Jump directly to the Content


Snares of pastoring.org

I was refreshed to read Kevin Miller's "Heart and Soul" column (Fall 1998), undoubtedly because I fit his description of a thought leader. Although I have been in ministry more than 15 years, only during the last 3-4 years have I tried to define my growing resistance to the prevailing view that "organizational leadership" epitomizes pastoral leadership.

It is not that I cannot "manage by objectives." My resistance developed as I felt several conflicts between my beliefs and the practice of this leadership style.

1. The organizational model of ministry tends to mechanize people, fitting them into systems as one fits a cog into a machine. Only a rather narrow set of skills are needed for church ministry systems (i.e. music or teaching or small groups). People with gifts and interests outside the dominant systems feel guilty. They may have other God-honoring, Christocentric, Spirit-led priorities but feel guilty because they are not meeting the stated need of the church. ...

Subscriber access only You have reached the end of this Article Preview

To continue reading, subscribe to Christianity Today magazine. Subscribers have full digital access to CT Pastors articles.

Support Our Work

Subscribe to CT for less than $4.25/month

Homepage Subscription Panel

Read These Next

From the Magazine
Who Will Pay Africa’s Medical Bills?
Who Will Pay Africa’s Medical Bills?
Locals are increasingly running African mission hospitals. The next challenge: keeping foreign donors.
Editor's Pick
When Churches Put Love at the Center
When Churches Put Love at the Center
How "beloved community" helps us envision tangible ways to embody kingdom values.