A frequent conversation in the study and practice of pastoral ministry is “Leader or Pastor?” Should the role of the person who directs a local church be that of a leader or a pastor? Is this person’s function best defined by leadership or pastoral principles? 

This article is the first in a two-part series that looks to help pastors answer the question of “Pastor or Leader?” Or is it possible that this either-or choice is too limited in its scope? Is it possible that there are additional options or answers to the question? 

Many years of pastoral ministry, conversations with colleagues, observation of pastors during my missionary travels, and personal study have demonstrated to me that the question of “Leader OR Pastor” is not adequate; there are at least four possibilities. In this article, we’ll explore two possible “Leader or Pastor” models.  In our next article, we’ll look at two more models, along with our conclusions on the one that appears to be most in line with that of the Scriptural ideal. 

Proviso: Let’s agree that surgical definitions are practically impossible in the study of pastors and leaders. However, we should not let that stop us from studying these two roles’ shared and disparate characteristics. With that understanding in place, here’s one perspective on the issue of “Pastor or Leader” for the church of Jesus Christ?

“Good spiritual leaders know full well that they are only shepherds, not saviors; they know they are leaders, but not lords; they understand that they maybe skilled guides, but they are not gods.” Lynn Anderson, They Smell Like Sheep

Part One:  Two Kinds of Leaders

I.  LEADERS WHO LEAD

This is the Entrepreneur 

Definition: 

The word and meaning are taken from the French language, literally meaning “one who undertakes.” It speaks of someone who takes on the risk of starting or leading an enterprise. The entrepreneur is a specialist, and part of his specialization is knowing how to take charge. He establishes vision, sets strategy, and often tactics (depending on the size of the enterprise). The entrepreneur is a visionary, one who sees opportunities and possibilities. Consequently, this individual is an innovator, risk-taker, and trendsetter. He is highly driven and not averse to risk-taking. He is focused on the big picture of the enterprise rather than the details, hiring the best people available to manage the day-to-day operations. He sees what others don’t see and is able to make vision become a reality: “Get it started, get it running, make it run effectively!”

The Internal Pastor-Leader Balance:

The “Leader-Who-Leads” is the individual who, in his heart and mind, is a leader. It’s his DNA. It’s who he is. He may sit in the position called “pastor,” but because he is a leader who leads, he’s not overly concerned with the day-to-day pastoring of people. He’s going to lead: it’s who he is, and so, it’s what he does.

“Convictions are not merely beliefs we hold; they are those beliefs that hold us. We would not know who we are but for these bedrock beliefs, and without them we would not know how to lead.” Albert Mohler, Jr., The Conviction to Lead

Additional Characteristics: 

1.  Enterprise focused – Driven to constantly expand the enterprise and multiply franchises; needs customers to do it.

2.  His ministry emphasizes business practices more than biblical principles.

3.  Goals: growth in numbers and building an ever-larger platform for the enterprise. 

4.  No personal accountability – he is the lone star in this galaxy; the enterprise needs him too much to actually question him or challenge his decisions. 

5.  How goals are achieved: a star leader makes the difference; success rises and falls on strong, often celebrity, leaders. When this leader leaves, the enterprise, i.e., the church, often struggles. 

6.  He has fans – “I am of Paul,” “I am of Cephas.” 

7.  He and his church formulate the fads that others follow; their sermons create the quotes that float the church world for weeks to come.

8.  It’s optics over ethics. Technique over character. Front stage over back stage. Style over substance. 

9.  Power source: “Leadership isn’t a difference maker, it is the difference maker.”

10.  Prayer takes place in public services but does not mark the entrepreneur’s personal life as primary or defining.

“What is killing a lot of churches is the panic-that-they-will-leave-me-in-the-shadows syndrome. Leaders who show off their power accept the fact that other leaders will arise, yes, but “not so they outshine me.” That fear causes them to hold back knowledge and strategies and not pour themselves into others or train them thoroughly.” José Luis Navajo, Mondays With My Old Pastor

2.  LEADERS WHO PASTOR

This is the Manager 

Definition:  

The manager is an individual who is focused on the program or project that can move the vision and mission forward. To paraphrase leadership guru Warren Bennis, where the entrepreneur sees the horizon, the manager sees the bottom line. The entrepreneur creates and innovates where the manager implements and administers that broader vision. She concerns herself with managing and maintaining the working parts of the machine needed to advance the mission. Entrepreneurs live on the mountain tops where visions are seen while the manager lives in the fields where the work is done.

The Internal Pastor-Leader Balance:

The Leader-Who-Pastors is someone who is a leader in heart and mind, but is trying to pastor. Her heart and mind pulse to the tune of leadership, but, because she is in the position of pastor, she tries to set her feet and hands to the work of pastor. Doing does not flow from her being but from external demands.  

“Leaders must use their brains, but they must speak from their hearts. The most powerful leaders know how to speak the language of passion rather than the language of bureaucracy and dispassionate analysis.” Albert Mohler, The Conviction to Lead

Additional Characteristics: 

1.  Project focused – wants to move the project forward, needs workers to do it. 

2.  Her ministry emphasizes management practices, often struggling with how these practices mesh with  biblical principles.

3.  Goals:  See to it that the right pieces are in place and functioning efficiently so that the project or program is progressing and we are seeing positive results.

4.  Personal accountability is unlikely because it is often seen as unnecessary. But project manager accountability is possible and even sought out when projects are not progressing efficiently. Personal growth as a disciple may be important to her, but is overshadowed by a desire for project and program growth, proven by the imbalanced amount of time and energy she pours into project development over personal development. 

5.  How Goals are Achieved:  leadership techniques make the difference; everything rises and falls on repeating leadership maxims (more than Scripture) and the repetition of the right leadership techniques. 

6.  She has followers. The attraction of people for her is not that of a celebrity, but of a professional: she makes things happen; she fills the building and the bank account; she gets along well with people; people like her or at least her productivity.  

7.  Knows the fads and follows them. Attends all of the entrepreneur’s conferences, buys all the books, downloads all the resources, repeats the sermon slogans.

8.  It’s optics plus ethics. Techniques and character. Front stage and “We’ll get to that back stage when we have time.” Stylish substance, but no unstylish substance that might offend our audience – we want to be friendly.

9.  Power source:  By the efficiency of programming and techniques we can make it happen. 

10.  Prayer opens small group meetings and, when she can find time, it takes place in the manager’s personal life.

“The problem with many organizations, and especially the ones that are failing, is that they tend to be overmanaged and under-led.”  Warren Bennis and Burt Nanus, Leadership

SUMMARY

The “Leader-Who-Leads” and the “Leader-Who-Pastors” stand on the leader side of the Pastor vs. Leader spectrum. Theirs are the worlds of vision, program, implementation, management, efficiency and effectiveness. Their “bibles,” while differing from one another in intensity of application, are written in the ink of leadership practices, the methods that lead to growth of the enterprise and the effectiveness of the project. The church world is filled with many examples of their successes.   

In two weeks, we’ll continue our look at the question of “Pastor or Leader?” turning our attention to the other side of the spectrum. 

“Whatever the reasons for the crisis, the reformation of evangelicalism requires a fresh exertion of godly leadership. The rampant individual egotism that is common today must be dissolved for the wider concerns of the kingdom.” Os Guinness, No God But God

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