Two Bible school students were looking at a notice on the bulletin board. It said: “All Christian workers are invited to attend a special conference on BURN-OUT. A Christian psychologist will give help and advice from the Bible and from his many years of experience.”

“What does that mean?” asked the young man.

“I was reading a book about it,” the young woman answered. “The word burn-out is used to mean apathy, to give up, become languid and depressed, just generally lose interest in your work. The author of this book says it is hard to keep workers motivated. They start out with enthusiasm, and then they seem to lose interest or get tired and depressed. The conferences or seminars are to help Christian workers who have this problem.”

“I can’t believe such a thing,” the young man declared. “How could anyone get tired of doing the Lord’s work? It is the greatest privilege we have! Besides, it is a calling. Isaiah says: ‘Those who hope in the Lord will renew their strength. They will soar on wings like eagles; they will run and not grow weary, they will walk and not be faint”’ (Isaiah 40:31).

How do we feel about this subject? Have you ever felt weary and depressed, while at the same time you sincerely wanted to do the Lord’s will? Have you, in a position of leadership, found workers starting out well on a project and then leaving it unfinished?

These questions are related to what is generally called motivation, which is the topic of this lesson. We will look at the example of the apostle Paul and then consider some theories and ideas of modern scholars.

Paul – Committed and Consistent Leader

The writer of the book of Acts says that in his former book he wrote about all that Jesus began to do and to teach. In Acts, he would tell some of what Jesus continued to do and teach through the Spirit-filled followers of Jesus. Acts is chapter one in the history of carrying out the commission Jesus gave. As Jesus said, it was better for Him to go away, after His earthly part of the work was done. Then, the Holy Spirit, with no limitation to one earthly body, would work through the many who make up the universal body that is the church. With what joy and dedication those first disciples went forth! And because their purpose was to accomplish God’s purposes, working with and through people, their qualities and behaviors were, in every case, those of effective leadership, as we have seen.

One of the most remarkable examples of the nature and importance of leadership behavior is the account of Paul’s arrest in Jerusalem and his journey in chains to Rome. Can we begin to imagine the degree of faith, commitment, and poise demonstrated that day Paul was seized? Dragged from the temple by rioters, arrested by soldiers, and bound with two chains, he had to be carried by the soldiers to escape the mob’s violence. And calmly, he asked, using the best of speech and dignity of manner, “May I say something to you?”

Then, when he had received permission from the commander, he stood on the steps and motioned to the crowd to be quiet. Complete silence resulted. This was neither a mere show of courage nor the resignation of a martyr. This was the presence of a leader chosen by God, acting in the power of God to influence people’s behavior. God could have struck the people dumb or even struck them dead, but He chose to have a human instrument whose behavior could be recorded for all of us as a pattern.

Paul did not begin to scold or threaten the people. He did not preach a sermon or demand to be recognized as God’s messenger. First, he sought to identify with the Jews, then he gave his own testimony of conversion. He was fearless in his presentation of the truth but objective and serene in his manner.

It will be to your advantage to read the entire account from the Bible, but here we will mention only a few more major points. As Paul defended himself, rulers and chief officials listened to him with respect, even though he was their prisoner. He continued to state facts forcefully and to repeat his conversion experience with power that deeply affected his hearers. He demonstrated knowledge of the law and his rights as a citizen without any loss of self-control or show of bitter self‑pity.

Finally, on the ship starting for Rome, Paul was placed in the charge of a centurion who seemed to treat him more as a co-worker than a prisoner. Imagine again: Paul standing in that storm-tossed ship, giving advice to those who held him in custody. He assured them of God’s protection.

Why did they respond to him? He did not speak of God in exotic ways or use mystical symbols or chants. He did not cry out to God in a dramatic fashion. He simply acted in the role of a Spirit-guided leader. He spoke in terms people understood, with an authority they could not resist. He kept some of them from abandoning the ship. He used practical wisdom, telling them to eat so they would be physically able and have a more cheerful outlook in the time of danger. Throughout the experience, he showed concern for their needs; he kept them working together toward the goal of saving all their lives.

And they all made it safely to shore. They built a fire and warmed themselves from the cold rain. We are not told that anyone said, “Thank you, Paul.” But to us it is clear that the Lord had preserved their lives, and Paul had been His instrument. It is obvious, too, that the method God used was a demonstration of magnificent leadership.

Once again, we are taught the thrilling lesson of God’s ways with His people. He could have saved the ship with a miracle of calming the sea or guiding the vessel through the rocks to a quiet landing on the sand. When you think about this, how do you feel about the privilege and responsibility of being in a position of Christian leadership? In what respect does it make you feel uplifted? In what respect does it make you feel humble?

Dangers and Depression in Christian Work

We have had a glimpse of Paul as a leader while in prisoner’s chains. This gives us a view quite different from the usual image of the leader as a strong and popular figure. Elsewhere in his writings, Paul writes that his position brought with it many dangers and discomforts. He does not complain about this. On the contrary, his attitude is that to mention his trials is to “boast” of what he is privileged to suffer for the sake of the ministry God has given him (2 Corinthians 11:25–29). The lesson for us at this time, however, is that we must be aware that dangers and discouragements exist in the life of every leader.

The dangers we face usually are quite different from those mentioned by Paul. There may be some physical threats to us in times of war and persecution, but more often we are threatened with dangers to our spiritual lives, our joy in the Lord, and our success in reaching Christian goals. Most of these dangers can be placed within one of two classifications. The first classification involves too much self-interest and personal ambition. This is a problem of wrong motives. The second classification involves too much self-doubt, self-criticism, and discouragement. This leads to depression, apathy, and what psychologists call burn-out. It is a problem of insufficient motivation toward the goal.

Dangers Involving Wrong Motives

1. The ego–personal pride.

Almost any position of leadership brings with it the condition of being elevated over other people. Instead of keeping their attention centered in the work, some leaders begin to compare themselves with others. They begin to speak as though the work belonged to them. They speak of themselves, saying, “My project,” “My office,” “As your leader I must insist that you. . . .” They become very sensitive to criticism and tend to ridicule or ignore opinions different from their own. They expect to be given special privileges and public honors. Sometimes they even become proud of their spiritual gifts. We notice that both Peter and Paul give us strong warnings against the awful spiritual shipwreck that can result from personal pride.

2. Overconfidence.

We learned from Peter of this danger, as well. It is related to pride but is different in that leaders may believe they are exercising faith. They may know that they have more experience, both as servants of the Lord and in regard to the task, than anyone else in the group. They expect others to accept their decisions and rely upon their judgment. This is required to a degree in leadership, but when leaders refuse to admit that they may be wrong and insist upon doing everything their own way, they are in danger of losing their effectiveness. We must remember that standing up for our convictions is not the same as being stubborn.

3. Popularity and praise.

Paul became extremely upset at the prospect of himself, or any man, receiving praise that is due only to God. “Do not deceive yourselves,” he exhorted the Corinthians. “No more boasting about human leaders!” (1 Corinthians 3:18–23). We remember, also, that Paul and Barnabas tore their clothes and rushed into the crowd at Lystra, vigorously rejecting the praise of those who would call them gods (Acts 14:11–15). When leaders are motivated by desire for popularity, the result is more than danger to their personal morality. There is danger to the work, too, for they may be tempted to compromise in order to please people. There is the danger that they will indulge in favoritism and fail to uphold Christian standards. Perhaps there is no person weaker than one who believes that he or she is strong because he or she is popular.

Many innocent and well-meaning people are always on hand, as they were in Lystra, to offer praise to those in leadership positions. It is the leader’s responsibility to control the tendency to enjoy such attentions. As churches become more organized in formal ways, with ranks of leadership, it seems that more honor is given to people for their special talents and gifts. The church must teach its members to respect leadership that is ordered by the Lord. We should honor our leaders in reasonable ways and care for their needs, but we must refrain from treating them as though they were popular musicians and sports heroes. It is for the leader, in the spirit of Paul, to absolutely reject personal praise for spiritual accomplishments, God-given talents, and service to the church.

4. Jealousy.

Suppose you have worked very hard and have refused to accept praise for your accomplishments, then someone else takes the credit and is given public praise. How do you feel? The natural response is to feel resentful toward the other person. This is a grave spiritual danger that most leaders face, for it leads beyond a normal degree of resentment into the ugliness of jealousy. Again, this is not merely a matter of personal morals. The work of the Lord suffers because jealous leaders are afraid to delegate responsibilities to competent people. They do not want to share credit. They are afraid others will receive more credit than they. Did you notice that Peter almost fell into this dangerous trap of Satan’s? You may wish to look back at John 21:20–22. Moses refused to be weakened by this danger (Numbers 11:26-29).

5. Power.

Most of the dangers of leadership are associated in some way with the original sin of Satan—a desire for power. It is terrifying to a sensitive Christian to realize how great and universal this danger is. We have learned that even the disciples of Jesus, in some of their last contacts with Him, were asking, “Who will be the greatest?”

In this world, judgments most frequently are made, not upon the basis of true quality but upon the basis of comparison with other people. To be “good” means, in many cases, to be ahead of others. I have tested the principle on a number of occasions by asking students in a class, “If you receive an ‘A’ grade, what does it mean to you?” Only a few students answer that the grade indicates they have gained valuable knowledge. Most answer in terms of how high they stand in the class. In most commercial and social organizations, the rate of pay is not based upon skill but upon how many people rank above and below you. Achievement has come to mean, in many of our social systems, that we are ahead of others. This is not the system the Lord desires for His church. (See Galatians 6:3–4.)

Depression and Apathy

“Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up” (Galatians 6:9).

These words indicate that Paul was aware of the danger of apathy. He understood, long before studies were made of motivation and burn-out, that people can get tired and discouraged when they are “doing good.” He reminded them of the goal toward which they were working. This was to encourage or motivate them. He knew that the best way to succeed is to have a clear purpose in mind. He asked Christians not to give up trying to help people.

Sometimes, Christian workers do feel like giving up or quitting. Great demands are made upon them. They are expected to be helpful to others even when they are tired and have problems of their own. Sometimes, they make careful plans and then everything seems to go wrong. People they are trying to help may not seem to make any progress. No one ever says, “Thank you.”

“What’s the use?” a discouraged leader may say. “I’m not getting anywhere with this. Maybe I really don’t have what it takes.”

In Lesson 7, we discussed reality thinking. The same principle is useful to us as we consider the problem of depression. Since we are Christians, we feel guilty about the very idea of being discouraged. We blame ourselves and feel ashamed that we do not have stronger faith. It is helpful to admit our human weaknesses and examine some reasons why Christian workers get depressed.

1. We have high ideals and expectations.

Most Christians begin a project or accept a position with great emotional dedication and high hopes. We know our God does not fail. Therefore, when problems arise, we tend to blame ourselves and doubt our spirituality or our calling.

2. We see much human pain and trouble.

People come to us with their problems. We try to help them. Sometimes we think we have helped them, and then we see them fall back into the old conditions. Sometimes they refuse our help. Some we know we cannot help at all.

3. We work without adequate resources.

Often, we must try to accomplish our tasks with little or no money. There may be too little space for our needs. The equipment is worn out. We must use odds and ends of materials that are not really suitable. The workers are few. All this may lead us into feelings of panic and frustration.

4. We become disillusioned by watching people.

Christian work is work with people, and people do not always live up to our expectations of them. We feel betrayed and hurt. We tend to judge people by some standard or idea of our own instead of leaving all judgment to the Lord.

5. We become physically and emotionally exhausted.

The prophet Elijah is an example of how even a powerful man of God may be driven to depression (1 Kings 19:3– 5, 10, 14). We work hard and spend all our energy, yet so little seems to be accomplished. Even after the joy of a victory in the Lord’s work, we are sometimes crushed to realize how much more there is to do. This emotion brings apathy if it is allowed to continue. Like Elijah, we feel we might as well die. Finally, we give up and say, “What’s the use? I think I will quit.” This is a dangerous condition that threatens nearly all dedicated Christian workers at one time or another.

Motivation – Key to Successful Leadership

The Concept of Leader Motivation

We say that motivation is a concept because it is something we know about but cannot see directly nor fully explain. Like love and ambition, motivation can be understood from behavior but not really defined. We know it is there because of the way people act. In fact, the best way we can define motivation is to say that it is the process behind the action or behavior we see.

Everyone is motivated in some way. When we say a person is not motivated, usually we mean we do not see in him or her any action which shows he or she is interested or eager to move in a certain direction or do a certain thing. We have seen that Christian workers who are discouraged and depressed lack motivation. That is, they have lost their eagerness to work toward goals that once seemed very important to them. We have read the words of the apostle Paul telling Christians the importance of keeping their minds on the goal. He wanted them to remain highly motivated.

There are several practical steps Christian leaders can take to renew their own motivation and avoid the dangers of depression and apathy. Here are a few suggestions:

1. Remember that leadership is a calling.

2. Give thanks continually for spiritual gifts and exercise them.

3. Set aside time for private devotions.

4. Read the Bible daily and use study helps to increase knowledge.

5. Read helpful and inspirational books and publications.

6. Attend worship services faithfully.

7. Attend conferences and seminars that are appropriate.

8. Share pleasant times with family and friends.

9. Give appropriate attention to health and personal grooming.

10. Do not expect to be perfect, except in faithfulness to the Lord.

Theories of Motivation

We have seen that Christians leader must have the right motives and must be strongly motivated toward Christian goals, but this is only the beginning. Next, they must see that others are motivated. To do this, they must have some understanding of motivational theories or explanations of why people behave as they do.

People often do not respond to leadership in the expected ways. For example, workers are absent, come late, do not prepare well, fail to follow instructions, or do not get along well with fellow workers. The leader says: “They’re not doing it right. They don’t have the right attitude. They’re not dedicated to the Lord.”

Then, the preaching begins. The leader urges everyone to do better. He or she reminds them of sacred Christian duties. He or she may assume that the people who do not do better are simply unwilling to cooperate, but this may not be true.

The workers’ failure to respond to the leader may be caused by lack of ability, lack of information, personal problems, or some other obstacle. Part of leadership responsibility is to find out why workers are not responding and objectives are not being accomplished. The mistake is to believe that all problems can be solved by preaching or by changing workers. It is more likely that problems can be solved by finding out how people can be motivated and then providing the proper motivation for each situation.

There are several theories of motivation. Probably none is altogether correct, but they all bring us to a better understanding of this interesting and complex subject.

The Need Theories

By need theories we mean explanations of behavior based upon the idea that there are in each human being certain needs that must be satisfied. The best known is probably Maslow’s levels of needs theory. It states that people have five kinds of needs: 1) basic physical needs (such as for food); 2) the need for physical safety; 3) social needs; 4) the need for self-esteem and respect from others; and 5) the need for self-fulfillment, or opportunity to be creative.

According to this theory, people are motivated to satisfy these needs. The most basic needs, such as hunger, must be satisfied before a person can be motivated to work for the satisfaction of some other need. For example, if a person is very hungry, he or she may not be highly motivated to work on a creative project. If a person feels hurt or misunderstood by his or her companions, he or she may show a lack of interest in what the leader is saying about institutional goals.

Another need theory is that of F. L. Herzberg. Its main principle is that people have two types of needs related to their work. One type is for satisfaction in the work. This means that people are motivated toward work goals when they are given opportunities for personal achievement and responsibility and are given recognition for what they have done. The other type of need is for acceptable conditions surrounding the work. In the business world, this would mean wages and working conditions. In Christian work, it includes such items as relationships with the leader and other workers and being provided with materials for doing an assigned task.

Reward and Punishment Theories

The reward and punishment theories are based upon the work of B. F. Skinner. The central concept is that people will do that which brings them some kind of pleasure or reward and will avoid actions that bring some kind of pain, unpleasantness, or punishment. In work situations, the application of this theory usually is to reward desired behavior and simply ignore, or fail to reward, unapproved behavior.

Goal Theory

Goal theory is closely related to what we have already studied concerning management by objectives. It has been most formally stated by E. A. Locke. His findings are as follows: People are motivated to better performance if goals are specific, if they are fully understood, and if they are accepted by those who are expected to work toward their achievement. Goals that challenge the workers—that is, seem somewhat difficult—are more effective in motivation than easy goals. On the other hand, goals must be realistic in order to be effective.

Further research has shown that goals provide stronger motivation if the results of the workers’ efforts are reported to them as soon as possible (this is feedback). Also, the leader’s strong support and participation motivates workers toward better performance.

Theories Involving Perception

It has been stated by numerous scholars in the field of human behavior that all behavior is the result of interaction of the person with the environment. This sounds simple and obvious. We realize that it is not simple when we think how distinctive people’s perceptions are. That is, different people will see the same environment in different ways. (You may wish to review the material on perception in Lesson 5.)

A rather humorous example of different perceptions is an event that happened to a North American woman and a child from a rural environment in a tropical country. The woman took the child to the city. She wanted to please the child, so she bought food that is considered a treat for children in many places. It was a mixture of milk and sugar, frozen nearly hard. “Have some ice cream,” she said, smiling, watching for the child to smile in pleasure. The ice cream was a pretty color. The child took it and filled her mouth. But she did not smile. She screamed and spit out the food. “Hot!” she cried, “It burns me! It’s hot!” In the rural tropics, the child had never felt anything really cold; to her, the sensation was that of burning. What the woman perceived as a cool treat was perceived by the child as an unpleasant burn.

You would not scold the child and say she was ungrateful. You would not say she was stupid because she didn’t know hot from cold. Yet many leaders make similar mistakes. They scold and preach when they should be trying to understand why people respond as they do. Again, we see the importance of empathy. We must try to consider how the environment or the situation seems to others.

When we say environment, we are, of course, including other people. The child might have perceived that the woman was trying to hurt her. Then, she would have been angry or insulted. So we are reminded again of the importance of the way we communicate (how we speak and how we listen).

In addition to all this, there is the fact that people may perceive themselves in ways we do not immediately understand. A person may perceive himself or herself as useless, when we think of him or her as very capable and important in his or her position. Or another may think he or she is being helpful to the leader when actually he or she is causing problems. In order to work effectively with people the leader must be aware of the importance of three types of perception: perception of the environment, perception of other people (including the leader), and perception of self.

How Leaders Motivate Others

Types of Response to Leadership

As we have seen, it is important in the work of the Lord not only to be successful in getting the work done but also to do it for the right motives. Leaders must work because they are motivated by the love of the Lord and the knowledge of their calling. Then they must help their workers act from similar motivations. To do this, it is necessary to understand the three kinds of response that people may give to leadership.

1. Compliance.

Most people wish to do the right thing and be accepted by the group. They want the leader to approve of them. Therefore, they will try to obey directions in order to be cooperative and avoid unpleasantness or inconvenience. They will do whatever a strong leader tells them to do. This is obedience without personal commitment. Leaders who are satisfied with this type of response think they are strong. They give orders and people obey. The work is done. Of course, there are situations in which this kind of response is necessary. People do not always understand the leader’s motives. Sometimes, they must trust the leader and comply, or do as he or she says, simply because he or she is the leader. But this is the response that is least effective for the work and for the persons who comply. It is a childish response. Good leaders are not satisfied to have people respond in this fashion. The result is that leaders become surrounded with people who agree with anything they say. They do not help leaders grow and develop. Leaders in this situation feel powerful, but their work is built upon a weak foundation when they require only compliance of those who work with them.

2. Identification.

A second type of response to leadership is identification. This term describes the response of people who do not perform because they are interested in the project but rather because they genuinely admire their leaders. They want to be like their leaders and copy their actions. They want to establish a friendship with them. This differs from compliance in that the response is given in sincere respect and a desire to live up to the leader’s expectations. They work for the leader and not for their dedication to the purposes and goals. There is a temptation for leaders to encourage this type of response, but in the long run the work is weakened. Both the leader and the worker are turned from the true meaning of the work.

3. Internalization.

The best type of response, that which is most effective for the work, workers, and leaders, is that in which workers sincerely claim the leaders’ goals as their own. The purpose of the work is a part of the workers’ own value systems. Workers perceive the project as an expression of their own love to God and an exercise of their own gifts and commitments. Leaders gives directions and suggestions. Workers follow them because they believe in the work itself and are glad to have guidance in reaching their own Christian goals. When leaders are successful in bringing about this attitude in a group of workers, them can call themselves true Christian leaders.

Practical Applications of Theoretical Knowledge

The reason we study theory is that it gives us a basis for practical action. Theoretical knowledge helps us predict what outcomes might be expected under certain circumstances. If we know, for example, that people are motivated by the satisfaction of their needs, then we try to find out what the needs are and how we may help them be satisfied through Christian service. If we know that people tend to be motivated by realistic goals but discouraged by goals that are too difficult, then we can make appropriate plans.

Our understanding of motivational theories and types of response to leadership helps us decide what kind of action or behavior on our part is most likely to motivate workers to do the tasks necessary for the goals to be achieved. Following is a summary of leadership behaviors based upon our theoretical knowledge. These are practical applications that leaders have found to be effective in the business world and also in Christian work.

1. Competence.

Leaders must know their jobs and behave in ways that indicate competence. This does not mean that the leader must be perfect. The leader must show confidence without displaying human pride. Workers are motivated to follow a person who has ability and can provide help and information to others.

2. Purpose.

People will not work well without specific objectives. The leader must have objectives in mind and be able to arrange them, as we have learned, so that they lead to higher objectives and goals in a reasonable and realistic manner.

3. Delegation and opportunities for worker participation.

From our study of needs we know that people need to feel accepted and creative. They must be given opportunities to participate in decisions concerning objectives and tasks. The leader must delegate or make assignments to certain workers and allow them to have full responsibility in certain situations.

4. Training and growth opportunities.

People work better if they are learning and growing personally. When they feel that they know how to do a task well, they take more interest in it. Thus, the leader who offers training or provides learning opportunities is working in two ways toward the final goals.

5. Reward, recognition, and appreciation.

All people work for rewards of one kind or another. As we have found in Paul’s words, the Bible encourages us to keep our minds upon the eternal rewards. Good Christian leaders act in ways that make people feel constantly rewarded in the service of the Lord.

From our studies of burn-out, or apathy, and the perception theories, we know that people get tired and discouraged. They begin to think they are worthless or not appreciated. This causes them to lose sight of the goal. The good leader truly appreciates the workers and tells them freely. You have noticed in several of our Scripture readings Paul’s words of appreciation to those who worked with him. Remember, he said that his authority was for building up, not for tearing down (2 Corinthians 13:10).

We have learned that the right kind of motivation can be encouraged by the right kind of reward. Too much personal praise and attention lead to human pride, but honest recognition of service and skill motivates people to work toward a meaningful objective.

6. Feedback and renewal.

People work best when they are made aware of the results of their efforts and when they see the beginning and the end of specific tasks. A good leader knows that time schedules and reports frequently are more effective in motivation than inspirational speeches. If a task is worth doing, the worker should be given some kind of concrete evaluation of the outcome. Assignments and appointments to positions must be made with time frames so that workers feel periodically that they have finished something. Then, they can start over with renewed interest. Much burn-out comes because people feel they have dragged on in the same old job so long that it has lost its meaning and nobody cares whether they do it or not.

The Goal is Worth the Race

Paul never suffered from burn-out. This was not because he became relaxed and took his work less seriously but because, as his words indicate, he was literally racing toward a worthwhile goal. His objectives were not easy, as we know, for he spoke of a good fight. But he was sure the reward at the end was worth whatever the cost might be, so he never lost his enthusiasm (Romans 8:31–39; and 2 Timothy 4:7–8).

We have seen in Paul’s life and work, as in the life and work of each of the Bible characters throughout this course, that God’s plan requires human leaders. In no case has prayer alone, nor miracles alone, ever accomplished God’s purposes. The awful responsibility for and the glorious privilege of carrying out His plans God placed in the hands of those creatures He made from the dust of the earth. And, in almost every event, there has been a chosen leade, who never worked alone but charged ahead, empowered by the Holy Spirit, inspiring others with some form of the Pauline battle cry: “We are more than conquerors!”