From The Resurgence Blog
Dr. Gregg Allison is teaching a course on Missional Ecclesiology at the Resurgence Training Center this fall. Find out more at ReTrain.org.
The Missional Church
“Missional Ecclesiology” takes its cue from Jesus’ words to his disciples: “As the Father has sent me, even so I am sending you” (John 20:21). By this pronouncement, Jesus commissioned and launched the missional church as the community of divinely-called and divinely-sent ministers to proclaim the gospel and advance the kingdom of God.
The Father sent the Son, and the Son willingly and obediently came, that the world would be saved through him. Jesus accomplished salvation through his sinless and holy life, three-year Spirit-empowered ministry, passion, death, resurrection, and ascension. As the Son was commissioned by the Father with this mission, so the Son commissioned his disciples with that mission. The church announces the salvation accomplished by the Son through its proclamation of the gospel while working and praying for the advancement of God’s kingdom. This is the missional church.
Of course, the identity of the church is not limited to this missional attribute. Six other essential characteristics constitute the church. The first three are reflective of the Trinity:
1. Doxological: Oriented to the Glory of God
The church is doxological, or oriented to the glory of God. Like everything else that God has created—the heavens and the earth (Ps. 19:1; 108:5), the angelic realm (Ps. 29:1-2), and human beings as the divine image-bearers (Ps. 8:5), the church is characterized by an orientation to give God glory (Eph. 3:21).
Specifically, the church is to be orthodoxological, or oriented to the proper (Gr. ortho) glory (Gr. doxa) of God. Implied in this imperative is the possibility for the church to engage in false glory giving, or idolatry (1 Cor. 10:14; 1 John 5:20-21; 2 Cor. 11:1-4). Manifestations of the church’s false gods include money, power, societal approbation, its pastor or its programs, political persuasion, size, and the like. The church must avoid such idolatry and be oriented to the proper glory of God.
2. Logocentric: Focused on the Word
The church is logocentric, or focused on the logos, the Word, understood in two senses to refer to Jesus Christ, the incarnate Word of God, and Scripture, the inspired Word of God. As for the first sense, the eternal Word of God, the second person of the Trinity, took on the fullness of human nature and became the incarnate God-man, Jesus Christ (John 1:1, 14). He promised, “I will build my church” (Matt. 16:18), and he is its cornerstone (Eph. 2:20) and its head (Eph. 1:20-23). The church is centered on this incarnate Word of God.
In the second sense of logos, the church is Word-centered in that it focuses on Scripture, the inspired Word of God. This inspired, sufficient, necessary, truthful (inerrant), clear, authoritative, and productive Word announces salvation (2 Thess. 2:13-14), brings new birth (1 Pet. 1:23), ignites faith (Rom. 10:13-17), presents sound doctrine and equips the church for good works (2 Tim. 3:16-17) and, while providing cohesion and nourishment for the church, also destabilizes it by confronting its many sins. The church is centered on this inspired Word of God.
3. Pneumadynamic: Empowered by the Spirit
The church is pneumadynamic, or created, gathered, gifted, and empowered by the Holy Spirit. He inaugurated the first church on the day of Pentecost (Acts 2:1-5), and this church in Jerusalem multiplied and expanded through the evangelistic centrifugal movement orchestrated by the Holy Spirit (Acts 1:8). In these churches, the Spirit distributes spiritual gifts (1 Cor. 12:11) for “the common good” (1 Cor. 12:7), while also being the creator and sustainer of unity (Eph. 4:3) by supplying genuine love among church members (Rom. 15:30; Col 1:8) and fostering an atmosphere of righteousness, peace, and joy (Rom. 14:17). Certain members are installed as leaders in the church by the appointment of the Holy Spirit (Acts 20:28; 13:2-3). Thus, the church is Spirit-activated.
These first three attributes of the church—doxological, logocentric, and pneumadynamic—are reflective of the Trinity (God/Father, Son, and Holy Spirit).
To be continued.


Even a good ministry system will eventually limit what God wants to do if the system doesn’t evolve or totally change. (By system, I mean any program, structure, philosophy, or culture that shapes and helps produce a desired outcome.)








Have you ever said something to someone and then instantly regretted it? Whether it was a cutting tone or a poor choice of words, you suddenly wished you could take it back? Later, you may have wondered, “Where did that come from?”
Jesus says it came straight from your heart.
As leaders, we do a lot of talking. Every meeting, conference call, or tweet poses both opportunity and risk. We can inspire and encourage; we can just as easily offend and tear down. Words are that powerful.
If what Jesus said is true and our words are a reflection of our hearts, then the condition of our hearts will determine how we lead. It will influence how long people will follow us and how much of themselves they will be willing to invest in our vision. That is why it is important to discover the health of your heart. While I’m sure there are other causes of unhealthy hearts, I’ve identified four that seem to be the most common: guilt, anger, greed, and jealousy.
The guilty leader believes “I owe you.” He thinks he deserves to be punished for past bad behavior. A guilty leader keeps secrets by building walls and is often distant and distracted. He isolates himself by maintaining a professional and businesslike persona. He finds it difficult to trust his employees. As a result, a guilty leader has difficulty building and maintaining a team. His is a culture marked by micro-management and professional courtesy, rather than genuine community.
If you’ve identified these “guilty leader” qualities in yourself, there is a habit you can establish to counteract it. You can admit your own past failures and your current mistakes. It may not make sense, but people tend to be wary of leaders who deny failures or weaknesses, but will follow those who freely confess their mistakes and shortcomings.
The angry leader believes “You owe me!” She overreacts to unmet expectations, blames people rather than systems, and punishes failure. She has difficulty accepting responsibility for her own failures and focuses on the failures of others. This results in short fuses and depression. She lives in constant payback mode. The culture she creates is full of fear and cover-up, where right is defined by what pleases her. Team members spend more time anticipating her responses than figuring out what is best for the organization.
There is a remedy for this behavior as well. Successful leaders acknowledge they have grown the most from their failures. We need to look at the failures of our team members as opportunities for them to grow as well. We must practice and teach forgiveness. Below is a great illustration of forgiveness within the context of leadership.
Tom Watson, Sr., founder of IBM, understood this principle. A junior executive with the company once managed to lose over $10 million in a venture that was considered risky even by company insiders. When Watson found out about the disaster, he called the young man to his office. Upon entering, the young man blurted out, “I guess you want my resignation?” Watson allegedly responded, “You can’t be serious. We’ve just spent $10 million educating you.” Source: Unknown
The greedy leader believes “I owe me.” Greed is a disease that does not only apply to your possessions or your bank accounts. A greedy leader is reluctant to share credit or the rewards of success. He often “steals” the good ideas of others and claims them as his own. Also, he will sacrifice the good of the organization for the sake of personal advancement. He is not concerned with fair play, but wants to win at any cost. His is a culture where greed breeds greed.
A powerful antidote to greed is to freely share the rewards of your success and to generously recognize the achievements of others. You will “share the spotlight,” even diverting it from you to others. People will willingly follow you if you aren’t threatened by their success, but instead actively encourage it.
The jealous leader believes “God owes me.” A jealous leader is quick to point out the faults of others, reluctant to facilitate someone else’s success, and is critical of successful people in similar fields. She is threatened by strong, talented, or popular people, and measures her own success in terms of others’ failures. Hers is a culture that does not recognize and reward high potential, but instead is filled with negativity and is void of leadership development. With “one chief and lots of Indians,” her organization will never rise above her abilities.
The most effective (and least intuitive) way to break the power of jealousy in your life is to publiclycelebrate the things that threaten you privately. This includes celebrating the victories of those around you. When that leader of your rival organization receives the award you wanted, applaud him. Become his biggest cheerleader. It will transform your heart.
How Do You Maintain a Healthy Heart?
These heart conditions cannot be fixed simply through talent, education, or experience. They must be “monitored” on a regular basis. So, build into your calendar regular times to answer the following questions:
Just imagine what would happen if you were to adopt these habits. What could you accomplish? It begins with you, the leader. Remember, you shape the culture of your organization and you can determine the effectiveness of your leadership.
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