Servant or CEO? A metaphor analysis of leadership in a nonprofit context

Abstract

This study investigates conceptualizations of the pastoral leadership role. The research utilized interviews with twenty‐nine pastors in eighteen different Protestant denominations in a large, southwestern city. Respondents were asked to provide a metaphor that represents their view of the pastor as congregational leader. An archetypal metaphor analysis revealed that most pastors described a hierarchical, one‐way communication relationship that either placed them in a dominant (e.g., CEO, Captain) or submissive (e.g., shepherd, servant) position. In addition, most pastors described some type of interpersonal or group conflict as the greatest threat to their leadership. Lastly, two typologies were developed. The first, focusing on information, revealed that pastors relied most on “church growth” marketing literature and least on their formal education in developing their model of leadership. The second typology revealed spiritual renewal and organizational change as the primary bases for optimism among these pastors. Conversely, resistance to change and the rapid rate of change were the most often mentioned sources of pessimism concerning the future of the church and their role in it.

Notes

G. L. Forward (Ph.D., The Ohio State University, 1994) is Professor and Chair of the Department of Communication Studies at Point Loma Nazarene University, 3900 Lomaland Drive, San Diego, CA 92106‐2899 ([email protected]). This projectwas supported by grants from the Wesleyan Center for Twenty‐First Century Studies and the PLNU Alumni Association. Many thanks to Sarah Kleven for her work as research assistant and Sharon Bowles of the Wesleyan Center for her help in editing the manuscript. Thanks also to NJJC Editor, Gary Radford, and the anonymous NJJC reviewers for their helpful comments and suggestions. An earlier version of this project was presented at the Religious Communication Association Convention, Chicago, IL., November, 1999.