Success in leading the multiethnic church (MEC) eludes assessment because of the variety of congregational configurations and the unique intercultural environment. This article describes how leadership in one MEC harmonizes with and differs from basic cultural standards as expressed in James Kouzes and Barry Posner’s The Leadership Challenge. It follows an earlier case study (published in the Summer 2010 issue) about weaknesses that emerged at a DC-area MEC when Dan, the beloved pastor, resigned. Three new categories describe designs: the mall, the cinema, and the blend. Six new metaphors describe relationships among different cultural groups: renters, investors, neighbors, coworkers, siblings, and patients. A figure illustrates these metaphors according to varying degrees of familiarity and collaboration, showing that relationships can be characterized most strongly by unity, apathy, dependency, or schism. Case study examples demonstrate the feel-good neighbor relationship to be the most unstable. MEC needs press modifications onto Kouzes and Posner’s principles: pastors must a) diminish themselves to increase the modeling visibility of others; b) facilitate interdependence through collaboration; c) expose ethnocentrism and coach toward mutuality; d) ensure rotation of responsibility and team ownership of accountability; and e) build familiarity and trust within a committed team, with healthy sibling relationships as the ideal metaphor.
Childs Drury, E. (2011). Leading the Multiethnic Church: Help from New Metaphors and The Leadership Challenge. Great Commission Research Journal, 2(2), 205-220. Retrieved from https://digitalarchives.apu.edu/gcrj/vol2/iss2/4