EXPLORING CONFLICTING EXPECTATIONS WITHIN THE CHURCH AND ITS IMPACT ON THE ROLE OF THE PASTOR: A GROUNDED THEORY STUDY

CHAPTER 5: DISCUSSION AND CONCLUSIONS

The purpose of this study was to explore the expectations regarding the role of a pastor from both the pastor's perspective and congregant's perspective. The goal of this study was to explore the existence of burnout, intent to leave the ministry, and turnover among pastors of the Pentecostal faith, in Nairobi, Kenya, to expand current research on this study’s area of interest. By allowing the pastors and congregants to share their experiences the researcher was able to provide insights into conflict management that may help manage different expectations that can emerge in the church. Therefore, the findings of this study do not only apply to conflict management in the church, but their significance may also be realized in other areas such as business management, organizational culture, social sciences, workplace conflicts and human resources. As such, this chapter provides a rationale and an explanation of the emergent theory identified as Expectations-driven Conformation Theory. This chapter also includes the implications derived from this research, limitations, evidence-based recommendations for resolving conflict in the church because of conflicting expectations and the researcher's recommendations for future research.

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Structured Categories

The new theory, “expectations-driven conformation theory” was based on structured categories named reservation, volatility, boundlessness, and distrust. As discussed by Cho and Lee (2014), the theory emerged after analysis of participant’s words, experiences, and feelings on their expectations regarding the pastor’s role.

Reservation

Reservation evident in this study arises when individuals feel that some practices do not fit in church traditions and due to freedom in the church, individuals may use the Bible to point at different explanations that either support or go against the adaptation of specific changes in church (Butler, 2014). The results indicate that reservation issues also arise due to the presence of the older generation who are more resistant to changes (Northmore-Ball & Evans, 2016). Moreover, the results also indicate that the reservation in the church originates from cultural and structural areas that cannot be changed instantly by a new pastor. A pastor must consider the reservation among the congregants based on the structure of the church and the cultural practices of its members. These structures and cultural practices are shown to shape the expectations of the congregants and understanding the reservation tendencies of the congregation is critical in determining the expected role of a pastor (Mastroianni, 2016). Consequently, reservation as a category emerged from sub-categories of integrity, distrust, and selfishness.

Volatility

Volatile expectations are the expectations that can change unpredictably and hence it is difficult for a manager to come up with a single strategy of addressing them (Silva, 2014). The concept of volatility emerged in this study based on the overwhelming diversity of expectations based on a belief that "the pastor should serve me" hence a more significant likelihood is that each congregant represents different and unique expectations. Conforming to meet the expectations of stakeholders is indicated by research to lead to a highly satisfactory level of service (Blut, Beatty, Evanschitzky, & Brock, 2014). According to Steel, Dubelaar, and Ewing (2013), when managing people with volatile expectations, managers are expected to adopt agility to develop a management system that efficiently incorporates the needs of those who are being led. However, the informalities that are evident when managing volatile expectations are incompatible with the expectations of the pastors regarding their role (Barnes, Collier, & Robinson, 2014). The results of this research show that instead of pastors remaining firm on their expectations, they tend to conform to these expectations of the congregants to the extent of expending most of their time addressing church issues. A pastor is expected to remain astute and communicate their own expectations to the congregants, but are fearful of annoying congregants (Mitchell, Cropanzano, & Quisenberry, 2012). When the pastor cannot manage some volatile expectations, it is suggested that the pastor should make further inquiry to understand how these expectations to avoid future conflicts (Solorzano, 2013). The tendency of the pastors to conform made them be overworked leading to burnout, intent to leave the ministry and serve God in other capacities (Azanza, Moriano, Molero, & Lévy Mangin, 2015).

Boundlessness

Boundlessness as an emergent category showed that expectations are unrelated to the role of a pastor and if a pastor reacts to these expectations, then he/she would be acting outside the scope of the pastor’s role. According to Beringer, Jonas, and Kock (2013), going beyond the limits of a particular role is a common phenomenon in careers that have poorly defined roles. This study shows that pastors who work beyond the scope of their duty to avoid frustrating their relationships with individual congregants have a significant impact on their own motivation to perform tasks. The above aligns to empirical evidence revealed by Jackson, Schuler, and Jiang (2014) that explains that individuals who overextend their role to impress others end up losing respect for self and the consequences are undesirable to one’s health and motivation. Notably, there are no outlined mechanisms and efforts that pastors can use to attain a positive work-life balance when subjected to boundless expectations (Bonsu, 2016). Instead of conforming, Smith (2014) suggests integration of healthy boundaries into careers that are poorly defined. The boundless expectations have converted pastor's role into a ‘24/7 always-on-call' role that translates into a poor work-life balance. If there are no clear boundaries between one’s professional and personal life, individuals are more likely to suffer from anger, stress overload, resentment, burnout and other adverse outcomes to their health (Gaventa, 2014).

Distrust

People like interacting more with people they can trust (Dys-Steenbergen, Wright, & Aron, 2016). The results of this study support that trust from the congregants does not come naturally for a pastor. In Kenya, the role of a pastor as it relates to trust issues has emerged due to cases of pastors being caught in unethical behaviors. This study has established that some congregants view pastors as devious and inauthentic. Consequently, the pastors interviewed in this study expressed how they often go beyond their role in hopes of building trust and a closer bond with congregants. Although pastors may attempt to form a closer bond with congregants, the intentions of both parties on what they expect could further impair their overall relationship (Pessi, 2013). The aforementioned is also supported by Brouwer’s (2014) findings in which he explained that for pastors to gain trust among congregants, they must engage all members. The literature discussed by Misztal (2013) also pointed that employees desire to understand their managers better on a personal level which in turn assist in building a stronger relationship. Leaders must listen to their members and have a deep understanding of what they are saying, and strategically act to help address issues that are raised by them (Martin, 2014).

Reservation is the first challenge that the pastors encounter when they join a new church. How one responds to the reservation issues leads to either trust or distrust. Trust or distrust significantly plays a role in determining the number and type of expectations that are present regarding the role of the pastor. In most instances, the expectations in the church have been shown to go beyond the expectations of the pastors regarding their role. Also, distrust contributes to the presence of conflicting expectations that escalate the rate at which burnout develops. Once the pastors experience burnout, there is increased turnover and intent to leave the ministry.

Below are the different stages of expectations [MSC1] as they relate based on categories pinpointed and how they ultimately lead to burnout, intent to leave the ministry and turnover.

Reservation

Expects the pastors to conform

Burnout

Intent to leave the ministry

Boundlessness

The pastor starts to strain and becomes overburdened

Trust

In-group / out-group

Turnover

Volatility

Conflicts emerge!

1. A pastor trained on his roles meets a church member who does not like changes to the norms and traditional practices and expects the newcomer to conform (reservation).

2. Depending on the nature of the relationships between the congregant and the pastor, expectations are generated, this creates ingroup and outgroup status (trust).

3. In-group or outgroup status of an individual leads to vast diversity in expectations (volatility); outgroup status is responsible for conflicting expectations.

4. The volatile expectations exceed the capacity of a pastor; the pastor strains to fulfill them to retain in-group members and try to convince the outgroup members (boundlessness). The pastor is overburdened or/and rejected.

5. Frustrations, burnout, intent to leave the ministry and turnover result in case of failed expectations on the role of a pastor.

Figure 1. Different stages of expectations and its impact.

Expectations-driven Conformation Theory

All categories established in the results chapter of this study are outcomes of either the congregants expecting the pastors to conform or the pastors trying to adapt to the expectations, hence the name of the theory: Expectations-driven conformation theory. Notably, reservation, volatility, boundlessness, and distrust were concepts that the researcher carefully scrutinized in developing a new theory. The fifth concept, frustrations, is supported by the concepts of this study and appears to be one of the outcomes of failed expectations. Dulchavsky, Ruffin, Johnson, Cogan, and Joseph (2014) pointed that interactive factors between the congregants and pastors generate high expectations and this research establishes that failed expectations disillusion Christians[MSC2] which lead to frustration. Similar to findings by Twenge, Exline, Grubbs, Sastry, and Campbell (2015), people show frustrations from unmet expectations by becoming unhappy, unmotivated and stressed. Due to low self-esteem resulting from the frustrations and the available freedom [MSC3] in the church, they do not conform. Instead, the findings of this study support that they opt to resist or leave the church.

Reservation, volatility, boundlessness, and distrust shared a commonality; the need for a selfless pastor. Volatility and boundlessness were subcategories of each other in such a way that some expectations that were regarded as volatile had demands that required the pastor to work beyond reasonable boundaries. Similar to Jia’nan’s (2017) study, this study established that reservation and distrust show that a pastor is treated as an outsider and must ‘fit in' and that the congregants give what they perceive as the primary roles of the pastor a higher priority than what is generally accepted as the pastor’s role. To reduce conflicts in the church, this research found that pastors developed personal relationships with individual congregants and conformed to expectations in these churches. Although the pastors conformed to the expectations of their role, their main aim was not only to seek cooperation from the congregants, but some believed it was their responsibility as pastors.

It is noted that every organization has its earmarked norms, values, and beliefs that are preserved by some members and these form part of the organization culture (Hon, Bloom, & Crant, 2014). In many instances, it is the interest of the manager to change a certain negative organizational culture to implement the change strategies. However, as revealed by congregants who felt that pastors cannot be trusted, people fear hidden agendas that can be manipulative from their leaders (Georgalis, Samaratunge, Kimberley, & Lu, 2015). In this study, Expectations-driven Conformation Theory suggests that due to the reservation, people fear the loss of status, either for their church or organizations that they represent. Therefore, this explains why it is important to understand the motivations behind the culture that motivates the current expectations to anticipate the likely outcomes of any suggested change (Belias & Koustelios, 2014).

This study’s findings are further supported by the findings by Harmon, Blake, Armstead, and Héber (2013) in that pastors who are exposed to similar influences are likely to experience burnout. Faucett, Corwyn, and Poling (2013) pointed that the pastors most likely receive similar training, practice under similar conditions and receive treatment that is also comparable. Although pastors might be subjected to similar influences, subjective perceptions and expectations play a role in how the exposures are interpreted (Worland & Vaddhanaphuti, 2013).

Social exchange theory reveals how congregants reciprocate the behaviors of the pastors towards them according to matched behaviors based on the perceived value of the relationship (Herman, Huang, & Lam, 2013). The perceived gains or attainment compels either the congregants or the pastors to conform to expectations of the other party. The findings of this research show presence of elders and congregants in the church who first resist the new ideas brought up by the pastor. According to leader-member exchange theory, these belong to the out-group (Babič, 2014). This group is very aggressive and disagrees with the views of the pastor. If they are the majority, the pastor has to adapt or leave the church because of conflicting expectations (Lian, Ferris, & Brown, 2012). If they are the minority, they are forced to conform to the pastor’s roles as defined by the pastor.

Expectations-driven conformation theory suggests a model of investigation that can help prevent unwanted outcomes of conflicting expectations in a church or an organization. At first, the individual congregants had an environment that shaped their needs and that the congregants expected these needs to be gratified (Taormina & Gao, 2013). Important to note is that when the dominant needs are met, the dynamic forces shift to that of gratification. As evident from this research, if there is an extended deprivation, the congregants may leave the church to have their dominant needs fixed somewhere else (Seymour, Welch, Gregg, & Collett, 2014). This suggests that where there is continuous deprivation in regards to failing to meet the diverse expectations, there is burnout, intent to leave the ministry, turnover or need to change the church as the consequences. Therefore, this theory suggests that where burnout, turnover, intent to change the church and intent to leave the ministry are reported, the focus should be given to the expectations by the surrounding stakeholders.

Implications and Recommendations

The overall objective of this research was to add to the body of knowledge on conflict management by showing how responses to expectations can contribute to conflicts culminating in more adverse outcomes.

Micro Implications

Approaches to reduce pastoral burnout, intent to leave the ministry and turnover should start by considering the expectations within the church (Chandler, 2008). This is because what a pastor is and what a pastor does in the contemporary Pentecostal church differs significantly from the scriptural description of a pastor (Sharma, 2012). As implied in this research, the position of a modern-day pastor is one who is constantly developing new approaches to ministering to members of the church and place much emphasis on motivating the congregation (Banks, 2013). Pastors are administrators who must ensure that the programs and schedules run efficiently which deviates from the sheep and shepherd viewpoint described earlier as the role of the pastor but instead place massive attention to attending the pasture (administration of the church) itself (Oosthuizen & Lategan, 2015). One of the critical aspects that are also pinpointed in organizational management is time management. According to Long and Williams (2016), pastors should remain faithful to the time that is prescribed in the church’s constitution. In this study, congregants were not at all comfortable with long liturgies and sermons. This is supported by literature in that the worshipers require well-planned programs that are time-conscious (Winslow, 2017).

This research associates the contemporary position of the pastor in which the roles have changed to adverse outcomes such as burnout, turnover, and intent to leave the ministry. As such, the findings of this study imply that the role of the pastor requires being redefined at the denominational level. According to Barfoot, Winston, and Wickman (2005), there is a combination of circumstances that have a direct impact on pastors. Many of these circumstances lead to conflict or incongruences whereby an individual’s expectations concerning their experiences become or are inconsistent with what actually occurs (Kisslinger, 2007). Pastors should be recruited for a purpose and not for a position, and the focus should be on pastor-congregation relationships to eliminate the adverse outcomes (Faucett, Corwyn, & Poling, 2013). Therefore, new pastors require learning why the ministry is important and how it can affect others (Masenya & Booyse, 2016). This should be followed by sufficient training in which they are trained as leaders and prepared to address the volatile and boundless expectations in the church without suffering from burnouts.

Fox (2002) supports that new ministers require being professionally prepared and should at least hold an advanced degree suitable to the pastoral work. However, other scholars such as Hope (2015) believe that the approach here should be flexible. One example of the method mentioned above to be flexible is because any pastor that moves to another church is considered new. Therefore, continuous training throughout the life of the pastor should be coordinated to ensure that the pastor is better prepared for their new environment. Since this research supports that there are cultural aspects that affect the role of a pastor, Fox (2002) recommends that an indigenous clergy should be raised to cater for the needs of small communities or that have distinct ethnic composition or culture. The concept above also aligns with Feddes (2008) assertion that the most crucial element in the development of a pastor is not his or her formal education, but instead their ability to “fit” into a particular church. Doing so can help increase chances of improving collaboration between the congregants and clergy (Seymour et al., 2014).

Macro Implications

According to Jain and Gewertz (2017), to address potentially dangerous situations such as burnout and turnover, the managers should be able to resolve the conflict, overcome resistance and build trust. Moreover, conflicts arise due to improper goal and priority definition where the pastors and congregants do not share goals (Frolic & Chidwick, 2010). From a management perspective, the definition of the role of a pastor is highly contingent on factors such as the characteristics of the members, organizational context, nature of needs, and the level of interdependence in the church (Dollhopf & Scheitle, 2013). Also, the understanding of the role of the pastor overlap across certain dyads or triads (e.g., their role in the community and church, role to the family and community) (LeGrand, Proeschold-Bell, James & Wallace, 2013). These necessitate considerations from the church’s macroenvironment (Dionysiou & Tsoukas, 2013). This implies that the basis to avoid conflict is to understand the prototypical definition of the role of a pastor through strategic recruitment and training (Lee, 2015). However, role conflict could be a key factor why pastors encounter conflict within the church. According to Mohr and Puck (2007), role conflict can be categorized into three types: inter-role conflict—when expectations of an individual’s varying roles are mismatched; intra-role conflict—when varying expectations are mismatched within one particular role; and person-role conflict—when expectations of a person’s role are not compatible with an individual’s needs, ambitions, and beliefs.

Francis and Rodger (1994) posited that religious leaders’ role conflict starts with the work they do in the church and is further impacted by personality preferences that do not align with the social profile of their particular occupation. Kay (2000) asserted that pastors typically encounter challenges that are multifaceted and are comprised of conflicting roles that lead to stress caused by expectations from others and "individual personality dynamics" (p. 119). Therefore, appropriate recruiting and formalizing the training systems are the two approaches that can help come up with pastors who understand their congregations better and pastors who are equipped with appropriate conflict management techniques. Moore (2014) identified conflicts as opportunities for improvement and pointed that with the right conflict resolution techniques at the right situation and time, managers can change perceptions of the involved parties to improve the quality of relationships.

As a manager, knowledge, and training on how to understand the expectations, their requirements and implications in case they are failed are critical. According to Expectations-driven Conformation Theory and as supported by Ebling (2014), the first step for a new manager step entails familiarizing with the environment of the expectations; particularly, the setting. At the macro-level, intervention would involve training managers to recognize the traditions and culture of the local population (Le Boutillier et al., 2015). Secondly, the micro-level interventions would require the pastor to pinpoint influential members of the local congregation and maintain close communication with these members through the development of personal relationships with each of them (Pitts, 2016). This is critical to understanding the traditions and culture of the organization (Gawerc, 2013) because there are prioritized expectations that require being fulfilled first to minimize conflicts (Whiteside, Tsey, & Cadet-James, 2011). Again, decisions on what is to be achieved first need be communicated to the stakeholders (Blomgren & Waks, 2015). These two steps mentioned above could help a manager avoid conforming to expectations by those he or she leads but instead formulate a harmonious solution.

Limitations and Future Research

This study explored expectations of congregants and pastors regarding the role of a pastor and involved different churches that do not belong to the same denomination. While expectations in the church on the pastor's role are not only limited to congregants and the pastors (Frick, Büssing, Baumann, Weig, & Jacobs, 2016), this study found it imperative to include just these due to the limitation of time. Future research should focus on studying schemas regarding the role of a pastor in individual denominations independently as subgroups because the understandings of a certain role are shared among members of the same group (Bieling and Dorozalla, 2014). The aforementioned is a result of their interactions that contribute to the shared knowledge of this role. As such, studies aiming to reduce burnout, intent to leave the ministry, and turnover should focus on individual churches. Moreover, McDuff and Meuller (2004) showed that many pastors hold a firm belief that they have a calling from God to be a pastor, but not a specific call to a church. This suggests that pastors maintain their own understanding of being a pastor and the duties that come along with being a pastor. Future studies could focus more on the developmental stages of pastors and how this process is formed over time and what factors influences their thinking. Hence, another reason why the position of a pastor should be redefined at the denominational level.

Another limitation is that this study was restricted to Nairobi County. It would have been more representative of Kenyan Pentecostal congregants and pastors if some other counties were included in the study. Therefore, future studies should avoid geographic dependence to improve on the generalizability of the study since the socio-economic conditions and culture might vary with the inclusion of a broader region (Quinton and Smallbone, 2006). Alternatively, subsequent studies can be studied in different geographical areas, and a meta-analytical study or a systematic review can help find the similarities and differences that exist when it comes to defining the role of a pastor (Bronson and Davis, 2012).

The researcher aimed to study conflict but the study was limited to the conflict in pastors’ role context. This limits the study in that it might fail to reflect the scenario in other organizational arrangements and this requires being addressed in future studies (Baskerville, Kaul, & Storey, 2015). Importantly, insights regarding the external environment as the primary builder of expectations in the church will help organizations understand some of the complex conflicts in the workplace to make the workplace more positive (Gawerc, 2013). As such, there is a need for future studies that explore expectations as the triggers of burnout, intent to leave and turnover at the workplace in a multi-disciplinary context to focus on the reliability of the outcomes.

The researcher involved participants who could communicate in English irrespective of the fact that Kenyans uses both Swahili and English as the national languages. Competence in language can affect the quality of communication and information attained (Peltokorpi & Vaara, 2014). In this research, some pastors were not included because of the use of local languages other than English. Future research should focus in integrating at least the predominant local languages since restrictions in language could make the researcher lose key insights that can be captured from a local context (Desmet, Ortuño-Ortín, & Wacziarg, 2017). As such, more integrative research that gives more considerations to local culture should be conducted to establish why among the pastors, there is a disparity in experiences across critical areas that influence the role of the pastor such as the community and family. The outcomes of such research could help improve pastoral training and recruitment that will produce a group of pastors with a better understanding of the local community and family affairs (Skinner & Ichii, 2014).

Lastly, since this study focused on conflicting expectations within a Christianity context, future research should consider the impact of conflicting expectations outside the Christianity context. As such, conflicting expectations should be explored in other religions such as Islam (expectations between followers of the Prophet Muhammad and the Imam on the role of the Imam), Buddhism (expectations of the followers of Buddha and the spiritual leader on the role of the spiritual leader), Hinduism (expectations of Hindu and the Swami on the role of the Swami), and Judaism (expectations of the Jewish people and the Rabbi on the role of the Rabbi). Also, other organizational management outside the scope of religion such as those in professional sports, legal services, public service and education institutions among others could also benefit from this study.

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[MSC1]Too sudden a transition. Insert a paragraph that captures the key take away from the preceding sections leading to your model and the relevant chronological stages as you discuss.

[MSC2]Why this term? Maybe church goers, or congregants.

[MSC3]You used these words earlier. I don’t understand what you mean by that? Please elaborate; how is available freedom influencing low self-esteem?

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