Original Research

Interactional leadership: Jesus’ model of leadership – A case of Mark 7:25–29

John K. Addo Jnr, Zorodzai Dube
HTS Teologiese Studies / Theological Studies | Vol 76, No 4 | a5554 | DOI: https://doi.org/10.4102/hts.v76i4.5554 | © 2020 John K. Addo, Zorodzai Dube | This work is licensed under CC Attribution 4.0
Submitted: 15 May 2019 | Published: 28 May 2020

About the author(s)

John K. Addo Jnr, Department of New Testament and Related Literature, Faculty of Theology and Religion, University of Pretoria, Pretoria, South Africa
Zorodzai Dube, Department of New Testament and Related Literature, Faculty of Theology and Religion, University of Pretoria, Pretoria, South Africa


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Abstract

Inspired by Goffman and Mead Social Interactionism theory and Ghanaian traditional leadership model, this article interprets Mark 7:24–30 as text that re-imagines alternative leadership practice. The study suggest that social interactionism theory tenants of ritual making, people processing, characterisation, frame making and dramaturgy provide a alternative heuristic tools to understand Jesus’ view of leadership. Seemingly and for Jesus, leadership is a product of social interaction derived from the manner one interacts with various people. This study proposes that the Ghanaian Akan traditional notion of leadership based on social interaction provides analogical model that complements social interactionism theory in interpreting Jesus’ leadership practices. Therefore, the study explains social interactionism theory and then illustrated it through Akan leadership model analogue. The story of the Syrophoenician woman in Mark 7:24–30 gives the social interaction, people processing, characterisation, frame making and dramaturgy that informs Jesus’ leadership model to be modelled by the Church.

Keywords

social interactionism; leadership; Gospel of Mark; Jesus; Ghana

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