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,

2010. Rainer, Thom S. Surprising Insights from the Unchurched and Proven Ways to Reach Them.

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,

DC]: Hq., Dept. of the Army, 2006.