Shades of Gray in Senior Leadership Role

Senior Leadership Role

Conflict can be a part of any of these continuums, but the most serious conflict is likely to develop in the role of senior leadership.  Assumptions regarding the role of the senior minster can be distressing for a congregation when those assumptions work themselves out into conflict between the minister and the other leaders in the church.  Working through these expectations, specifically who is/are the senior leader(s) and how do they relate to other leaders, is critical for harmony within the church. This issue is also complicated by the fact that churches of different sizes require a dynamic leadership and that leadership will adjust its roles as the church grows and changes.  This is perhaps the most fluid of these continuums.

Many times churches are set up for conflict in the process of hiring a new minister.  Assumptions are made about the role of the senior minister or staff members when both the congregation and the minster use common terms that they interpret very differently.  The presumption of a common definition that has an actual underlying divergence of meaning results in churches entering into a relationship with a minister, each expecting what the other has no inclination to deliver.   As a result, there is a short honeymoon in the ministry, followed by mutual frustration and deterioration of relationship into a congregation taking sides along the divide within the leadership.

Unfortunately, the issues of leadership roles are rarely expressed until after conflict has begun, at which time resolution is much more difficult to achieve.  Long before the first signs of conflict, churches and ministers would be wise to honestly discuss their expectations regarding the role of senior leadership.  For congregations that are looking for a minister, there needs to be a clear definition of expectations and roles before the first candidate interview.  Once the process has begun, there is a tremendous temptation to appeal to a prospective minister by conciliation and compromise, which will not represent real expectation.   

Looking at the shades of gray in the leadership role of the senior minister, it is important for the minister and the church to be in the same general area on the continuum, understanding an identical location is not very likely. 

Senior Minister as C.E.O.
At one extreme end of the spectrum the senior minister is seen as the C.E.O. of the church being the primary point for direction and leadership.  This is, in some churches, taken to the extreme that the senior minister is next to the Lord himself in terms of authority.  In one congregation during the board meeting, the senior minister sits next to an empty chair that represents the presence of Jesus.  Senior leaders at this end of the spectrum can become autocrats and petty tyrants who rule the church as their personal serfdom.  In such a church, there is a grave danger for the minister to surround himself with ‘yes’ men who fawn over his great leadership and endorse every decision.  

The senior minister who is a C.E.O. often has little to do with daily ministry; his role is to give the vision and direction to the ministry and to be the personification of the church from a highly visible stage.   Administrators who direct the functional operations of the church see to it that the vision is carried out. The senior minister cares for the flock as a “rancher” who delegates the task of shepherding. As C.E.O. his relationship with the board is that the board implements and supports his directives.

The parallel advents of the mega church and the C.E.O. pastor have become two sides of the same coin.  In many mega-churches, it is impossible to speak to the senior minister and it is nearly impossible to speak to his secretary/personal assistant.  The most a church member might expect is to leave a message with the receptionist who will forward it to the pastor’s aid.  The connection of the seeker- driven church and the mega-church has resulted in an expectation that ministers of many seeker-driven churches attempt to assume the role of C.E.O. regardless of size.

 If objectives of the minister are not reached a strong church board will replace the C.E.O. with one that can move the church toward it objectives.  However, in some cases the C.E.O. is so powerful that even the board cannot remove him from his leadership position.

In summation, if such a minister were an animal, he is the alpha male of a large, efficient, and aggressive wolf pack. 

Senior Minister as Chaplain.
At the other extreme end of the continuum, the minister is a personal chaplain for every member of the congregation.  He is the primary and, in some cases, the sole  caregiver for the spiritual needs of the church. His work, ministry and role are determined by the needs of the members of the congregation. He is expected to be on call, at all times, to provide whatever services any member expects or requires. 

He is the “shepherd” with hands-on, direct contact with all the flock and is personally responsible for their perceived spiritual well being.   Such care will certainly include regular home visitation as expected by members, daily hospital calling, and crisis intervention and problem solving for members and those related to members.  He is only to reprove, rebuke, and exhort if it is done in such a way as not to offend members of the church.    One congregation offered their minister a three-part job description: 1) Do not change anything 2) don’t try to get new people instead take care of the ones we have got 3) preach sermons to make people feel happy. 

The congregants, based on how happy they are with their treatment by the minister, evaluate his job performance, sometimes by annual vote of confidence and sometimes by direct or indirect complaint.  Make no mistake about it, this minister is hired by the church to do their bidding.  The role of the board is to insure that the minister does his job and to communicate to the employee any dissatisfaction from the congregation. 

At the extreme end of the continuum, the minister has little or no authority concerning the direction, vision, or mission of the church.  He will likely have no authority over H.R. or staffing decisions.  One leader commented that overseeing staff is something the senior minister most definitely should not be doing.  The minister in such a congregation had better learn to do as he is told and not make waves.

If the C.E.O. pastor is the alpha of a wolf pack this pastor is expected to be the lap dog of a miniature variety 

The broad range in the middle

Either extreme can be dangerous and must be avoided.  Nowhere is there a greater need for a church to know and be honest about its expectations.  Nowhere is there a greater need for the minister to have and faithfully hold his convictions about his style of ministry.  Ministers more given to pastoral care will not thrive in a congregation wanting strong senior leadership.  Congregations that are looking for a pastoral minister will soon be disappointed with a visionary, regardless of how likeable he may be. 

In Act 1, scene III of Hamlet

Polonius says:


This above all: to thy own self be true


And it must follow, as the night the day


Thou canst not then be false to any man.

Many ministers wanting to gain the acceptance of a congregation or to get a position with a church will not be true to who they are and then set themselves up for conflict. 

Both church and minister must avoid the extremes of this continuum.  On one end there is a tendency for the church to become a cult of personality that revolves around the minister. On the other extreme, the minister loses his personality as he revolves around the church.