dissertation

216
missional community has an impact on the local context (cf. the arrow pointing in two
directions). 102
In the missional community, leadership is exercised on a daily basis. That is, people
interpret situations and make meaning of them by conversing together. Through their
interactions, they influence the internal culture and each others’ spiritual lives; furthermore,
they plan and organize. In other words, participants and groups operate in
three dimensions, which together form a dynamic configuration. Sometimes these dimensions
interact in harmony, and sometimes they do not. For example, inflexible
structures, improper management, or certain individuals who wield great power without
the possibility of being restrained by others hinder the implementation of initiatives
flowing out of a missional vision. Or there may be a lack of trust in the community (the
cultural dimension) that hinders the execution of planned activities (the structural dimension).
Moreover, it is assumed that the different entities change, rather than that
they are static. For example, the vision and direction of a particular community may become
obscure, or a culture of distrust and resentment may develop. That is why it is
presented as a dynamic configuration. 103
When viewed as described above, the figure provides a convenient tool for analysis
and description. There is, however, also a prescriptive and normative quality to it. This
becomes clear when we realize that it is a typical leadership task to monitor and help influence
the configuration (and thereby the community) in a particular direction. Missional
leadership occurs when the focus is on the three dimensions – beginning at the top
(envisioning) – with the intention of having individuals, subgroups, and the community
as a whole become or remain oriented to God’s mission. Acting adequately on three dimensions
is obviously too much to ask from just one person (the pastor or the presider
of the church council, for example) which is why missional leadership principally involves
multiple leaders with complementary gifts, preferably working in teams.
8.7 Within a Christian Community
The term ‘community’ is used in the definition because this is seen as essential in the
Emerging-Missional milieu. 104 As was pointed out earlier (2.5.3), however, some emer-
102
Sanctuary Covenant Church (see n100) for example is committed to urban ministry, mentoring and pervasive
social action.
103
De Jong, Doen alsof er niets is, 251. De Jong states – on account of the Dutch sociologist J.B.G. Jonkers –
that a local church community can be seen as an organization, as a community, and as a movement. These
three together form a dynamic configuration. Our emphasis is a little different, namely on how think about
missional leadership. The particular verbs that were chosen, however, do match the forms [gestalten] of De
Jong. Structuring refers to organization; cultural and spiritual formation has to do with community (building);
envisioning is related to movement: where do we want to go?
104
According to the late Robert Webber, “The missional church evangelizes primarily by immersing the unchurched
in the experience of community. In this community, they see, hear, and feel the reality of the faith.” Ro-