Scholarly studies considering Paul’s views on leadership tend to fall into one of three camps: 1) the historical development view, which in large measure identifies developments in church practice with developments in Pauline and deutero-Pauline ecclesiology; 2) the synchronic, historical reconstruction, typically making use of Greco-Roman, social context sources, or social-scientific modeling, focusing on a single congregation, and sometimes distinguishing between the situation to which Paul was responding and the pattern he sought to impose; and 3) the theological/hermeneutical analysis, identifying Paul’s particular approach to power and authority, often independently of any detailed reconstruction of the situations to which Paul was responding. Andrew Clarke has explored in an earlier work, Serve the Community of the Church, the distinctive, local, and historical situations in the various Pauline communities and concluded that there is no evidence that they organized themselves according to a common set of governmental structures which clearly developed with the passage of time. Rather each community was influenced by its own localized, social, and cultural context. The present project builds on this and focuses on leadership style rather than church order. It seeks to recover from Paul’s critical responses and his generic ethos of church leadership the characteristics, ideal qualities, and task of leaders and the nature of appropriate interaction and engagement with church members. In the light of current, theoretical discussions about power and gender, this study focuses particularly on Paul’s attitude towards hierarchy, egalitarianism, authority, responsibility, and privilege.