leadership and church growth
TRANSCRIPT
LIBERTY UNIVERSITY
LEADERSHIP AND CHURCH GROWTH
A PAPER SUBMITTED TO DR. TERRY FAULKENBURY
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE COURSE
EVANGELISM AND CHURCH GROWTH
EVAN 510
LIBERTY BAPTIST THEOLOGICAL SEMINARY
BY
JAMES CARTER
L22428181
LYNCHBURG, VIRGINIA
MARCH 13, 2011
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Table of Contents
Introduction....................................................................................................................................................2
Spiritual Leadership.......................................................................................................................................2
Followership..............................................................................................................................................3
Mentorship.................................................................................................................................................4
Knowing God’s Vision..............................................................................................................................4
Strategic Planning..........................................................................................................................................5
Organizational Mission..............................................................................................................................6
Organizational Evaluation.........................................................................................................................7
Organizational Expansion..........................................................................................................................7
Evangelism Explosion...................................................................................................................................8
Availability................................................................................................................................................9
Penetration.................................................................................................................................................9
General Saturation...............................................................................................................................10
Personal Presentation...........................................................................................................................10
Discipleship..................................................................................................................................................11
Establishing the Saint...............................................................................................................................11
Equipping the Leader...............................................................................................................................12
Conclusion...................................................................................................................................................12
Bibliography................................................................................................................................................14
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Introduction
Spiritual leadership is the most rewarding and challenging endeavor that a person could
undertake. A spiritual leader is essential for transitioning individuals from an egocentric life
toward a Christocentric life. The Army defines leadership as “the process of influencing people
by providing, purpose, direction, and motivation while operating to accomplish the mission and
improve the organization.”1 Robert Clinton writes, “The central task of leadership is influencing
God’s people toward God’s purposes.”2 Henry Blackaby states that, “spiritual leadership is
moving people on to God’s agenda.”3 The previous quotes provide the maxim for spiritual
leadership. Organizations ascend and descend based on leadership and church leadership is not
an exception.
An established ministry will become ineffective and inefficient without dedicated
leadership. Failure in this area will result in the stagnation of evangelism and church growth. As
leadership excels, the church excels. Organizational growth does not occur without leadership.
Therefore, a leader should invest themselves into three essential tenets: strategic planning,
evangelism, and discipleship. These tenets are the essential framework for this discourse. Prior
to laying siege to the tenets, we will begin by laying the groundwork of leadership.
Spiritual Leadership
Spiritual leaders must have a Christocentric style of life and learn the tenets of their trade.
Robert Clinton makes this comment, “leaders must develop a ministry philosophy that
simultaneously honors biblical leadership values, embraces the challenges of the times in which
1 U.S. Department of the Army, Army Leadership: Competent, Confident, and Agile. ([Washington, DC]: Hq., Dept. of the Army, 2006), 1-2.
2 J. Robert. Clinton, The Making of a Leader (Colorado Springs, CO: NavPress, 1988), 203.
3 Henry T. Blackaby and Richard Blackaby, Spiritual Leadership: Moving People on to God's Agenda (Nashville, TN: Broadman & Holman Publishers, 2001), 20.
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they live, and fits their unique gifts and personal development if they expect to be productive
over a whole lifetime.”4 A leader is in a perpetual state of growth and development. This type of
leader is engaged in followership, mentorship, and relationship.
Followership
At the beginning of Jesus’ ministry, he made a clear, concise, and poignant statement
when he said, “come follow me and I will make you fishers of men” (Mk. 1:17).5 The decision
to follow is necessary for those in leadership. Michael Mitchell notes, “followership is more
than a position of submission. It is a commitment to change, a willingness to be transformed into
the image, style, and behavior of the leader.”6 The objective for a leader is to transform into the
likeness of Jesus Christ. Jesus, who is a fisher of men, affirms this when he makes the
proclamation of transforming those humble fishermen into his likeness.
Followership is the basis for leadership. Leadership without followership is illegitimate.
A leader is without exception to the followership of Christ. He must be consistently engaged in
the basic devotions of the Christocentric lifestyle. These devotions entail an unwavering
commitment to the word and subsequent lifestyle changes, a deep commitment to prayer, and
spiritual accountability with peers and superiors alike. Followership is fundamental for
transformation, relationship, and ownership of the Christocentric lifestyle. A leader must also be
engage in mentorship.
4 J. Robert. Clinton, The Making of a Leader, 194.5 All scripture taken from the HOLY BIBLE, NEW INTERNATIONAL VERSION®
NIV®. Copyright © 1973, 1978, 1984 by International Bible Society®. Used by permission of International Bible Society®. All rights reserved worldwide.
6 Michael R. Mitchell, Leading, Teaching, and Making Disciples (Bloomington, IN: CrossBooks, 2010), 5.
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Mentorship
Adding purpose, direction, and motivation to an individual’s life is an essential element
of mentorship. Mentorship is being a trustworthy Christocentric guide for an individual within
your sphere of influence. Edward Smither writes, “mentoring in essence means a master, expert,
or someone with significant experience is imparting knowledge and skill to a novice in an
atmosphere of discipline, commitment, and accountability.”7 A leader is perpetually adding
value to those within their sphere of influence. Investing in individuals prepares them to replace
you as a leader.
A strategically minded leader mentors individuals with the replacement theory in mind.
A leader who subscribes to the replacement theory is in position to influence their organizations
next generation of leaders.8 Leadership replacement is inevitable and mentorship is vital for
advancing the current organizational direction. Mentorship requires commitment, sacrifice, and
intentionality. These three ingredients will contribute to ensuring that the proper leader is ready
at the appropriate time of transition.
Mentorship is fundamental for adding value to and empowering those within a leader’s
sphere of influence. Absence of mentorship will result in eroding of the organizational mission
and values. Mentorship is a significant segment of leadership. Another imperative element in
the leadership is continuing to capture God’s vision.
Knowing God’s Vision
A leader must maintain consistent contact with God’s vision. Vision is to know the
direction God is headed and aligning your ministry with his direction. George Barna defines
7 Edward L. Smither, Augustine as Mentor: a Model for Preparing Spiritual Leaders (Nashville, TN: B & H Academic, 2008), 4.
8 Andy Stanley, Reggie Joiner, and Lane Jones, 7 Practices of Effective Ministry (Sisters, Or.: Multnomah Publishers, 2004), 158.
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vision as a “clear mental image of a preferable future imparted by God to His chosen servants
and is based upon an accurate understanding of God, self, and circumstances.”9 A visionless
leader will have difficulty providing purpose, direction, and motivation for those within their
sphere of influence. It is imperative that the leader not only receives their vision from God but
also reaffirm their vision annually.
Vision verification is necessary because the passage of time causes the vision to become
diluted and distorted. If vision pollution occurs, a leader will become unmotivated and
dissatisfied with their current operational platform and performance. When this happens to a
leader, the entire organizational team is affected and the advancement of the gospel is hindered.
The cure for vision pollution is time alone with God.
A leader who prioritizes their time alone with God will have assurance of their vision and
will maintain the appropriate heading for themselves and those within their sphere of influence.
A leadership essential is capturing and verifying the vision of God. Absence of vision is like a
ships captain without a compass, he will drift at sea without direction. A leader must
continuously capture God’s vision and monitor their course. An established leader’s vision can
be used as an organizational compass for strategic planning.
Strategic Planning
Ensuring that the basic fundamental pieces are in place to accomplish the leader’s vision
is strategic planning. A multiplying organization must think small, as they grow large. Thinking
small is making strategic decisions that keep the organization relevant and personal for those
involved. This type of approach must be Christocentric and people oriented. David Wheeler
proposes a “Back to the Basics” model for a multiplying organization.10
9 George Barna, The Power of Vision (Ventura, CA: Regal, 2003), 24.10 Jonathan Falwell, InnovateChurch (Nashville, TN: B & H Books, 2008), 129.
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There are seven key components to the model: vision statement, mission statement, the
leadership team, prayer, outreach, discipleship, and fellowship. These basic components are
easily incorporated into a multiplication-oriented organization. This model is discussed below
starting with the organization’s mission.
Organizational Mission
An organizational mission is essential for purpose, direction, and motivation of the
leadership team and organizational volunteers. The mission statement incorporates the “Great
Commission”, “Great Commandment”, and the organizational vision. An essential nature of a
leader’s vision has been discussed in the previous section but an organizational vision has not
been addressed.
Organizational vision acquisition mirrors that of a leader. The major difference is the
number of people that agree to subscribe to the vision. Generally, members of a committee or
board construe the organizational vision. It is essential for the success of the organization that
they employ a leader who mirrors their vision. A leader would not be suited to work for an
organization that did not reflect his God-given vision. Marriage between an organization and a
leader with differing visions is like adding water to a grease fire; it will eventually have an
intense reaction.
A mission statement complements the vision statement. An organizational mission
statement decentralizes operations and empowers leaders and volunteers to make Kingdom
decisions in an expedited manner. The leadership team closely monitors mission
accomplishment.
The leadership team is a core group of representatives from within the organization. This
group would include at least one representative from the various organizational departments and
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key organizational leaders. Together, they would evaluate the organization based on their
corporate vision and mission.
Organizational Evaluation
Evaluation commences with win clarification.11 Clarifying the win prevents uncertainty
and diverging interests. A leader needs to be equipped with the ability to recognize victory.
Victory breeds victory and internal motivation. These two things are organizationally contagious
and create a reproductive Kingdom centered environment. Win clarifications are needed for
every main organizational event. After clarification occurs, the initiation of the evaluation
process can occur.
Evaluation questions are paramount for ensuring that events are accomplishing the vision
and mission of the organization. There are two basic types of questions: descriptive and
normative. A descriptive question provides the baseline for each events target group and
expected outcome. Normative questions evaluate event accomplishment. Descriptive and
normative questions are inquiry tools for a leader’s toolbox. These two types of questions will
equip the leader with a clear picture of what is occurring within the organization. An event that
is not accomplishing its desired outcome may need alteration of purpose and target group. All
organizational events need dissection through the evaluation process. This critical process will
help to ensure that organizational expansion is accomplished.
Organizational Expansion
A healthy organization is expanding through multiplication. Multiplication is increasing
the organizational volunteer work force through exalting the savior, evangelizing the sinner,
11 Ibid., 69.
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establishing the saint, and equipping the leader.12 A failure to accomplish any of the four E’s
will result in organizational reduction.
Organizational expansion occurs through the growth and development of leaders. A
trained leader can manage the growth and development of others. Leaders lead small groups of
varying sizes. The small group is a necessary vehicle for the type of investment that recent
converts and growing disciples deserve. The explosion of the Jerusalem church would have
created numerous difficulties. One of the major difficulties would be how to disciple this large
influx of people.
The leaders demonstrated in Acts 6:1-7 that they thought in managerial terms.13 They
delegated responsibility to a group of seven men. There is no other indicator in the writing that
they assigned other leaders but the inference can be made that they maximized all available
leadership for managing the evangelistic explosion. A failure for the Jerusalem leaders to think
small, as they grew large, would have been catastrophic. Their management plan would have
included a plan for the growth and development of the early church organization. Their planning
and efforts expanded the early church into the known world. Organizational expansion would
not have occurred without the appointing, empowering, resourcing, and equipping of leaders
within their operational environment. Trained leaders will lead the evangelistic endeavors of the
organization.
Evangelism Explosion
The sharing of the life, death, and resurrection of Jesus Christ is the basic tenet of
evangelism. This rudimentary activity is the foundation for the growth explosion of the early
12 Darrell W. Robinson, Total Church Life: How to Be a First Century Church in a 21st Century World (Nashville, TN: Broadman & Holman Publishers, 1997), 23.
13 Bill Hull, The Disciple-making Church: Leading a Body of Believers on the Journey of Faith (Grand Rapids, MI: Baker Books, 2010), 218.
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church, as well as the contemporary church organization. An organizational church will fail be a
multiplying church without a concerted investment in proclaiming the good news to the masses.
Darrell Robinson outlines “the strategy of Jesus for reaching our world is fourfold (Acts
1:8): His priority: ‘My Witness.’ His Plan: ‘In Jerusalem, and in all Judea, and Samaria, and to
the ends of the earth.’ His Personnel: ‘You will be.’ His Power: ‘You will receive power when
the Holy Spirit comes on you.’”14 Jesus plan for the early church does not change for the
contemporary church. The priority of being witnesses who are under his power transcends time
and culture. There are two priorities linked to evangelism explosion: availability and
penetration.
Availability
When God called Isaiah to the ministry in Isaiah 6, he made himself available to be used
by God. The early disciples made themselves available to Jesus and learned how to become
fishers of men. Their availabilities determined the impact of their lives. Making yourself
available to be used by God is the first and foremost decision for evangelism explosion.
Availability is the transferring of an individual’s mental paradigm from “come and hear” to “go
and tell.”15 The Father sent Jesus and Jesus sends us (Jn 20:21). An individual’s availability
determines the degree to which they are going to penetrate their community with the gospel.
Penetration
Jesus’ plan in Acts 1:8 was the total penetration of the gospel into the world.
Strategically he started the early church within the Apostles current sphere of influence. A
majority of Christian’s spheres of influence will have a significant number of people who have
never attended church. Thom S. Rainer states, “only 41 percent of Americans attend church
14 Darrell W. Robinson, Total Church life, 148.15 Ibid., 147.
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services on a typical weekend.”16 The percentage speaks for itself. There are people in America
who need to hear the good news. There are two levels to penetration: general saturation and
personal presentation.17
General Saturation
Saturation is complete coverage of an organization or individual’s sphere of influence.
The objective of saturation is to ensure that every individual has had the opportunity to hear the
gospel. The planning starts with mapping out locations considered primary areas of influence.
The plans for saturating the primary area need to be realistic and tangible. Mapping the area and
planning to saturate it will ensure that the organization is practicing a penetrating style of
ministry.
Personal Presentation
Delivering the message of the gospel in a life on life manner is the core of evangelism.
An individual needs to be equipped to present the truth of the gospel. The elementary equipping
would involve the presentation of their testimony and the use of “Romans Road”, “The Bridge
Illustration”, or “The four Spiritual Laws.” The story of a changed life and scripture is a winning
combination. Individuals will need to practice their testimony and the use of scripture in
presentation of the gospel. The small group leader would be the most effective person in helping
and equipping them to be able to execute a personal presentation of the gospel. Personal
presentation is the quintessential means for delivery and acceptance of the good news.
Penetration into ones sphere of influence provides the logs for the discipleship fire.
Evangelism and discipleship are the heads and tails of the same coin. One is ineffective without
the other. Discipleship will be the subsequent final tenet for discussion.
16 Thom S. Rainer, Surprising Insights from the Unchurched and Proven Ways to Reach Them (Grand Rapids, MI: Zondervan, 2001), 33.
17Darrell W. Robinson, Total Church life, 158.
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Discipleship
Discipleship is defined by George Barna “as becoming a complete and competent
follower of Jesus Christ.”18 Rod Dempsy writes, “discipleship is the process of guiding
individual disciples to grow in spiritual maturity and to discover and use their gifts, talents, and
abilities in fulfillment of Christ’s mission.”19 Discipleship is an all-encompassing mission that
prepares an individual to be a lifelong learner and follower of Jesus Christ who accomplishes his
commission. The paramount need of the organizational church is be infatuated with discipleship.
There are two main components of discipleship: establishing and equipping.
Establishing the Saint
When born a child cannot care for themselves. They need a parent who is able to feed
them, love them, and change them. Absence of a parent would result in the eminent death of the
child. A young Christian needs as much attention and care as a young child. Paul stated in 1
Thes. 2:7-8, “but we were gentle among you, like a mother caring for her little children. We
loved you so much that we were delighted to share with you not only the gospel of God but our
lives as well, because you had become so dear to us.” Paul taught them how to live the Christian
life-style through his care and teaching. A young saint needs the same type of attention.
Establishing is to make stable, strengthen, and consistent. A young saint needs to be
taught the basic essentials of living a Christocentric lifestyle. They have to learn how to live out
the “Great Commandment” found in Matthew 22:37-40. Teaching and demonstrating for them
how to love God and love people sacrificially. They need to learn to love God through the
Scriptures, prayer and obedience. They need to learn to love people through fellowship and
18 George Barna, Growing True Disciples: New Strategies for Producing Genuine Followers of Christ (Colorado Springs, CO: WaterBrook Press, 2001), 17.
19 Jonathan Falwell, InnovateChurch,112.
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evangelism. Once a young saint is established in these five basic tenets, they will be able to live
a normal and healthy Christocentric lifestyle.
The responsibility of a leader is to ensure that the establishing of the young saint does not
get thrown into the broom closet. Leaders plan for the growth and development of the young
saints and evaluate the organizational programs instituted for discipling them. A leader needs
apprentice leaders who are being equipped to build up the organization and the body of Christ.
Equipping the Leader
The student to teacher ratio can assess a programs value on the preparation, skill, and
education necessary to accomplish a given task. In college, the general education classes have
an enormous student to teacher ratio but a man learning to fly a jet has a student to teacher ratio
of one to one. Equipping a leader requires the same amount of direct supervision as that of a
pilot learning to fly. Leader preparation is principal for the continuing growth and development
of the organization.
Jesus modeled preparing apprentice leaders for ministry when he called the twelve to be
with him for specialized training in Mark 3:13-14. He made the time to demonstrate, educate,
and facilitate their training. He had only one opportunity to get their training right and he chose
to invest in them on a dynamic personal level. His investment was intentional, cumulative, and
life encompassing. Contemporary leaders need to emulate Jesus equipping method for his
apprentice leaders.
Conclusion
Organizational growth is directly correlated with leadership. Leaders are responsible for
the growth and development of their organization. A leader must be engaged in followership,
mentorship, and knowing God’s vision. As the primary overseer of the church organization, he
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must maintain the basic tenets of strategic planning, evangelism, and discipleship. The church
rises and falls on these rudimentary tenets. A leader is the conduit that God uses to grow his
church but the ultimate responsibility is His.
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Bibliography
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———. The Power of Vision. Ventura, CA: Regal, 2003. Blackaby, Henry T., and Richard Blackaby. Spiritual Leadership: Moving People on to God's
Agenda. Nashville, TN: Broadman & Holman Publishers, 2001. Clinton, J. Robert. The Making of a Leader. Colorado Springs, CO: NavPress, 1988. Coleman, Robert Emerson. The Master Plan of Evangelism. Grand Rapids, MI: Revell, 2006. Covey, Stephen R. Principle-centered Leadership. New York: Simon & Schuster, 1992. Falwell, Jonathan. InnovateChurch. Nashville, TN: B & H Books, 2008. Frizzell, Gregory R. Releasing the Revival Flood : Overcoming Relationship Barriers to
Personal & Churchwide Renewal. Union City, TN: Master Design, 2004. Hull, Bill. Jesus Christ, Disciplemaker. Grand Rapids, MI: Baker Books, 2004. ———. The Disciple-making Church: Leading a Body of Believers on the Journey of Faith.
Grand Rapids, MI: Baker Books, 2010. Maxwell, John C. The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your
Team. Nashville: T. Nelson, 2001. Mitchell, Michael R. Leading, Teaching, and Making Disciples. Bloomington, IN: CrossBooks,
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Grand Rapids, MI: Zondervan, 2001. Robinson, Darrell W. Total Church Life: How to Be a First Century Church in a 21st Century
World. Nashville, TN: Broadman & Holman Publishers, 1997. Smither, Edward L. Augustine as Mentor: a Model for Preparing Spiritual Leaders. Nashville,
TN: B & H Academic, 2008. Stanley, Andy, Reggie Joiner, and Lane Jones. 7 Practices of Effective Ministry. Sisters, Or.:
Multnomah Publishers, 2004. U.S. Department of the Army. Army Leadership: Competent, Confident, and Agile. [Washington,
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