care of itself.

November 15 is somewhere in the middle of the month. While the idea of being somewhere in the middle can raise thoughts of mediocrity, neither for our against, a sort of “riding the fence” mentality, this thought goes much deeper.

As quickly as the days, weeks, months, and years fly by, taking a moment somewhere in the middle seems appropriate to evaluate and ask a few questions.

What have we done up to this point to help reach our goals and achieve the vision? Would our assessment indicate solid progress, or are adjustments needed in order to move us forward? Maybe we need to alter our goal. If so, should the goal be raised because we aimed to low, or should it be lowered because we were to ambitious initially?

Somewhere in the middle affords us an opportunity to evaluate the primary areas of our work and progress to determine how we can lead into the future. Additionally, from this position we have a much better perspective of what the future looks like and how we can cast a greater vision for what lies ahead.

For years, an idea expressed by Mark Twain was the signature line for several emails I received, “Great things can happen if we don’t care who gets the credit.”

Based on Twain’s statement, John Maxwell suggested another level that emphasizes how great things can and actually do happen when we give others the credit.

While both sentiments indicate a powerful thought, we all know the challenge of applying them to our leadership. Perhaps it is our lack of self-esteem on one hand, or the ego-centric problem on the other, but we seem driven to receive the credit.

When the project is completed, we relish in our pride that it was our plan, suggestion, or leadership that made it possible.

We know from a biblical perspective that spiritual leadership will not allow a self-centered attitude to exist. Instead, scripture repeatedly indicates that we seek after the needs or well-being of others.

Jesus provided this example for us and He desires we pursue the same direction. The result might just develop what Simon Sinek refers to as a “Circle of Safety.”

People become leaders for different reasons. At times, the situation demands someone step up and lead. Crises move people into leadership on numerous occasions.

Selfish ambition is a motivating factor for many to lead. The desire to personally benefit from a position of power appeals to the majority in secular leadership.

The secular field is not the only environment where selfish ambition exists. The apostle Paul referenced those who led out of such motives within spiritual circles (Phil. 1:15).

However, there are those who lead with the right motives, and the result is powerful.

Spiritual leadership is about leading with the right motives. Behind every thought, action, and decision, proper motives must exist.

Developing this motive is a process that consists of three key factors.

One, a relationship with Christ, personally, but not separately from the collective body.

Two, an understanding of Scripture, both the milk and meat of God’s word.

Three, a compassion for the eternal condition of others, saved and lost.

Considering these three factors can help us check and develop the motive required in godly leadership.

The concept of leadership raises a multiplicity of thoughts, one of which involves the duality of our purpose.

Whether we think from a corporate, political, educational, or spiritual perspective, two key components exist: 1) first and foremost we follow someone else, and 2) we carry a responsibility to influence those who follow.

Without understanding what it means to follow someone else, we lack the humility needed to influence those who follow.

Numerous authors on leadership emphasize the significance of this truth. Unless we know how to follow, we cannot properly lead.

We do well to remember that true success is not determined by the number of people who follow us, but by the one we choose to follow. We all know of leaders who led masses of people to death and destruction because they followed a self-glorifying purpose, or the wrongful intent of someone else.

Of course we also know of those who led only a few, but led them to victory because they chose to follow God, the One who delivered and provided success.

Knowing the duality of our purpose aids the direction of our choice.

The phrase may sound a bit odd, but the idea behind it is anything but odd.

We live in a world that has a more ego-centric problem. Everything is geared to satisfy self. The issues related to this problem grow exponentially with every breath.

A quick Google search or a tour through Amazon’s book selection reveals the magnitude of the problem. Book titles such as, Love Yourself, Celebrate Yourself, Self-Esteem: You’re Better Than You Think, and The Art of Learning to Love Yourself highlight a proverbial “drop-in-the-ocean” regarding the challenge before us.

The answer comes from a metamorphosis of our thinking. In Life on the Vine, Philip Kenneson discusses the Fruit of the Spirit. The focus throughout each chapter is an “others-centered” mindset.

Leaders must be people-centric, others-centered, if they desire true fulfillment. Even more interesting is the fact that the entire concept is biblical.

Jesus explicitly identifies the first step to discipleship as one of denying self (Lk. 9:23), and Paul caps off the thought with regarding others as more important than self (Phil. 2:3-4).

All leaders face problems. These problems come in small or large sizes. They often present themselves through the most difficult and negative of people and at the most inopportune time.

I am sure we’ve all known of individuals unwilling to accept a leadership role because they did not want to deal with problems. They did not want to deal with the frustration of complaining, complacency, and a general lack of cooperation.

Problems are not new, but how we deal with them makes a major difference. James Merritt writes about the necessity of patience in leadership. He said, “Problems are not meant to defeat you, depress you, or discourage you. God meant them to develop you.”

If we possessed a more developmental mindset toward problems, we would probably experience an entirely different attitude when they occur.

When problems occur, regardless of the source of the problem, we have an opportunity to evaluate our approach.

The demonstration of patience in these moments may just give us an opportunity to experience divine development. Now that will give us a new perspective on problems.