The Hidden Motivations Behind Leadership Failures

It seems like every week, another religious leader is discovered to have a less-than-stellar personal life, showcasing issues like immoral behavior, a ruthless thirst for power, or perhaps narcissism. I wonder if social media has amplified awareness of a problem that’s existed for ages? It’s interesting to think about how the media tends to highlight the failures of religious figures. There’s an old saying that “a dog biting a person” isn’t newsworthy, but “a person biting a dog” is. It’s not surprising that those without faith may lack moral integrity. Yet, even those who profess strong beliefs are not immune to flaws.

However, I suspect there’s more at play that hasn’t been thoroughly examined. It relates to the motivations behind why individuals pursue leadership roles. Or, to put it more directly, it might be about what drives them to seek these positions. In my assessment, all three primary motives tend to have serious shortcomings and, well, they often don’t really pan out.

Ambition as a Motive

The first motivation is ambition. Such individuals seek leadership roles primarily for personal fame and financial gain. If they weren’t in the church spotlight, they would likely find another platform to bask in. Their desire for fame and recognition leads them to crave crowds, book deals, and interviews. Their type of leadership often feels more like a performance than a genuine calling. In reality, this behavior isn’t true leadership; it’s more about leveraging organizations and good people for personal accolades. This can create a mindset that feels above the law, often resulting in immorality or, at the very least, self-serving acts. More often than not, ambition leads to narcissistic tendencies and a church environment centered around the individual rather than the community.

Ideological Motivation

The second motive is ideological, which can be quite subtle but is growing more common. Those who pursue leadership in this way see themselves as covert operators, pushing a specific theological agenda until it morphs into an ideology. They often align with a distinct theological group, aiming to see that group dominate. Their leadership is less about guiding a community and more about overpowering and controlling. Theology’s true purpose should be to deepen understanding of God and foster love for Him and others. When reduced to mere ideology, it becomes a task for the church—not a means of spiritual growth, but a path to reflect specific theological dogmas. Ambitious leaders might lead to narcissism, but ideological leaders often nurture abusive behaviors and create churches that thrive on control.

Opportunism in Leadership

The third motive, opportunism, reflects a different kind of mindset. Many enter church leadership not from a sense of calling, but because they see it as the most viable job option. Perhaps they hold a degree in Bible studies or have some seminary background, but that was more about exploring life paths than a deep-seated passion. They end up in leadership roles and find themselves settling into the comfortable routine. Essentially, this kind of leadership lacks direction. They are akin to David, who, when he should have been at war, stayed home and succumbed to temptation. These leaders often lack a clear sense of purpose, causing themselves and their organizations to drift aimlessly.

So, what kind of leaders do we actually need?

If ambition, ideology, and opportunism aren’t the right motivations, what alternatives exist?

The answer lies in mission.

Leaders who are truly mission-driven focus less on their self-interest. Jim Collins refers to these individuals as “Level 5” leaders, emphasizing their commitment to the organization over personal gain. A “Level 5” leader combines immense personal humility with unwavering determination, as highlighted by figures like Abraham Lincoln. Their ambition is for the organization and those it serves rather than for self-promotion.

These leaders see theology as a pathway to discipleship, rooted in a mission. They hold fast to historic Christian truths—not as an end in themselves, but as vehicles to bring about change in the world. They’re committed to expanding this vision to include as many believers as possible, rather than just narrowing it to a select few.

To them, joining a mission merely for convenience would be as foolish as jumping into battle just because there’s nothing good to watch on Netflix. Engaging in a true mission requires passion, dedication, and an earnest sense of purpose.

I can’t say I know many fallen leaders who exemplify personal humility and mission-driven goals.

Yet, as these stories surface, I’ve encountered numerous corrupt leaders fueled by ambition, ideology, or opportunism.

And that’s where the issues with current leadership lie.