Elisha’s Restoration of a Military Commander’s Health (2 Kings 5:1-14)
When Elisha cures the leprosy of Naaman, a commander in the army of Israel’s enemy, Syria, it has important effects in the sphere of work. “It is no little thing that a sick person is made well, especially a leper,” as Jacques Ellul notes in his insightful essay on this passage, because the healing restores the ability to work. In this case the healing restores Naaman to his work of governance, advising his king on dealings with the king of Israel. Interestingly, this healing of a foreigner also leads to the restoration of ethical culture in Elisha’s own organization. Naaman offers to reward Elisha handsomely for the healing. But Elisha will accept nothing for what he regards as simply doing the Lord’s will. However, one of Elisha’s retinue, named Gehazi, sees an opportunity for a little extra remuneration. Gehazi chases after Naaman, and says that Elisha has changed his mind—he will accept a very significant payment after all. After receiving the payment, Gehazi hides his ill-gotten-gain, then lies to Elisha to cover it up. Elisha responds by announcing that Gehazi will be struck with the very leprosy that had left Naaman. Apparently, Elisha recognizes that tolerating corruption in his organization will rapidly undermine all the good that a lifetime of service to God has done.
Naaman’s own actions demonstrate another point in this story. Naaman has a problem—leprosy. He needs to be healed. But his pre-formed notion of what the solution should look like—some kind of dramatic encounter with a prophet, apparently—leads him to refuse the true solution of bathing in the Jordan River when it is offered to him. When he heard this simple remedy delivered by Elisha’s messenger—rather than Elisha himself—“Naaman went away angry.” Neither the solution nor the source seems grand enough for Naaman to pay attention to.
In today’s world, this twofold problem is often repeated. First, a senior leader misses the solution proposed by a lower level employee because they are unwilling to consider insight from someone they regard as unqualified. Jim Collins in his book Good to Great identifies the first sign of what he calls a “level five” leader as humility, a willingness to listen to many sources. Second, the solution is not accepted because it does not match the leader’s imagined approach. Thank God that many leaders today, like Naaman, have subordinates willing to take the risk of talking sense to them. Not only are humble bosses needed in organizations, but courageous subordinates also. Intriguingly, the person who puts the whole episode into motion is the lowest-status person of all, a foreign girl Naaman had captured in a raid and given to his wife as a slave (2 Kings 5:13). This is a wonderful reminder of how arrogance and wrong expectations can block insight, but God’s wisdom keeps trying to break through anyway.
Jacques Ellul, The Politics of God & the Politics of Man (Grand Rapids, MI: Eerdmans, 1972), 35.
Jim Collins, Good to Great (HarperBusiness, 2001), 22-25.