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LeadershipNext: Changing Leaders in a Changing Culture
Our culture is constantly changing, often faster than we can adapt to it. Christian leaders struggle not only to acquire new skills and insights but also to unlearn what they already know. As both the church and the world change, so too must Christian leaders and their very notions of leadership. Veteran church growth expert Eddie Gibbs maps out how Christian leadership must change in light of new global realities. Styles of leadership are changing, from hierarchies to networks and from compartmentalization to connectivity. Gibbs assesses the dynamics of leadership teams, identifies healthy leadership traits, and looks to how new leaders are identified and developed. This incisive analysis is a comprehensive resource for current and emerging leaders serving in churches, parachurch organizations and beyond.
- GenresLeadershipTheologyChurch
237 pages, Paperback
First published January 1, 2005
9 people are currently reading
46 people want to read
About the author
Eddie Gibbs
29 books3 followersEddie Gibbs (DMin, Fuller Theological Seminary) is director of the Institute for the Study of Emerging Churches at the Brehm Center for Worship, Theology, and the Arts and a senior professor in the School of Intercultural Studies at Fuller Theological Seminary in Pasadena, California. He is the author of numerous books, including Emerging Churches and the critically acclaimed ChurchNext (winner of a Christianity Today book award), and is cohost of the popular Church Then and Now Web site.
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Displaying 1 - 8 of 8 reviews
November 19, 2015
Failing to post discussion points, I'm posting some thoughts here:
1. It’s true, the emerging church is like the “fleas, rather than the elephants”. “Our contextualization of the gospel and of the church must be critical rather than naïve, recognizing that every culture, whether modern or postmodern, includes good, neutral and destructive elements.” (18) New leaders in community need to be very much more aware of culture and globalization than any previous generation, save perhaps the first century.
2. I am ambivalent about the role that secular business leaders often play in society. Our consumer driven market place drives the best and the brightest to where the money is. Then, after having made their mark in business with materialistic aims, leaders are recognized for their ideas for the Church of the Lord Jesus. On the other hand, Jesus did not turn to the religious leaders, he turned to the common working people to get the job done. The jury is still out, however. Jesus often admonished his disciples for stinking thinking too. Business literature, as Gibbs writes, does tend to emphasize biblical Christian values including humility and servanthood. For those things, I do turn to the business literature and leaders for counsel. On the other hand, we all must learn how to listen to the Spirit of God. Jesus taught his disciples that they were being influenced by the leaven of the Sadducees and the Pharisees because they had concerns for position/hierarchy, material things/bread, and not God’s heart for the people. In as much as business leaders fail to emphasize a heart to follow Jesus by faith, motivated by love, I cannot fully embrace business leadership for the Church.
3. Gibbs writes, “The Church of the 21st century needs missional thinkers and apostolic leadership.” If leaders today are to become missional readers of the Scriptures with “fresh eyes,” we need to be much more deliberate about making discipleship more than books, DVD’s, and conferences. We need to do like Jesus did; we need to take our disciples out to the streets as an integral part of training and equipping today’s leaders.
Gibbs writes, “One of the greatest tragedies in theological education has been the separation (to their mutual impoverishment) of ecclesiology from missiology. This separation has resulted, on the one hand, in a missionless church and, on the other hand, in a churchless mission.” (24)
4. Greenleaf, in his book Servant Leadership, is summarized by Gibbs with this: “true servant leaders are those who are prepared to take the initiative…they listen to God and to the voices around them in order to determine what God requires of them.” (29) This book has renewed my vision for leadership. It renews my understanding that leaders go first, serve the most, take the hard knocks. They are generous with their time, but they also take the necessary time to withdraw and refocus. This picture of leadership is that of visionary – “they conceptualize rather than simply critique.” Many times comments from those who we work with are helpful, but there is a significant difference between ideas and commitment to follow through on an idea, a vision, serving and loving our neighbors even when many of the “helpful” comments would deter us from that course. When I have a strong natural leader who is not leading with their gift, but only commenting, I feel the pressure greater than ever. As Gibbs writes, “the enemy is strong natural servants who have the potential to lead but do not lead, or who choose to follow a non-servant.” (30) True servant leaders will bring their gift to the task and stay faithful to the vision they share with others on their team.
5. So much of this book interests me. I must have my leadership team read this. Much of the language is like our own in YWAM, though I find it fresh with new insights into the current globalization and missional church discussion. I look to calling, character, and and capacity (as Gibbs put it, competence) when I choose a leader to work with. My own lack of capacity is what I find most challenging, especially as regards the kind of personal leadership that is required. I’m conceptual, but not as personal as I ought.
6. Leadership in a growing organization requires a commitment, personally and corporately, to life-long learning. This commitment is modeled in books we choose to read and recommend, the conversations we have and interests we share, and most importantly the way we listen to each other. Gibbs writes, “The leaders of the future must grow and flex with a changing context…they are risk takers …committed to change precisely because they recognize the need for change within themselves.” (37) This tendency of leaders to re-examine all their established assumptions is what I’ve heard labeled a “paralysis of analysis.” If we spend too much time considering our next move, we fail to move. However, there is a healthy humility that is represented in questioning what you practice before continuing on that assumed course.
7. A new apostolic surge. I’ve heard this was coming through my leader and YWAM’s founder, Loren Cunningham. This new apostolic style of leadership is required to “recognize that ministry in the surrounding community is increasingly cross-cultural and Christians need appropriate insights and training for it.” (49) Today’s leaders must be “students of cultural movements.” (55) We should not only be aware of present trends, we should also understand the impact of Modernity on our culture and the Boomer generation, many of whom are in major cultural leadership roles in Western society. Gibbs writes, the “rationalistic approach has stifled the experiential dimension of faith; its extreme individualism has severed connection to place and community, and alienated people from their natural environments. It’s creation of autonomous spheres has separated life from work; diluted ethical values; caused the synthesis of moral, religious and civic values to fall apart; and redefined religious identity by severing the roots of historic Christian traditions.” (58)
8. In the context of the postmodern generation in which we find ourselves, it is important to recognize the prevailing view of the world as it is seen by much this generation. Gibbs describes this postmodern time of flux and fluidity in Dominic Crossan’s words:
“There is no lighthouse keeper.
There is no lighthouse.
There is no dry land.
There is only people living on rafts made from their own imaginations.
And there is the sea.” (62)
This “Waterworld” picture is not to be ignored, rather navigated. While the world sees no purpose in seed planting and harvesting, the Church leaders should once again live the life-style which illustrates that of God as gardener. God is calling a new generation of leaders, not of programs or projects, but those who cultivate the garden, those who are connected in relationship with the many who are floating on the seas.
9. Gibbs renews an understanding I acquired under Van Engen’s tutelage, that we are priests who offer thanks for the sacrifices of people seeking to know God and find right relationship with him. We are not enforcers of religious rules or standard bearers of a level of holiness that is to somehow be attained and maintained. Rather, we are servants of God who discern the sacrifices of people who do not yet know God and we give thanks to God on their behalf. This model of relationship, as opposed to religion, is what breaks down the walls of exclusivism. Our identity is not in our separateness, but in our keen relationship with God who looks for an intercessor to discern and accept the sacrifices so many make in their search for God.
10. The most valuable lessons for me in Gibb’s book is found in the instructions for team building. This area of weakness in my ministry is in sharp focus as I read these pages. I am looking for wisdom and insight as to how to develop the institutional culture of our very diverse and widely spread apart team. We need to cultivate our team identity through stories. We need to create the context from which stories may be told and shared and heard. We need to create the trust level to have open affirmation and critique of what we are doing right and wrong. Only then will we have a learning organization and culture.
1. It’s true, the emerging church is like the “fleas, rather than the elephants”. “Our contextualization of the gospel and of the church must be critical rather than naïve, recognizing that every culture, whether modern or postmodern, includes good, neutral and destructive elements.” (18) New leaders in community need to be very much more aware of culture and globalization than any previous generation, save perhaps the first century.
2. I am ambivalent about the role that secular business leaders often play in society. Our consumer driven market place drives the best and the brightest to where the money is. Then, after having made their mark in business with materialistic aims, leaders are recognized for their ideas for the Church of the Lord Jesus. On the other hand, Jesus did not turn to the religious leaders, he turned to the common working people to get the job done. The jury is still out, however. Jesus often admonished his disciples for stinking thinking too. Business literature, as Gibbs writes, does tend to emphasize biblical Christian values including humility and servanthood. For those things, I do turn to the business literature and leaders for counsel. On the other hand, we all must learn how to listen to the Spirit of God. Jesus taught his disciples that they were being influenced by the leaven of the Sadducees and the Pharisees because they had concerns for position/hierarchy, material things/bread, and not God’s heart for the people. In as much as business leaders fail to emphasize a heart to follow Jesus by faith, motivated by love, I cannot fully embrace business leadership for the Church.
3. Gibbs writes, “The Church of the 21st century needs missional thinkers and apostolic leadership.” If leaders today are to become missional readers of the Scriptures with “fresh eyes,” we need to be much more deliberate about making discipleship more than books, DVD’s, and conferences. We need to do like Jesus did; we need to take our disciples out to the streets as an integral part of training and equipping today’s leaders.
Gibbs writes, “One of the greatest tragedies in theological education has been the separation (to their mutual impoverishment) of ecclesiology from missiology. This separation has resulted, on the one hand, in a missionless church and, on the other hand, in a churchless mission.” (24)
4. Greenleaf, in his book Servant Leadership, is summarized by Gibbs with this: “true servant leaders are those who are prepared to take the initiative…they listen to God and to the voices around them in order to determine what God requires of them.” (29) This book has renewed my vision for leadership. It renews my understanding that leaders go first, serve the most, take the hard knocks. They are generous with their time, but they also take the necessary time to withdraw and refocus. This picture of leadership is that of visionary – “they conceptualize rather than simply critique.” Many times comments from those who we work with are helpful, but there is a significant difference between ideas and commitment to follow through on an idea, a vision, serving and loving our neighbors even when many of the “helpful” comments would deter us from that course. When I have a strong natural leader who is not leading with their gift, but only commenting, I feel the pressure greater than ever. As Gibbs writes, “the enemy is strong natural servants who have the potential to lead but do not lead, or who choose to follow a non-servant.” (30) True servant leaders will bring their gift to the task and stay faithful to the vision they share with others on their team.
5. So much of this book interests me. I must have my leadership team read this. Much of the language is like our own in YWAM, though I find it fresh with new insights into the current globalization and missional church discussion. I look to calling, character, and and capacity (as Gibbs put it, competence) when I choose a leader to work with. My own lack of capacity is what I find most challenging, especially as regards the kind of personal leadership that is required. I’m conceptual, but not as personal as I ought.
6. Leadership in a growing organization requires a commitment, personally and corporately, to life-long learning. This commitment is modeled in books we choose to read and recommend, the conversations we have and interests we share, and most importantly the way we listen to each other. Gibbs writes, “The leaders of the future must grow and flex with a changing context…they are risk takers …committed to change precisely because they recognize the need for change within themselves.” (37) This tendency of leaders to re-examine all their established assumptions is what I’ve heard labeled a “paralysis of analysis.” If we spend too much time considering our next move, we fail to move. However, there is a healthy humility that is represented in questioning what you practice before continuing on that assumed course.
7. A new apostolic surge. I’ve heard this was coming through my leader and YWAM’s founder, Loren Cunningham. This new apostolic style of leadership is required to “recognize that ministry in the surrounding community is increasingly cross-cultural and Christians need appropriate insights and training for it.” (49) Today’s leaders must be “students of cultural movements.” (55) We should not only be aware of present trends, we should also understand the impact of Modernity on our culture and the Boomer generation, many of whom are in major cultural leadership roles in Western society. Gibbs writes, the “rationalistic approach has stifled the experiential dimension of faith; its extreme individualism has severed connection to place and community, and alienated people from their natural environments. It’s creation of autonomous spheres has separated life from work; diluted ethical values; caused the synthesis of moral, religious and civic values to fall apart; and redefined religious identity by severing the roots of historic Christian traditions.” (58)
8. In the context of the postmodern generation in which we find ourselves, it is important to recognize the prevailing view of the world as it is seen by much this generation. Gibbs describes this postmodern time of flux and fluidity in Dominic Crossan’s words:
“There is no lighthouse keeper.
There is no lighthouse.
There is no dry land.
There is only people living on rafts made from their own imaginations.
And there is the sea.” (62)
This “Waterworld” picture is not to be ignored, rather navigated. While the world sees no purpose in seed planting and harvesting, the Church leaders should once again live the life-style which illustrates that of God as gardener. God is calling a new generation of leaders, not of programs or projects, but those who cultivate the garden, those who are connected in relationship with the many who are floating on the seas.
9. Gibbs renews an understanding I acquired under Van Engen’s tutelage, that we are priests who offer thanks for the sacrifices of people seeking to know God and find right relationship with him. We are not enforcers of religious rules or standard bearers of a level of holiness that is to somehow be attained and maintained. Rather, we are servants of God who discern the sacrifices of people who do not yet know God and we give thanks to God on their behalf. This model of relationship, as opposed to religion, is what breaks down the walls of exclusivism. Our identity is not in our separateness, but in our keen relationship with God who looks for an intercessor to discern and accept the sacrifices so many make in their search for God.
10. The most valuable lessons for me in Gibb’s book is found in the instructions for team building. This area of weakness in my ministry is in sharp focus as I read these pages. I am looking for wisdom and insight as to how to develop the institutional culture of our very diverse and widely spread apart team. We need to cultivate our team identity through stories. We need to create the context from which stories may be told and shared and heard. We need to create the trust level to have open affirmation and critique of what we are doing right and wrong. Only then will we have a learning organization and culture.
June 16, 2016
Some Good thoughts, mediocre writing
Gibbs had some great ideas but they were poorly written and not well backed by biblical exegesis. Not the best leadership book out there.
Gibbs had some great ideas but they were poorly written and not well backed by biblical exegesis. Not the best leadership book out there.
May 22, 2019
This has less to do with the book and more to do with the year I read it and the context in which I read it. I imagine when this book first came out it was revolutionary. Had I read it seven or years ago, I would've felt seen and recognized and validated within the pages (well, not me, but my faith community). Reading it in 2019 it's relevant but dated. Maybe more of a scary, accurate prediction of what the church has become. Still, Eddie Gibbs is legit and I wish he published more or went back and updated some of his seminal texts. I'd love to hear what he has to say about the time we're in.
I hope to meet him one day.
I hope to meet him one day.
August 31, 2018
Good Book on Church Leadership
I've read a lot of books on this topic and many of then are just okay. This one stands out because it is immensely practical, well researched, and very specific to how leadership in the church will need to adapt in the future.
I've read a lot of books on this topic and many of then are just okay. This one stands out because it is immensely practical, well researched, and very specific to how leadership in the church will need to adapt in the future.
September 9, 2018
A Good read for leaders, consideration of generational differences and leadership theory.
July 23, 2012
Eddie Gibbs continues to be authentic after writing Church Next. Chapter one sets the pace for redefining what leadership is. He consistently compares the secular and church images concluding that they are the same, at least from first impressions. A further comparison that carries a strong theme in most chapters is the defining of words. The secular image of `charismatic' is an over bloated ego but in the world of church is a gifted leader in the Holy Spirit. Another consistent method used throughout the book is comparing leaders of yesterday with today. It appears that the risk takers of yesterday have become the conservative non-risk takers of today - hence the title Leadership next.
He continues in chapter two provoking the reader that leadership styles must change. Gibbs covers three areas that are `signs' to the `times' we live in. From economic developments, demographic changes and the age of information he concludes that these are major reasons for styles of leadership to change. All three areas affect every culture therefore become relevant to his thought. There is a slight assumption that everyone is, or will be at some point, thinking like a postmodern. I found this a little ambiguous. There are some cultures that exist on tradition and repetition rather than forward thinking thought. Gibbs does not give this much attention in his book. If anything, he assumed that all under thirty-five's are shaped by postmodernism. Although this may be true for white America it cannot be true for Latino, Asian, African American or Native American cultures.
Following chapters tackle the difficult issues of network and hierarchies leadership styles and traits. He does draw up excellent characteristics of a Christian leader than can be transposed into any culture. I felt this needed expounding a little more. What became apparent as I read further into the book was his passion to recover missional leadership in missional churches. He addresses the `transaction' leadership of keeping the organization in check and running rather than a fluid movement in keeping with original biblical practice.
His emphasis on connecting in teams and empowering the individual to operate within a team but keep their authenticity is an excellent thought, but tough to practice. Coupled with this is an excellent chapter on facing the cost of leadership. This particularly caught my attention within my own ministry context. Surviving criticism should be a compulsory class for every emerging leader for the missional church! Gibbs correctly states that a leader cannot escape criticism. Enduring loneliness is a subject many authors do not address that Gibbs has fully embraced. His biblical examples of King David paint a clear picture of a leader who will accomplish an assignment from God with personal cost. His conclusion is an inviting one of leaving a legacy using Jesus as the ultimate model that has survived and thrived for over two thousand years. He correctly states that there is a difference between success and fruitfulness. Leaving a legacy for the next generation of leaders is certainly a fruitful ideal.
He continues in chapter two provoking the reader that leadership styles must change. Gibbs covers three areas that are `signs' to the `times' we live in. From economic developments, demographic changes and the age of information he concludes that these are major reasons for styles of leadership to change. All three areas affect every culture therefore become relevant to his thought. There is a slight assumption that everyone is, or will be at some point, thinking like a postmodern. I found this a little ambiguous. There are some cultures that exist on tradition and repetition rather than forward thinking thought. Gibbs does not give this much attention in his book. If anything, he assumed that all under thirty-five's are shaped by postmodernism. Although this may be true for white America it cannot be true for Latino, Asian, African American or Native American cultures.
Following chapters tackle the difficult issues of network and hierarchies leadership styles and traits. He does draw up excellent characteristics of a Christian leader than can be transposed into any culture. I felt this needed expounding a little more. What became apparent as I read further into the book was his passion to recover missional leadership in missional churches. He addresses the `transaction' leadership of keeping the organization in check and running rather than a fluid movement in keeping with original biblical practice.
His emphasis on connecting in teams and empowering the individual to operate within a team but keep their authenticity is an excellent thought, but tough to practice. Coupled with this is an excellent chapter on facing the cost of leadership. This particularly caught my attention within my own ministry context. Surviving criticism should be a compulsory class for every emerging leader for the missional church! Gibbs correctly states that a leader cannot escape criticism. Enduring loneliness is a subject many authors do not address that Gibbs has fully embraced. His biblical examples of King David paint a clear picture of a leader who will accomplish an assignment from God with personal cost. His conclusion is an inviting one of leaving a legacy using Jesus as the ultimate model that has survived and thrived for over two thousand years. He correctly states that there is a difference between success and fruitfulness. Leaving a legacy for the next generation of leaders is certainly a fruitful ideal.
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August 5, 2011A pleasent and educative read on how to lead others in an ever changing world. i enjoyed his emphasis on how to change from a organizational to network emphasis. well worth the money!
August 6, 2013
Postmodern leadership. Again. Same song since the nineties.
Displaying 1 - 8 of 8 reviews