Servant Leadership And Sacrificial Succession Theology Religion Essay Example

the potency of communities than single achievement." [1] Much of the modern-day literature encourages leaders to develop and stand out in their own capacity and accomplishments, whereas sequence is all about giving self-interest and putting in the accomplishments and capacities of others. I advise a figure of big corporations both Christian and secular. I have besides served as a curate and as a church plantation owner, so I am good cognizant of and sensitive to the looming challenges many leaders face, peculiarly curates who are seeking to implement cultural alteration at a congregational degree. I realise that non all corporate leaders or curates will hold the permission or the freedom to use all of these findings and suggestions within their leading scenes. But my goal and passion is to inspire every leader to find new inspiration and hope as they pursue their calling, drawing courage from St.Paul who confidently said, "God made me a servant."

Part 1: Servant Leadership and Sacrificial Succession

A crisis of unprecedented scale

In the past decade, there has been a growing interest in the topic of leadership.

Historically, people have turned to leaders in times of crisis, which is not surprising. The last decade has been marked by rapid change and widespread uncertainty, creating significant cultural and sociological concerns [2]. Events like 9/11, the war on terror, and the near collapse of the global banking system in 2008 have greatly contributed to these concerns. Educators and theorists are now grappling with how leadership should be practiced in society and institutions [3].

One major concern is the growing population of Generation Y or Millennials (born between 1980 and 1994). Additionally, there is a lack of effective

succession planning by the Baby Boomer generation (born between 1945 and 1964). Millennials share similarities with Baby Boomers but are often referred to as "boomers on steroids" due to their desire for world-changing initiatives. This creates challenges for Boomers when it comes to including Millennials in leadership positions and passing on their knowledge.

To understand why Boomers struggle with this issue, it's important to define succession planning. In this review, succession planning refers to a structured process that involves identifying and preparing potential replacements for new roles.According to Andrew Garman, the structure mentioned above does not allow for the more spontaneous or "just-in-time" identification of replacements. This idea is further supported by Paul Rattray's concept of a "Sacrificial Sequence," which emphasizes the direct impact of faithfully applying Christ-centered servant leadership. Paul argues that embracing a ministry of servanthood and sacrificial sequence goes against the common practice of dynastic and corporate sequences found in many churches and ministries today. Sacrificial Succession, therefore, occurs when leadership is passed on sacrificially from one officeholder to their replacement through genuine servant leadership.

In addition to these ideas, there is a growing challenge within the Church concerning Millennials. While people are living longer, some countries are experiencing an alarming increase in the birth rate among older generations. For instance, China and India currently have an average age in their twenties. Furthermore, it is projected that within the next 15 years, over half of the global population will be 21 years old or younger. Christian research has revealed troubling statistics regarding Millennials' religious affiliations. Timothy Tennant, president of Asbury Theological Seminary, suggests that only 7% of Millennials in the US have any Christian

orientation.The text expresses concern over the fact that Millennials are only 2% away from being classified as an 'unreached' people group or a 'lost folk' [6]. It discusses the challenge of leading Millennials and references Jeffrey Nielsen's book, "The Myth of Leadership: Creating Leaderless Organizations." Nielsen argues against traditional notions of leadership and advocates for peer-based, leaderless organizations. He believes that transitioning from rank-based to peer-based organizational management is necessary and points to the success of the Egyptian revolution in February 2010 as an example. Robert J. Banks challenges Nielsen's perspective by suggesting that leadership can manifest in various forms, some of which may not be easily recognized. While it cannot be concluded that all Millennials endorse Nielsen's views, they are clearly discouraged by command-and-control or rank-based leadership styles.Many organizations are facing challenges with an aging workforce as dissatisfaction often drives employees to seek alternative job opportunities. According to Jasmine Boatman's research, less than 18% of organizations have a viable plan to address leadership gaps. The main reasons for this include a lack of focus, strategy, and sequence planning. George Barna, an American researcher, highlights the shortage of young pastors entering church leadership due to factors such as Builder pastors staying on into their 80s and Boomer pastors not retiring in their 60s. Barna's research suggests that most Protestant denominations lack proper sequence planning and when it does occur, it is usually reactive rather than proactive. This poor handling can be attributed to a lack of education on the topic among Christian Boomer pastors who heavily rely on importing pastors from denominational pools consisting mostly of Builders and Boomers.

While some churches and ministries do train

and empower leaders from within their own organization, this is not a common practice. According to Jim Collins' evaluation of corporate leadership, 10 out of 11 "good to great" leaders emerged from within the company itself.

The issue of inaction is frequently discussed. There is a perception that Millennials are self-centered narcissists, although this viewpoint depends on perspective. Barna highlights that Baby boomers, who may be the wealthiest generation in history, are also the most self-centered. Despite their exceptional strategic and tactical abilities, Boomers struggle to let go of leadership due to their underlying value: power. Most Baby boomers have no intention of relinquishing it. An instructive lesson can be learned from Henry Ford's rejection of his son Edsel's suggestions, which ultimately led to Edsel becoming demoralized and developing health issues.

Additionally, there has been a decline in the societal significance attributed to pastors as fewer people associate Christianity with their worldview. Pastors no longer hold the same level of societal importance outside of the church as they once did. As aging pastors find it challenging to engage meaningfully with their social environment, they often withdraw from embracing changeThe Western world's clergy is experiencing internal conflict, as described by David Fitch, which presents a significant psychosocial obstacle. This conflict may be the reason why some pastors are distancing themselves from the emergent/missional conversation and hesitant to empower younger leaders who support it. Christian denominations have implemented programs; however, research suggests that these programs are either insufficient for the current context or are not correctly implemented due to influence from dynasty and corporate hierarchy rules. Recent studies highlight the necessity of more selfless approaches. Howard M. Bahr argues

that sacrifice used to hold great importance in social scientific theory but has been overlooked recently, prompting a call for its revival. The lack of discussion surrounding sacrifice and love hinders our ability to express our experiences, and neglecting these concepts diminishes our understanding of their significance according to anthropologist Victor Turner.Anthropologist Merlin Myers built upon Turner's work and argued that the essential bond of a moral society is one's willingness to sacrifice and experience being sacrificed for. This concept is often observed in Christian leaders who prioritize serving others in their ministry careers, treating their followers with respect and love. However, these leaders struggle when it comes to passing on leadership to their successors. The transfer of power usually results in a crisis, either through a dynastic handover or corporate reshuffle. This raises the question of why these self-sacrificing leaders fail to hand over leadership sacrificially as Jesus commanded in Matthew 20:28a - "giving his life as a ransom for many." Jack Neiwald suggests that part of this dilemma can be attributed to what he calls "Pelagian inward-directedness." According to Neiwald, Servant Leadership theory, influenced by Robert Greenleaf, emphasizes the leader's inner mental and spiritual processes as the means for achieving external change.The text suggests that the servant mindset is seen as a way for both leaders and followers to find fulfillment outside of Jesus Christ's transformative power. Servant Leadership emphasizes choosing servanthood over other pursuits, impacting individual and organizational transformation. This aligns with existentialist philosophy, holding leaders accountable for their actions, benefiting overall well-being. The leader's commitment to this approach is more important than their identity (e.g., Jesus, Ghandi, or Buddha). Robert Greenleaf

drew inspiration from Herman Hess for his theory of Servant Leadership as a Quaker. H. Richard Niebuhr predicted in Christ and Culture that existential philosophy will shape leadership language in the future. Christian leadership literature often lacks the selflessness exemplified by Christ's leadership. Research confirms succession planning occurs but rare are officeholders who timely hand over leadership, personally prepare replacements, provide guidance and support to them, and recommend them for positions after succession. Jesus' sacrificial succession encompasses all these principles intentionally.The teaching of succession by Christ is exemplified in Matthew 20:1-28 and other Gospel accounts, such as Mark 10:17-45, Luke 22:24-28, John 13:1-15, 14:26, and 15:9-17, 26-27. In the Parable of the Vineyard Workers (Matthew 20:1-16), Jesus presents the first rule of his sequence program. He emphasizes in verse 16 that replacements should not be chosen based on performance and seniority but rather states that "the last will be first and the first will be last." This challenges corporate practices that often favor a privileged group who obtain leadership positions through family connections or loyalty. Paul's acknowledgement as the Apostle to the Gentiles despite his unorthodox background serves as evidence of this principle in action (1 Corinthians 15:8-9). There are three significant stages of sacrificial sequence evident in Jesus' ministry. Firstly, during his preparatory ministry, Jesus repeatedly reminds his followers about his impending death as he nears departure. This demonstrates Jesus' clear preparation of his successors before the transition occurs. It is crucial to note that Jesus highlights the timing aspect of this leadership transition since it is often unclearly defined in corporate successions. In John 15:15, Jesus further clarifies this truth by considering his

successors as friends rather than mere servants.He shares everything he has learned from his Father with them. The text emphasizes Peter's leadership role in the early church and Jesus' mention of him as a replacement (Matthew 16:18-19, John 21:16), reinforcing the importance of succession. In line with Jesus' example, a sacrificial pre-succession ministry involves preparing replacements, naming them, and predicting their succession timing. Many potential successors serve sacrificially but with selfish motives because corporate systems follow Papal "conclaves." In Matthew 20:20-23 and Mark 10:35-40, James and John's mother asks for her sons to have favored positions in Jesus' succession. Jesus rejects this request and warns against secular norms in corporate and dynastic successions in verses 25-28. This is also mentioned in Mark 10:42 and Luke 22:25. Sacrificial ministry goes beyond servant leadership alone; incumbents must demonstrate true leadership understanding through sacrificial acts for their successors. Jesus' selfless sacrifice of his life for his friends (John 15:13) exemplifies this approach. Therefore, to achieve sacrificial succession, leaders must set aside their own aspirations for the success of their successors.The leadership literature often overlooks this principle. The text emphasizes the significance of sacrificial sequence in maintaining both the religious and practical truth of Jesus' sacrifice for humanity. It highlights that sacrificial replacements go beyond servant leaders sacrificing for personal gain. Instead, true sacrificial sequence occurs when a leader's sacrifice for their replacement outweighs the replacement's sacrifice for their succession.

Jesus exemplifies another aspect of sacrificial sequence through his advocacy on behalf of his followers with the ministry of the Holy Spirit. He willingly limits himself to work through his followers and assures them that he will always be there,

not leaving them alone to face challenges. Through the Holy Spirit's advocacy, Jesus continues to remind his followers of his teachings.

The success of Jesus' replacements is closely tied to their ongoing relationship with him and the continuous ministry of the Holy Spirit. In a post-succession context, it is crucial for replaced leaders to remain advocates for their replacements by embodying this spiritual truth practically. By staying involved in the post-succession process, new leaders increase chances of a successful transition by learning from and reminding their replacements about the importance of sacrificial sequence, as well as aiding in fixing subsequent generations of replacements.Despite the common argument in sequence literature that incumbents should not remain in any capacity after the passage procedure is complete, understanding the sacrificial nature of sequence, as exemplified by Jesus, leads to a different set of priorities. Thomas Kuhn's theory of "paradigm displacement" suggests that a new paradigm cannot gain traction until the old paradigm has been fully rejected. However, there has been a prevalence of pluralistic ideologies where opposing views are often left unchallenged. While this may not apply to all baby boomer ministers (as some are willing to abandon traditional methods), Kuhn's prediction appears timely and accurate. Recent research indicates that millennials are unwilling to maintain baby boomer-style institutional church structures. Thus, the only path forward is for baby boomer ministers to not just permit but even encourage the emergence of new models of ministry that either enhance or entirely replace traditional models and methods. In implementing these findings, one faith-based administration consulted by the writer possesses a relatively large Millennial workforce alongside Boomers occupying senior and middle management positions –

many with extensive pastoral backgrounds. Both generations acknowledge facing challenges addressed in this assignment.The proposed incentives are currently speculative and not being implemented, but senior management is taking the writer's findings seriously and discussing ways to implement these strategies within the administration. Although this multinational charity employs individuals from various cultures, the paper primarily presents research based on a Western context. However, both the writer and management assume that the principles outlined have universal application. To prove their ability to succeed in leadership succession, Ecclesiastes 2:21 reminds us that it is especially difficult when "a man must leave everything to someone who has not worked for it." Moses directed Joshua to conduct a comprehensive reconnaissance mission before taking over the Promised Land (Num.13:18-20). Moses recognized that for Joshua to lead the nation of Israel, he needed a series of progressively challenging assignments. We are working toward assisting Boomers in developing potential Millennial leaders by providing them with developmental assignments, allowing them to grow and gain experience in various contexts while earning the right to the position. Our goal is to ensure that a solid process is in place before the need for a succession transition arises. This approach also helps Boomer leaders begin to intentionally consider the necessary transition process well in advance.The author suggests that Boomer leaders should support Millennials by introducing them to corporate guidelines without overwhelming them. Additionally, the author acknowledges that Boomer leaders are starting to appreciate the value of Millennials' perspectives and involvement in dismantling unnecessary corporate procedures. The author encourages Boomer leaders to involve Millennials in board meetings as advisors rather than just observers and to take their suggestions

seriously. This approach will enhance Millennials' motivation and problem-solving abilities. Obtaining feedback will help us understand Baby Boomers' adherence to old methods and their readiness for necessary changes, particularly regarding sacrificial succession. Our goal is to create a leading civilization by appreciating, involving, and trusting Millennials. We acknowledge their desire to comprehend their role and actively seek innovative ways to support their need for alignment with our administration's requirements. To accomplish this, we are implementing a program that will establish a nurturing environment. This program will offer all staff leadership theory development opportunities as well as practical assignments.Additionally, we believe in the concept of reverse mentoring, where Baby boomers mentor Millennials directly. This approach, referred to as "true sequence" by philosopher John N Williams, ensures that Millennials benefit from the wisdom and experience of their elders. Furthermore, it will allow them to explore how their personality and skills can contribute to the overall success of the administration.

We also want to give Millennials the chance to educate Baby boomers on their own culture and lifestyle. By introducing these strategies, we aim to demonstrate our commitment to fostering healthy co-dependency and co-learning environments. We have already observed an increase in mutual respect and confidence among staff members.

We are currently exploring ways in which Millennials can mentor Baby boomers in areas such as social and contemporary humanities, as well as modern technology. We are seeking ways to truly appreciate the role of Millennials. This may involve paying them or honoring them as imposter advisors for their services.

Implementing policies that reflect Millennials' desire for a connection to the world outside of work is important in achieving this goal. These

policies include flexible schedules, telecommuting options, and volunteer opportunitiesWe also aim to witness an increase in Boomer directors' confidence in connecting with Millennials on personal and professional levels. Moreover, Baby boomers may enhance their ability to overcome social barriers by understanding the importance of adapting to the changing environment. This understanding can eventually help alleviate their fear of change. By bridging the knowledge gaps, Millennials are capable of critical thinking; however, their thoughts are often influenced more by their surroundings rather than effective analysis skills. Psychologists suggest that Millennials find it difficult to reason through issues and their responses are often based on whether they feel comfortable with the proposed outcome rather than considering who presents the best argument. Angela Weilar emphasizes the significance of implementing programs to strengthen Millennials' problem-solving skills as these abilities were not adequately developed during their educational experiences. Filling the gap in cognitive processing abilities is essential for assisting Millennials in meeting leadership demands. We encourage Boomer directors to approach these issues deliberately yet sensitively. The success of our future leaders will partially rely on their capability to identify, evaluate, and assess situations accurately. As part of our projects, we have created "The Seven Steps of Sacrificial Succession" using Sacrificial Sequence methodology.The following outlines the seven main steps of the Sacrificial Sequence for churches and other Christian organizations interested in implementing it. These steps are divided into three transitional stages: preparation of replacements before succession, sacrificial handover from current leader to replacement, and advocacy of replaced leader for replacement after succession.

During the Ministry of Preparation (3-5 years), potential sacrificial servants and ministers are chosen and prepared as possible replacements. The

current leader predicts timing and terms of succession while sacrificially ministering. Finally, a replacement with proven track record of sacrificial ministry is appointed.

In the Ministry of Sacrifice (6 months), efforts are made to ensure that sacrifices made by current leader outweigh those made by replacement through leading sacrificially. A sacrificial handover of leadership is mediated midway through a passage. The role of leading is commanded for three years. The replaced leader stays on to teach and remind replacements about sacrificial sequence while providing guidance and support for successors' success.

The importance of good leadership development and succession planning is emphasized in the Old Testament. When these processes are not properly executed, Hebrews suffer from leaders who lose sight of mission, oppress God's people, and turn to idol-worship.The worst curse mentioned in Isaiah 3:4 describes a situation where boys become officials and children rule over the people. It would be tragic if this prediction came true for the church in the next generation, as many leaders serve sacrificially but fail to pass on their leadership to Millennial successors. Often, only the first clause of Matthew 20:28 is considered, neglecting the second clause. This oversight is influenced by existential philosophy and affects servant leadership in both secular and religious organizations. To fully understand leadership, sacrificial succession must be taken into account, which involves applying Christ-centered servant leadership faithfully. Sacrificial succession has undeniable power and is supported by secular research that emphasizes the impact of leaders sacrificing for their followers. The example set by Jesus forfeiting his own life and continuing to advocate for his successors after preparing them through ministry replacement serves as a solution to the modern-day

leadership crisis. Paul Rattray coined the term "Sacrificial Sequence" and developed a three-phase model discussed earlier in this chapter. I want to express my gratitude to Paul for his valuable insights and contributions, as well as his involvement in formulating the following reflection questions.Regarding individual and corporate practices: - Acknowledge that sacrificial sequence is a result of true servant leadership, and that leaders must prepare and pass on leadership to successors in a timely manner, while continuing to support the successors.- Choose and train sacrificial replacements internally through current officeholders, with the backing and oversight of both leaders and external stakeholders, such as ministries associated with potential replacements' sacrificial work.- Promote and reward servant leaders and sacrificial successors within an organization by identifying those who selflessly serve without expecting anything in return before and during their leadership roles.- Proactively acknowledge officeholders and replacements who practice sacrificial sequence by offering opportunities for service and contribution in the field.Reworded text: "Eliminate obstacles related to familial or corporate hierarchies that hinder officeholders from selecting sacrificial replacements. Instead, foster an environment that encourages recommending successors based on qualities of servant leadership tied to performance and succession. Link public recognition, compensation, and retirement benefits to the caliber of replacements chosen as well as the effectiveness of succession plans. Motivate leaders to leave behind a positive legacy. Highlight practical experiences and contributions in both leadership positions held previously as well as during succession planning, rather than solely focusing on professional, managerial or theological abilities."Consider how Christian leaders can utilize Jesus' Christology in the process of preparing and suggesting successors by practicing sacrificial leadership. Reflect on any possible challenges that may arise

within your own leadership context and develop strategies to overcome them. Assess how Christian leaders should react to the prevalence of dynastic and corporate succession models in churches, while remaining faithful to Jesus' directive not to imitate worldly systems. Examine the ministries of the apostles, particularly Peter and Paul, to comprehend their embodiment of servant leadership and sacrificial succession. Implement their methodologies in present-day leadership situations.