All presbyters are expected to be itinerant, and to be available for ‘stationing’ to a role in a specific location by Conference at the beginning of each church year in September. In practice, presbyters typically stay at least five years in each appointment, often extended for another five years. These structural configurations and pluralistic approaches to management and leadership have led Ritcher (2002) to describe Methodism as ‘a child of modernity’. The Methodist Church evinces a deep suspicion of and sceptical approach to individualised power and authority in its complex governance structures, and principles of oversight and Connexion. This stance towards individual power and authority in relation to management, leadership and governance, and a predisposition towards egalitarian and collegial relationships, has resulted in a strong orientation towards collective decision making, with a distinctive focus on the importance of groups, collaboration between lay and ordained members and the exercise of restraint on individualism.
The itinerant nature of ministry within Methodism also shapes the context within which management and leadership relations are formed. Many presbyters described how they tried to ensure that members in their churches retained responsibility for management and governance and that the presbyter’s role was to assist with, rather than to direct, that process. Presbyters were very aware of the need to ensure that the congregations take ownership of the development of the church because they would not be there permanently. Ruth, a presbyter, emphasised this when talking about vision and strategy in relation to churches in her circuit.
And, how do I help you and enable you to own what those are, and to do them? So that when I’m not here anymore you know what it is, but equally it’s not that something has been started or has happened, which as soon as I’m not there everyone’s like, oh, thank God, we can stop doing that now. (Ruth)
Historically, Methodism has strong ideological connections with notions of social justice and working closely with the communities in which churches are situated. In our quantitative survey, 76% of respondents either agreed or strongly agreed that the role of the circuit presbyter has to be crafted to meet the needs of the local community in which their churches are based. Joseph illustrates this point in relation to his enactment of his leadership and management responsibilities within his large and diverse circuit.
I’m going to the council estate now, I’ve got to lead in a different way there, I’ve got to think, relate, they don’t follow any rules, so I’ve got used to that. And then we go to the village and again it’s very different again. (Joseph)