The fundamental difference is in the emotion under which one acts. In control one acts under the emotion of wanting things to happen that must correspond to what one expects. If what we expect to happen does not fit with what one wants, the controlling leader is strongly inclined to stop or reorient existing processes of organisation to impose personal expectations. In the action of facilitation, the leader operates under the emotion of cooperation. Leaders who are skilled at facilitating expect certain things to happen as well. But not according to what they want but according to what God wants. The leader who likes to control feels angry when a personal performance criterion is not satisfied. The controlling leader often produces tantrums to manipulate others. In the facilitation process, the reaction of leaders is curiosity and a genuine interest in providing guidance in order to achieve goals together. Controlling leadership creates resistance. Under the influence of excessive control people usually act to free themselves from it by moving out of range or finding ways to escape. A person under the influence of excessive control, may leave church, become a backslider, or avoid contact with the culture of control.