Emergent Patterns of Congregational Life and Leadership in the Developing World:
Personal Reflections from a Research Odyssey

by Donald E. Miller

The world of Christianity is being literally turned upside down, with a dramatic shift in locus from the Northern to the Southern hemisphere. Whereas a hundred years ago, 80 percent of Christians were either Europeans or North Americans, today 60 percent of all Christians live in Asia, Africa, and Latin America.

Undergoing dramatic growth, this emerging church in the "Two-Thirds World" is heavily Pentecostal, independent, non-denominational, very poor, and little understood by those in the Northern and Western Hemispheres.

For four years, Donald Miller spent two months each spring visiting dozens of rapidly growing Pentecostal and charismatic churches in 20 countries in the developing world. In this report, Miller reflects upon the leadership patterns he observed, convinced that North American Christians have much to learn from their fellow Christians in the Southern Hemisphere. The paper is part of a much broader research project Miller is conducting on fast-growing churches in the developing world with active social and community ministries.

Miller groups his conclusions on leadership around several themes, based upon characteristics he observed in the churches he visited:

• Role of Vision: The churches Miller studied all had visionary leaders who communicated their goals to a cadre of committed followers of Christ. Though they may lack seminary degrees or other formal training, these leaders approach life with an expectant spirit, believing that God will enter human history just as in scriptural accounts of the past.
  
• Encounters with the "Mysterium Tremendum:" Although it does not fit within the world view of most Westerners, leaders in these thriving churches in the developing world believe in a divine presence that is active in the universe and that can be and is encountered. They are convinced they are connected with the deepest truths and realities available to human beings.
• Role of Worship: Worship-both corporate and individual-is an essential element of leadership. The leaders in churches Miller visited spent considerable time each day in prayer, reflection, and meditation. Indeed, religious leadership that is disconnected from worship is impotent.
• Organizing the People: The most successful churches typically decentralized the ministry, affirming the Protestant principle of the priesthood of all believers. The clergy's job is to train people to do the work of ministry, rather than doing it themselves. Members are given substantial liberty to create new ministries and programs, subject to the pastor's control and direction. Churches typically employ a cell model of organization, which allows laity to develop leadership within a small group.
• Social impact: Pentecostal and charismatic churches in the developing world are merging their historical commitment to spirituality with a social transformation agenda that is creating innovative models of Christian social service and community organizing.

In a section entitled "A Few Further Elaborations," Miller discusses several implications of the leadership patterns he observed, particularly regarding the training of future leaders and the role of seminary education.

Miller concludes his report with "Some Immodest Proposals." He calls for U.S. churches to create mutual and equal relationships with churches in the developing world; restructuring seminaries based upon a series of proposed consultations between
seminary leaders and the emergent church leaders; and sharing ideas and vision to help Christians around the world address social problems.

The report also contains four responses from Daniel Aleshire, director of the Association of Theological Schools; Chad Hall, pastor of Connection Church in Hickory, N.C.; Grant Wacker, professor of church history at Duke Divinity School, and William H. Willimon, professor of Christian ministry and dean of the chapel at Duke University.