Monthly Archives: May 2026

Leadership Wisdom and Humility: God Chose What is Foolish in the World to Shame the Wise

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1st Corinthians 1 says so many things to leaders as well as subordinates in Christian organizations.

It speaks of calling and of wisdom and of foolishness and of power and of weakness and of arrogance—all of it which are related to leadership and those who follow.

First, 1:26 says that we are all “called” to be something different than what our world around us says we are. And that something is in a place of humility—

For consider your calling, brothers: not many of you were wise according to worldly standards, not many were powerful, not many were of noble birth.

Wisdom to the world around is about power and self-satisfaction. But our calling from the God Who rules over the universe is one of humility. Our wisdom is not found in our worldly birth such as place of importance in an important family or corporation or any other worldly place of power.

Rather we are called to wisdom found in recognizing our humble place before God and man.

The Apostle Paul goes on to say that God does not call us because of those worldly standards of importance—strength, position of power, standing in our community. In fact, He shames those who think they are wise by the world’s standards through His “foolish” actions according to those same world’s standards.

But God chose what is foolish in the world to shame the wise; God chose what is weak in the world to shame the strong.

This is exemplified in particular through Jesus Christ who, despite being the One true Ruler, was willing to place Himself in those “powerful rulers” to be murdered. How foolhardy is that?

But because God has all the wisdom knew what that meant for His creation—a renewal so far reaching we cannot fathom it. He used what was seemingly foolish to bring about the greatest project of wisdom ever: the saving of His people and of His creation.

All of this getting up in the face of an arrogant world is intended to show that no human being might boast in the presence of God.

Leadership?

What does that have to say to your leadership?

Wisdom to lead well must be found in God’s principles. This is why I write this blog. I want to continually challenge all who think leadership is a matter of power and worldly wisdom.

The true wisdom that is found in psychology, business management, or any leadership training text is wisdom that is fundamentally exemplified in the LORD. And there are many, many principles that are indeed found in those areas of study that have their place in Scriptural leadership. In fact, those principles are sometimes more clearly deliniated in those halls of academia than in some churches.

Because, sometimes the church falls hook, line, and sinker for worldly wisdom that has no power.

1 Corinthians 1:26-31 (ESV) For consider your calling, brothers: not many of you were wise according to worldly standards, not many were powerful, not many were of noble birth. 27 But God chose what is foolish in the world to shame the wise; God chose what is weak in the world to shame the strong; 28 God chose what is low and despised in the world, even things that are not, to bring to nothing things that are, 29 so that no human being might boast in the presence of God. 30 And because of him you are in Christ Jesus, who became to us wisdom from God, righteousness and sanctification and redemption, 31 so that, as it is written, “Let the one who boasts, boast in the Lord.”

How Good Leaders are Chosen: Moses and the Exodus

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What makes a leader good is not that he simply rejects prevailing political approaches, speaks his mind, displays power, or brings wealth and fortune to an organization.

Though many of us would never base our standards on such things, deep, deep down we probably hold one or more of these standards as “self-evident.”

Some are very attracted to the rebellious; those who reject conventional engagement and “call it like it is.” Or maybe the man—or woman—who expresses particular strength of will.

However, what is fundamental to good leadership is someone who has skills, humility, and cares for the needs of others, particularly the vulnerable. That is biblical leadership.

An example of leadership development and selection can be found in the first three chapters of Exodus. There, we see the story of how Moses is born, miraculously saved, grows in convictions, and is chosen by the Lord to stand up against oppressive leadership.

Part of the Establishment, Yet . . .

The story begins by introducing Pharaoh, the king of Egypt. Pharaoh is oppressing the Israelites, who had been welcomed into Egypt 400 years earlier. They had moved in those 400 years from being given lavish treatment—due to Joseph’s wisdom and service to the Pharaoh at that time—to becoming slaves to the Egyptians. They were treated horribly and at one point Pharaoh orders that male babies be killed by the Hebrew (Israelite) midwives.

Moses was born to an Israelite and hidden. He then was miraculously saved by Pharaoh’s daughter who took him into her family, though asking Moses’ mother (not knowing she was his mother) to nurse the child.

Moses grew up as part of the establishment.

Yet, it seems the Lord had kept him responsive to the needs of those who were oppressed.

As he went out one day he saw an Egyptian treating an Israelite slave horribly. Moses stepped in and killed the Egyptian. Though I believe this should be classified as murder—we don’t know exactly what was happening and if it was justified killing—we do see a man (Moses) who has convictions to care for the oppressed.

Running

Because of his fear of punishment (Pharaoh had heard and wanted to kill Moses), Moses runs away to Midian. And once again, Moses’ care for the oppressed shines as he saves some shepherdesses from some shepherds who were driving them away from their water source.

Moses continually cares for those suffering under those with the power to crush others.

Time passes, Moses marries in Midian, the Pharaoh dies, and the people of Israel cry out to the the Lord because of the mistreatment they are facing at the hands of their slave masters.

The Lord now calls Moses out of his relative comfort in Midian to lead a revolt of sorts in Egypt.

Moses Has Been Prepared

Moses has been prepared for this.

He has proven that he stands by his convictions to care for those under oppression. And Moses becomes one of the most important prophets in Israel, being referred to constantly throughout the Bible as one of the most important men in Israel’s history.

The Lord sends Moses to this new Pharaoh to “request” the release of God’s people (Israel).

Moses’ response is typical of a humble leader—one who knows his own abilities are not adequate:

“Who am I that I should go to Pharaoh and bring the children of Israel out of Egypt?”

Exodus 3:11 (ESV)

The Lord answers that He will be with Moses.

Take Away

There are many lessons in Exodus 1 through 3, but I want to simply point out that leaders should be chosen out of humility, and yet we must remember that they can still become drunk with power as Moses did on one occasion (striking the rock in Numbers 20) —which is a whole ‘nother story.

But the starting place is humility and care. Has the person shown a real care for others? A real interest in their well-being? Is he/she giving and gracious?

Then, does s/he have the skills to do the job? In a sense, I suggest this comes last. Skills can be developed . . . humility and care are attitudes that have been developing probably since childhood as the Lord has sanctified. And being placed in leadership does nothing to help humility and care when those deep-seated attitudes are not already present.

Some people seem to be made for leadership as they take the reigns of control naturally and easily.

However, if they lack humility and care for those under their power, pass them by and keep looking.

Oxford Handbook of Bad Leadership

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Nearly a year and a half ago, Anders Örtenblad (Professor of Working Life Sciences at Agdar University in Norway) reached out to me because he was interested in the doctoral research I had completed back in 2017 on toxic leadership in Christian organizations. Anders was in the process of gathering researchers to write chapters in the forthcoming “Oxford Handbook of Bad Leadership” published by Oxford University Press.

We had a enjoyable first Zoom discussion and it was determined that I would write a chapter specifically on the problems experienced by Christians who suffer under toxic leadership in their organizations. Anders had recognized that there were unique challenges faced by Christians and I was thrilled to be able to research this more in depth for a broader audience.

The “Oxford Handbook of Bad Leadership” is written by researchers from around the world. South Africa, India, Poland, Britain, Norway, US, Chile, Australia, Kenya, Turkey, Romania, UAE, Germany, and several other countries are represented by the authors. Most come from universities where they are regularly researching the problems of bad leadership of all sorts.

My focus in my blogs has been consistently on very bad leadership, leadership that rejects accountability and humility. However, this work also delves into leadership that can be described as “grey” which basically means it is not “evil” per se but inefective.

The Toxic Triangle

My chapter engages with a very helpful bit of research by scholars Art Padilla, Robert Hogan, and Robert B. Kaiser called, “The toxic triangle: Destructive leaders, susceptible followers, and conducive environments.” Their research focuses on three—thus a triangle—aspects of toxic leadership: the leader, follower, and environment.

In my chapter I discuss the “environmnet” that makes it difficult for Christians to determine from a biblical perspective whether to submit, confront, or leave organizations led by toxic leaders. Just as we had struggled with these questions biblically when under toxic leadership, so do many Christians. (These questions will also be considered in my own book coming out later in the year)

The research and writing of it was a roller-coaster ride as I spent five months working with Anders to very carefully craft it to be helpful not just to Christians but to others of different religious—or even non-religious—beliefs. His guidance through it all was invaluable.

In addition, after finishing my chapter, Anders asked me to co-author a chapter on auto-ethnographic writing. This means using your own story for the basis of your research. Both of us have an interest in this as both of us have faced toxic leadership ourselves. We discuss ethical questions of using our own story for empirical evidence. It was good research for me as I have not been doing academic research for several years.

The Handbook

The book is really a research work that, because of its price tag (150 GBP), is more intended for researchers who are seeking indepth analysis in this area of study.

The description on the website says:

The Oxford Handbook of Bad Leadership defines bad leadership as unethical or ineffective, or both. Broad in scope, the volume provides an overview of the study of bad leadership and recommendations for future research. Some chapters help establish a mainstream perspective on bad leadership, while others problematize and suggest alternatives to the standard research approach. The Handbook classifies common ways of studying bad leadership as the preparation approach, the personality approach, the follower-centered approach, and the role-expectancy approach. Additionally, the volume proposes the circumstantial approach and the systemic approach. Altogether, this framework helps researchers to develop their studies of bad leadership.

The Handbook offers insights into how bad leadership manifests and can be handled in a variety of contexts, such as higher education, Christian organizations, and remote work. The Handbook also critically examines commonly suggested remedies. To prevent and mitigate bad leadership, stakeholders cannot assume that the actors around the leader—such as the leaders’ leaders, human resources, and the organization at large—are benign. Providing both an overview of this dynamic research area and a host of nuanced perspectives, this Handbook serves as a key resource especially for readers interested in understanding and studying bad leadership, but also for identifying, addressing, and preventing bad leadership in the future.

Örtenblad, Anders, and Anders Örtenblad (2026), The Oxford Handbook of Bad Leadership (Oxford, New York).

The Handbook will be in print early (hopefully) this fall.

NOTES

Go here for the Table of Contents

REVIEWS

“This remarkable book is a landmark in the field of the study and practice of leadership. If, like me you have been puzzled by the abundance of sunny-side up leadership texts in airport bookshops or the disembodied austerity and faux objectivity of many ‘scientific’ contributions to the field, whilst every day we witness more and more examples of amoral, corrupt, incompetent, and dishonest leaders, this is the book you have been waiting for. The chapters within are fastidiously researched and stylishly communicated, making a complex and often contradictory phenomenon fresh and accessible. An essential resource for any serious leadership researcher, it will also prove a very useful one for many managers and professionals who are appalled by current leadership failures.” – Stephen A. Linstead, Emeritus Professor of Management Humanities, School for Business and Society, University of York

“In an era of declining institutional trust and increasingly visible abuses of power, this book is timely and essential. Spanning industries, cultures, and theoretical traditions, the chapters move beyond simplistic notions of incompetence to examine how destructive leadership is constructed, sustained, and rationalized within complex systems. Particularly compelling is its treatment of higher education at a moment when academic institutions face mounting political, financial, and cultural pressures. By confronting the dark side of academic leadership alongside other sectors, the volume underscores how urgently this conversation is needed across our most trusted institutions. It will shape conversations about power, accountability, and ethical responsibility for years to come.” – Michelle C. Bligh, PhD, President, Claremont Graduate University