Mainline Protestantism long assumed that it didn't need to do anything extraordinary to develop clergy leadership. After all, in many cases, being a pastor was almost a "family business." We could always rely on the strong families who had handed down the calling from generation to generation. For many pastors, mentoring took place in literal family systems, and regardless of how one was called to ministry, clergy gatherings had a family-like feel.
Even for those who were not born into pastoral ministry, the path to ordained leadership was clear and easily understood. Young people tested their leadership skills in church youth groups, developed them in campus ministries, and then nourished and strengthened them in seminaries. Family and denominational structures reinforced each other and prepared people for a particular kind of leadership that was rooted in established cultures. Ken recalls a clergy colleague who rebelled against his family, not by taking a year to follow the Grateful Dead, but by attending a different southern Presbyterian seminary than his father had!
Beneath this model of clergy development was a certain set of assumptions about the nature and role of seminary and the entire process of pastoral formation. Seminary was assumed to be the primary place that prepared clergy to serve as pastors. Would-be pastors were initially formed within families, congregations and denominations, but the seminary was where the real education occurred, transmitting and instilling the knowledge and skills necessary for effective congregational ministry. Beyond seminary, some modest continuing education might be good to have, but it wasn't essential.
This model of leadership development seemed to function well for both church and clergy in an era when congregations were homogeneous, candidates for ministry were mostly middle-class Anglo men, and clergy skills were easily transferable from one congregation and community to the next. In retrospect, that model never was as effective as people thought it was, but in that very different time, it at least appeared to be working OK.
That time, however, has long since passed.
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| IDEAS THAT IMPACT: LEADERSHIP DEVELOPMENT
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What if Christian leaders intentionally cultivated relationships with people in their organizations who offer constructive and creative disagreement?
Read more from Nathan E. Kirkpatrick » |
Successful leaders benefit from a combination of on-the-job learning that stretches them, developmental relationships, and formal training, writes the managing director of grants at Leadership Education at Duke Divinity.
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Transforming Church Boards into Communities of Spiritual Leaders by Charles M. Olsen
Discover inspiring, practical ways your board can make its meetings become opportunities for deepening faith, developing leadership, and church renewal. Research included in this book includes interviews with lay leaders; clergy; and seminary, judicatory, and denominational staff from mainline Protestant, Roman Catholic, Jewish, and Evangelical Christian faith traditions.
Learn more and order the book » |
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