To understand leadership, it is essential to examine the fundamental nature of the influence a leader exerts over followers. Leadership cannot be reduced to a leader's personal traits or the formal authority inherent in a title. Rather, it is a dynamic process in which leaders and followers exchange influence toward a common goal (Northouse, 2025).
In other words, leadership is not a static state, but an ongoing interaction within a relationship—and the underlying driver of this interaction is "power." Therefore, to exercise effective leadership, leaders must deeply reflect on how they cultivate this power, select the appropriate form of power for a given situation, and express it with the right attitude.
1. Cultivating Power: Creating Positive "Differences"
To exert influence and guide others toward a desired direction, a leader must be backed by power. When the role of leadership feels overwhelming, it is often because the leader has not yet accumulated sufficient power to lead followers effectively. Before leading people, Jesus first met their needs and earned their deep trust; only then did He command them, "Follow Me" (White, 2010). Likewise, leaders require a patient period of preparation—a time to build power before actively exercising leadership.
Where, then, does a leader’s power originate? Fundamentally, power arises from "difference." Just as atmospheric pressure differences create powerful winds in the physical world, social power stems from differences within human relationships. Gaps in status, knowledge, or experience generate power, which naturally flows from higher to lower points. Consequently, if no difference exists between a leader and their followers, it becomes difficult to establish influence, preventing leadership from functioning properly. In this sense, a certain degree of differentiation and hierarchy is necessary for leadership to operate.
The Bible provides examples where hierarchy and power imbalances were established to build community order and leadership structures. When appointing leaders, God endowed them with authority and honor distinct from the people, naturally creating a difference in power (Num. 27:19–20). God also established order within communities through structural hierarchies—such as between husbands and wives, parents and children, and elders and youth (Col. 3:18, 20, 22; 1 Pet. 5:5). These examples demonstrate that hierarchical differences can serve a vital purpose within the architecture of leadership.
For leadership to be effective, the differences created by a leader must meet two key criteria:
- Positive Outcomes: The difference must yield constructive results. The same manifestation of power can produce positive or negative effects depending on the relational context. For instance, a wealth disparity among former classmates at a reunion may provoke feelings of alienation, whereas the same financial gap between a missionary and a sponsor instills a sense of reassurance and support. Thus, leaders must focus on qualitative differences that produce positive outcomes—such as problem-solving expertise, visionary insight, and deep moral integrity.
- Recognition and Acceptance: The difference must be recognized and accepted by followers. No matter how much formal authority a leader holds, that power remains ineffective if followers do not perceive or acknowledge it. Humility is the core attitude required for a leader to earn genuine authority. Even the Creator, who holds the supreme position, lowered Himself unto death on the cross; only then did all creation acknowledge His sovereignty and bow before Him (Phil. 2:5–11; Eph. 1:20–22). Just as a mountain appears taller when viewed from a deep valley, a leader's influence grows in direct proportion to the depth of their humility.
2. Selecting Power: Aligning Power with Situation and Audience
Leaders must exercise wisdom in selecting and applying the appropriate form of power based on the situation and the individuals involved. Organizational culture and performance depend heavily on the specific bases of power a leader relies upon. Relying solely on coercive and controlling power often leads to passive compliance or strong resistance. Conversely, leveraging power rooted in expertise and mutual respect fosters voluntary commitment and a favorable organizational environment.
According to French and Raven’s (1959) taxonomy, the bases of leader power include reward, coercive, legitimate, expert, and referent power. Throughout Scripture, God did not rely on a single form of authority; instead, He exercised multifaceted forms of power tailored to the situation and relational purpose. At times, He commanded with legitimate authority as the Covenant Lord (Deut. 5:15); at other times, He used coercive power through warnings and discipline to correct His people (Lev. 26:14–17). He also utilized reward power by promising blessings (Jer. 26:3) and referent power grounded in love to gently guide His followers (John 14:15).
Because power itself is value-neutral, its intrinsic worth is determined by how and why it is used. To select the right power, leaders must strictly distinguish between "power that can be used" and "power that should be used."
- "Power that can be used" is a matter of legitimacy.
- "Power that should be used" is directly tied to effectiveness.
Legitimacy prevents the abuse of power, while effectiveness guards against its misuse. Before exercising power, leaders must first ask whether its use is legitimate in that specific context. If legitimacy is established, the next question must be: "Is exercising this power genuinely effective in this situation?" (1 Cor. 10:23–24). Legitimate power does not automatically guarantee the intended results.
For instance, the Apostle Paul voluntarily relinquished his legitimate rights as an apostle for the advancement of the Gospel (1 Cor. 9:12). Similarly, though he had the authority to command Philemon regarding Onesimus, he chose instead to appeal to him based on love (Philem. 8–9). Ultimately, selecting power requires restraint. Before deciding which power to exert, leaders must carefully consider which power they ought to withhold.
3. Expressing Power: Reflecting the Character of God, the Entrustor of Power
Power serves as a primary vehicle for self-expression. Friedrich Nietzsche noted that self-expression is ultimately a manifestation of one's power; individuals reveal their true nature through how they wield power. Thus, observing a leader’s attitude toward power offers a clear window into their character. Abraham Lincoln famously remarked, "If you want to test a man's character, give him power." When given authority, some display unchecked self-righteousness and greed, damaging their organizations. Authentic leaders, however, leverage power as a force to strengthen communities and empower others.
What, then, should leaders express through the power entrusted to them? The answer lies in the ultimate mission of leadership. Scripture reveals that humanity was created in the image of God (Gen. 1:26). In context, this divine image is closely linked to the mandate to "rule" or "have dominion" over creation (Gen. 1:26–28). This implies that humans were designed to reflect God's governance. Although dominion belongs inherently to God, He created humanity, "crowned them with glory and honor," and delegated to them the critical responsibility of ruling as leaders over creation (Ps. 8:5–6).
Therefore, human leadership is intended to reflect God's character to the world, making all true leadership a sacred act of divine representation (Rom. 13:4). In every moment of decision-making, leaders must ask themselves: "If God were in my position, would He act in the same manner?"
The expression of power is fundamentally defined by its direction:
- From the Leader’s Perspective: Whether power is used to dominate ("Power over") or to empower and serve ("Power to") determines whose character the leader ultimately reflects (Matt. 20:25–29).
- From the Follower’s Perspective: Whether power is experienced as coercive pressure ("Lord over") or as supportive collaboration ("Lord to") dictates whether the expression of power was appropriate (2 Cor. 1:23).
Jesus came to earth as the visible image of the invisible God. When Philip asked to see the Father, Jesus responded, "Anyone who has seen me has seen the Father" (John 14:9). People witnessed God the Father through Jesus' life and words. Most strikingly, Jesus revealed the nature of God's character through the way He exercised His power and the values He prioritized. Although He possessed absolute power, He chose to serve from the lowest place—a powerful contrast that serves as the ultimate demonstration of who God truly is.
Notes
- French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150–167). Institute for Social Research, University of Michigan.
- Northouse, P. G. (2025). Leadership: Theory and practice (10th ed.). SAGE Publications.
- White, E. G. (2010). The ministry of healing. Pacific Press Publishing Association.