In this article, John Maxwell's five levels of leadership are discussed. Since we have already talked some about these levels in class, I have put some thought into what level I am currently operating at. I would guess that out of the five levels of leadership discussed in class, I am currently at "People Development." In this level, "People follow because of what you have done for them." I have empowered young adults and have given them value that they were not finding elsewhere. I have showed them Christ's love, while teaching them how to honor God with their lives. They follow because they are loyal to me, because of what I have done for them. I would love to get to the personhood level of leadership. In this level, "People follow you because of who you are and what you represent." Since I only devote around 6 hours a week to leading in this context, I have not been able to communicate completely who I am and what I represent. I feel that in a full-time ministry context, I would be able to align myself into the personhood level of leadership, which would ultimately be my preferred level. The question that remains is how to you get from one level to the next. As I look back on my ministry experience, it is clear to me that I have been through each of the levels to get to where I am now, but I am not sure how I got there.
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ReplyDeleteIn my own ministry context I am at level two, or the “relationship” level. The kids in youth group seem to respond to me as a person, and we share fun times together, but our relationships are still being built and they have yet to see how they can impact others for Jesus. I wonder whether or not young people can understand the “personhood” level, especially in relation to the church. It might be too abstract for the youth to follow me because of what I represent. Or maybe their understanding of what I represent is too shallow for them to really get inspired or passionate about it. I think most youth would associate things like “Bible,” “Jesus,” and “Church,” with me, but life-changing concepts like the “kingdom of God” seems harder for them to grasp and radically alter their lives.
ReplyDeleteI also think the model is mechanistic. For example, the idea that, “If you passed the first four levels now you don’t have to do more, your people will pick you up to the level five, which becomes automatic,” seems to be silly. This negates the necessity of thinking of new and creative ways to develop relationships, and also encourages leaders to plateau once they reach level four.