As noted, Methodism also has a strong tradition of lay involvement. Elizabeth recognises that the nature and function of her management and leadership role is heavily shaped and influenced by the nature and skills of the membership with whom she is working. She contrasts how context and skills sets of those with whom she is working can directly affect the roles and responsibilities that she needs to engage with.
I think also we’re fortunate in this area that there are a number of professionals or retired professionals that can offer expertise. My previous appointment was quite different to that, and so I think, you know, I found myself doing, kind of, things there that I don’t have to do now because someone’s actually competent to do it. (Elizabeth)
Methodism faces challenges in maintaining and sustaining a model of management and governance that relies heavily on lay involvement and participation. In particular, as a result of what Clutterbuck (2011) has termed the missing generation, there are significantly fewer members between the ages of 25 and 55 who have traditionally performed these roles. Some presbyters described how these shortages were impacting on their role and the challenges it presented in terms of maintaining approaches to leadership and management that were collaborative. Ruth, a presbyter in a semi-rural location with some churches in her circuit in decline and many of her members already busy with work in their secular roles, managed to reframe the notion of volunteering into one of discipleship, which made it easier for her to persuade members to volunteer.
When people see themselves as a volunteer, and when I look at them as a volunteer, I find it very difficult to get them to do things, or tell them what to do. Oh, they are just a volunteer, you know, you are the paid minister and you have to do it until you die. But, I think what I’m trying to do is to get people to see it as part of their discipleship, and then it’s doing it all for the Lord, not for the minister. You are not helping the minister out, in a way. You are doing your own call, fulfilling your own ministry, your own call to the Lord. (Ruth)
Despite diminishing resources and external governance pressures arising from legislation on charities’ management and safeguarding, many presbyters have managed to maintain more participative approaches to management and leadership, as Rebekah revealed.
There are differences, great differences in being a manager in the world and within the church………There are some….having said that, I mean, I’m a believer in the Kingdom of God and the right way to do things, and I feel very sorry, but…for those who can’t do….who don’t feel that they can do things in a Christian way out in the wide world, particularly in business. (Rebekah)
I’m not their boss. Now whether in the paperwork, I am, it is written in the job description, I’m the line manager. But actually the Church is their boss, but then I’m the one who manages and works with them. (Joseph)
…it’s all about people, that’s the thing; I have to keep telling myself, it’s about people. The more you talk about management and leadership or oversight, you can easily start to think about it’s about policy and plans and visions and goals. And you think no, you’ve got to limit that. I sometimes think people like me should just have it up on your door – it’s about people stupid. (Joseph)