In my previous two posts, I highlighted the extraordinary strain that Christian leadership represents, at least in large circles. An obvious question is: what is the cause? On this, the Christian leadership literature is clear. It is the need to influence followers, and the resistance or opposition that this brings about. The “greatest trial” for the Christian leader lies in driving values and visions against the status quo (Wofford J C 1999:85,86); there is a “depth and pervasiveness” of malaise among leaders over resistance to change (Roxburgh A J and Romanuk F 2006:16); instituting change is a draining process, even under the best of circumstances (Murren D 1997:205); leaders may be decimated by negative reactions to innovation (Barna G 1997:207); casting a vision is a daunting challenge, and opposition is hard to deal with (Hybels B 2002:41); selling vision is “an onerous task” (Blackaby H and Blackaby R 2001:65); and about 10% of followers will “predictably” not only resist Christian leadership but seek to sabotage it (Hunter J C 2004:75). Emotional strain is therefore clearly linked with the notion of the Christian leader as a person whose responsibility it is to influence followers through values or visions. QUESTION: What lies at the root of needing to drive “values and visions”? The diagram shows Wofford’s conception of the process.