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Entrepreneurial pastors and leaders bring special gifts to the work of the church. But just as we identify the gifts of emerging leaders, we also need to engage in the spiritual exercise of identifying leaders' weaknesses. Every area of giftedness has a "shadow side"; every charism brings its own temptations. Young leaders need not only to have their gifts identified, but also to be mentored by those who understand the unique temptations that accompany those gifts.

Is our leader telegenic? That can help him communicate the gospel, but it can also turn him toward worshiping his TV image. Is he a skilled administrator? That can help him guide an organization efficiently, but it can also tempt him to run roughshod over people who get in his way. Is he a natural motivator? That can help him enlist volunteers in the ministry, but it can also tempt him to manipulate people. The larger point is this: While leaders are responsible for their behavior, the discernment process is one that can and must take place corporately—for no Christian leader is capable of judging his gifts and motives alone.

After the scandal broke, Pastor Ted talked about a crucial aspect of leadership. "Right now my trust is questionable," he said. If evangelicals are going to continue to reap the good fruit of their entrepreneurial spirit, they will need to work on the trust factor. That starts with relearning what it means to be the body of Christ—where we are mutually dependent on one another—and not just a dynamic movement led by gifted leaders.

It also means not only expanding parachurch watchdog organizations, mentoring programs, and addiction and recovery ministries, but letting the Holy Spirit fashion healthy church communities where humility is more important than star power and where adulation of a great leader is replaced by speaking the truth in love.

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Christianity Today has full coverage of the Ted Haggard scandal.

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December 2006, Vol. 50, No. 12