Project – The Pastor, as a Church Manager

CHAPTER ONE

INTRODUCTION

• Background to the Study

The role of a pastor in modern church settings has expanded beyond traditional spiritual responsibilities to encompass leadership and management functions. As churches grow in size and complexity, pastors are increasingly expected to act as organizational leaders and managers (Barna, 2001). Effective church management requires skills such as strategic planning, human resource oversight, financial stewardship, and conflict resolution. Researchers note that while pastoral training often emphasizes theological knowledge, there is a growing recognition of the need for managerial competence to ensure church sustainability and growth (McKenna et al., 2007).

Leadership in the church context often blends servant leadership with strategic management. Greenleaf’s (1977) concept of servant leadership aligns with pastoral ministry, emphasizing service, empathy, and community building. However, scholars like Malphurs (2005) argue that pastors must also be equipped to develop vision, delegate responsibilities, and evaluate ministry effectiveness. The dual role of spiritual leader and organizational manager can create tension, but it is also an opportunity to lead with integrity and vision in both spheres.

Several studies suggest that churches benefit significantly from effective managerial practices. Research by Dudley and Johnson (1993) indicates that churches led by pastors who engage in planning, team building, and administrative oversight tend to experience healthier congregations and more sustainable growth. Furthermore, pastoral management impacts volunteer engagement, financial giving, and member retention (Searcy & Henson, 2007). Thus, management is not peripheral to ministry but central to its success in contemporary settings.

Despite the growing need for pastoral management skills, many pastors report feeling underprepared for administrative duties. According to the Alban Institute (2000), a significant number of clergy feel their seminary education lacked adequate training in leadership and management. This gap often leads to burnout, frustration, or organizational dysfunction. Consequently, there is a push for theological institutions to include courses on leadership theory, financial administration, and strategic planning in pastoral curricula (Carroll, 2006).

Church size also affects pastoral management responsibilities. In small congregations, pastors often manage everything from budgeting to building maintenance, while in larger churches, they oversee specialized staff and focus on vision and leadership development (Thompson, 2007). This variation requires adaptability and awareness of organizational structure. Moreover, the rise of multi-site churches and digital ministry platforms adds another layer of complexity to the managerial role of pastors in the 21st century (Bird & Hartwig, 2011).

In conclusion, the literature emphasizes that while the core identity of the pastor remains spiritual leadership, managerial competence is increasingly vital for effective ministry. The evolving role of the pastor as a church manager calls for a balance between theological depth and organizational skill. Future research and education should continue to explore this dual identity, ensuring that pastors are equipped not only to preach and counsel but also to lead and manage thriving, mission-driven communities.

• Statement of the Problem

In the contemporary church environment, the role of the pastor has shifted dramatically from being solely a spiritual guide to encompassing significant managerial responsibilities. Pastors today are expected not only to preach and provide pastoral care but also to lead organizations with complex structures, manage staff and volunteers, oversee budgets, and develop strategic plans. This evolution in expectations has created a gap between pastoral training and the practical realities of church leadership, especially in medium to large congregations.

Many pastors enter ministry with deep theological knowledge but minimal preparation in management and leadership skills. Traditional seminary education often lacks a comprehensive focus on areas such as organizational behavior, financial oversight, conflict resolution, and human resource management. As a result, pastors may struggle with administrative responsibilities, leading to inefficiencies in church operations and even burnout. This misalignment between training and expectation raises critical concerns about the sustainability and effectiveness of church leadership.

Moreover, the lack of managerial competence can hinder the overall growth and health of the church. Ineffective management may lead to unclear vision, poor communication, inadequate financial planning, and low staff morale. These challenges can directly affect church attendance, member engagement, and community outreach. In contrast, research shows that churches led by pastor-managers with strong leadership skills are more likely to thrive and maintain long-term stability.

Another issue arises from the ambiguity surrounding the dual role of pastors as both spiritual leaders and organizational managers. Many pastors find it difficult to balance the pastoral and managerial dimensions of their role, often prioritizing spiritual duties at the expense of administrative responsibilities. This imbalance can create tension within church leadership teams, hinder strategic implementation, and reduce operational efficiency. Without clear role definition and proper training, pastors are left to navigate these complex dynamics without adequate support.

Additionally, as church structures become more multifaceted—featuring multiple campuses, digital ministries, and diverse programs—the demand for strategic leadership intensifies. Pastors who are ill-equipped to manage these evolving organizational demands risk being overwhelmed or ineffective in their leadership. The need for professional development in church management is therefore more urgent than ever, particularly in a religious climate where organizational excellence is increasingly seen as a reflection of spiritual integrity.

In summary, the modern pastor is confronted with a dual expectation: to shepherd the spiritual lives of congregants and to effectively manage a complex organizational entity. The lack of sufficient managerial training and the ambiguity surrounding these dual responsibilities constitute a significant problem in today’s church context. This situation calls for a re-examination of pastoral preparation programs and ongoing leadership development to ensure that pastors are fully equipped to meet both the spiritual and administrative demands of their role.

1.3. Aim and Objectives of the Study

The aim of the study is to examine the Pastor, as a Church Manager. The specific objectives are:

1. To analyze the role of the pastor in managing the day-to-day operations of the church.
2. To identify the key responsibilities and tasks of a pastor in a managerial capacity within the church.
3. To explore the challenges faced by pastors in their role as church managers.
4. To examine the impact of effective church management by the pastor on the overall success and growth of the church.

1.4. Research Questions

The research questions are buttressed below:

1. What is the role of the pastor in managing the day-to-day operations of the church?
2. What are the key responsibilities and tasks of a pastor in a managerial capacity within the church?
3. What are the challenges faced by pastors in their role as church managers?
4. How does effective church management by the pastor impact the overall success and growth of the church?

1.5. Research Hypothesis

The hypothetical statement of the study is buttressed below:

Ho: Pastor responsibility in managing the day-to-day operations of the church will not grow the Church

H1: Pastor responsibility in managing the day-to-day operations of the church will grow the Church

1.6. Significance of the Study

This study is significant because it addresses a growing concern in church leadership—the increasing demand for pastors to possess not only spiritual competencies but also strong managerial skills. As churches evolve into multifaceted organizations with complex administrative needs, the effectiveness of pastoral leadership increasingly hinges on the ability to manage resources, teams, and operations. By exploring the pastor’s role as a church manager, this study contributes valuable insights that can help bridge the gap between spiritual calling and organizational leadership.

The findings of this study will benefit theological institutions by highlighting the need for curriculum adjustments that incorporate leadership, management, and organizational development courses. Seminaries and Bible colleges often focus primarily on theology and pastoral care, which may not fully prepare students for the practical demands of modern church leadership. By integrating managerial training into ministerial education, institutions can better equip future pastors for the diverse challenges they will encounter in ministry.

Church boards and denominational leaders will also find this study valuable as it underscores the importance of providing continuing education and leadership development opportunities for active pastors. Many pastors, once in ministry, receive limited formal training in church management, leaving them to learn by trial and error. Through this study, church oversight bodies can better understand the support structures needed to nurture well-rounded leaders who can guide both the spiritual and administrative health of their congregations.

Congregations themselves stand to benefit from the insights gained in this research. Healthy, well-managed churches tend to foster stronger community engagement, clearer vision implementation, and higher levels of member satisfaction and retention. By supporting pastors in their dual role as shepherds and managers, congregations can ensure more effective ministry outcomes, enhanced stewardship, and sustainable growth.

Additionally, this study contributes to the broader field of leadership and organizational studies by providing a unique perspective from the church context. While much leadership research focuses on corporate or governmental settings, this study adds to the body of knowledge by examining how leadership and management principles apply within faith-based organizations. It enriches the understanding of how spiritual and managerial roles can coexist and complement one another in nonprofit, mission-driven institutions.

In conclusion, the significance of this study lies in its potential to reshape how pastoral leadership is viewed, taught, and supported. By identifying the challenges and needs associated with pastors acting as church managers, this research paves the way for more holistic, effective, and sustainable leadership models in the church. Ultimately, it contributes to the health and impact of the Christian church in a rapidly changing world.

1.7. Scope of the Study

The study examines the Pastor, as a Church Manager. The study is limited to selected Churches in Ikorodu, Lagos State.

1.8.  Operational Definition of Terms

Pastor: A pastor is a spiritual leader or minister in charge of a Christian church or congregation, responsible for preaching, teaching, providing pastoral care, and guiding members in their faith journey.

Church: A church is a community or assembly of Christian believers who gather for worship, spiritual growth, and service, often housed in a designated building and led by ordained clergy such as pastors or priests.

Manager: A manager is a person responsible for planning, organizing, directing, and overseeing the operations and activities of an organization, group, or team to achieve specific goals efficiently and effectively.

Responsibility: Responsibility refers to the duty or obligation to perform a task, fulfill a role, or be accountable for decisions and outcomes, particularly in a personal, moral, or organizational context.

Project – The Pastor, as a Church Manager