In many Christian organizations, subtle tension arises when managers — often individuals with a strong background in business administration — take the helm of spiritually driven initiatives. They are faithful, competent, and well-organized, but may lack the spiritual mandate to guide what is ultimately a supernatural mission. The result is clear: when managers lead Christian organizations, governance suffers. More importantly, the mission itself suffers.
The spiritual leadership needed to discern God’s vision, calling, and timing becomes blended with human planning, control, and risk management. Structure, finances, and policy are important — but never as a substitute for revelation. The result is organizational overload: the board unintentionally assumes spiritual responsibilities it was never designed to carry. The consequences? Confusion, frustration, failed initiatives, the departure of called individuals — and, ultimately, diminished impact.
Biblical Order
The Bible presents a clear model for spiritual leadership within the body of Christ:
“God has placed in the church first of all apostles, second prophets, third teachers…” — 1 Corinthians 12:28
This order is not meant to be rigid or hierarchical, but it does reveal the divine flow of leadership: revelation precedes organization. Apostles and prophets receive direction and vision from heaven; coaches and advisors help ground it; and administrators are tasked with structuring, safeguarding, and supporting it. When that order is reversed, we fall out of sync with heaven’s blueprint. So what goes wrong?
1. Temple Builders Become Temple Guards
Instead of building toward renewal, leaders become fixated on preserving what already exists.
“Woe to you, teachers of the law and Pharisees, you hypocrites! You are like whitewashed tombs… on the inside you are full of hypocrisy and wickedness.” — Matthew 23:27–28
Here, Jesus confronts religious leaders more concerned with external appearances and preservation of structure than with spiritual life. They admired the beauty of the temple, yet God had no issue tearing it down to establish something greater. God desires to renew hearts and build the temple of the Spirit.
As a leader, be careful not to fall more in love with the wineskin than with the wine it was meant to carry. Consider the Dutch canal network — once vital for transport, now largely unused. It’s okay to look back with a measure of nostalgia, but the past must not govern the present. Many organizations are stuck in memories of what once was, yet fail to recognize the spiritual leadership and pioneering spirit that formed their foundations. Spiritual leaders perceive and establish this instinctively — that’s why they are given.
2. Tentmakers Become Tent Keepers
What was once flexible and mobile becomes static and entrenched.
“By faith he made his home in the promised land like a stranger in a foreign country; he lived in tents… for he was looking forward to the city with foundations…” — Hebrews 11:9–10
This is a trap every organization faces. Turning inward and aging happens naturally; reaching outward and renewing requires intention and courage. Abraham kept moving because he expected something greater. Stagnant leaders, on the other hand, stop expecting and settle into temporary structures.
3. Key Holders Become Gatekeepers
Instead of opening doors, they start closing them — focused on control and restriction.
“I will give you the keys of the kingdom of heaven; whatever you bind on earth will be bound in heaven…” — Matthew 16:19
Jesus gave us the keys to operate as ambassadors of heaven’s authority. Yet too often, key holders turn into gatekeepers:
“Woe to you experts in the law, because you have taken away the key to knowledge. You yourselves have not entered, and you have hindered those who were entering.” — Luke 11:52
When managers become gatekeepers, they block others from entering into what God is building through the organization. As a result, governance loses its spiritual function — it either lacks spiritual authority or has been silenced. Outwardly, it may look strong, but its spiritual impact and foundations are compromised.
Misconceptions About Spiritual Leadership
There are several persistent “yes, but…” responses that surface in this discussion:
“But a Christian organization isn’t a church?”
True. Yet every Christian organization should still be rooted in the Kingdom of God. It may not be a church, but it is spiritual in nature. The Holy Spirit brings people together around a mission — a unique expression of His Kingdom. In fact, this should be the norm in every sector: spiritual leadership flowing from intimacy with God.
Often, the church background of the board shapes their thinking. Many come from traditional settings where spiritual and practical leadership are strictly separated — a mindset they carry into the organization. They’ve often served on church councils that don’t recognize apostolic authority. This creates a subconscious justification to distrust or exclude spiritual leadership from governance — and the implications for the organization are significant.
In truth, “the church” wields great influence over Christian organizations and often creates a clash between renewal and tradition, between Kingdom breakthrough and religious mindsets. It would be wise to seek church backgrounds that foster a healthy vision of apostolic leadership.
“A spiritual leader isn’t necessarily a better manager?”
Correct. Nor should they be. A spiritual leader isn’t called to replace the board. What’s needed is partnership: spiritual leadership provides direction; the board supports, facilitates, and reflects. When the order is right, both are blessed. It’s like a marriage: the husband initiates, leads, provides, and protects; the wife receives, advises, and multiplies what she’s entrusted with, in wisdom and grace. It’s not a competition, but a complementary design.
Yes, some spiritual leaders are capable administrators. Unfortunately, some board members also assume they are spiritual leaders — when they are not.
“I honestly don’t know any spiritual leaders…”
That’s a painful — but honest — admission. Many spiritual leaders have withdrawn due to control or power struggles. Some have been dismissed, mocked, or dishonored. We need a culture of honor in which they can heal, rise, and be recognized. Many organizations simply don’t know how to identify spiritual leaders — relying instead on human profiles and assumptions, missing God’s design in the process.
What Now?
Let’s not fight each other — the way forward involves restoration in three areas:
1. Heavenly Alignment: Clearing Legal Grounds
Many organizations have spiritually stagnated due to unspoken covenants, dishonor toward God-appointed leaders, or past wounds. The blood of Jesus and the anointing of the Spirit must be applied first. Leaders must acknowledge, confess, and renounce these things before God’s throne — and claim breakthrough based on His righteousness.
“What can I do with you, Ephraim? What can I do with you, Judah? Your love is like the morning mist… Therefore I cut you in pieces with my prophets, I killed you with the words of my mouth; then my judgments go forth like the sun.” — Hosea 6:4–5
Fear, rejection, pride, and religious spirit are real threats to Christian organizations. The absence of foundational experiences — like water and Spirit baptism — among staff members also leaves organizations vulnerable. Without true spiritual cleansing, the enemy retains a foothold. And honestly — if this point causes your managerial eyebrows to rise, you might need to ask how open you really are to spiritual leadership. A strong word, perhaps — but necessary.
2. Right Positioning: Putting the Right People in the Right Roles
Managers are called to manage. But we also need to recognize and empower spiritual leaders: those who walk in intimacy with God, receive vision, and know how to navigate spiritually. Let these individuals form teams where roles are respected and complement one another. Reject the notion that board members are automatically spiritual leaders — that’s a cultural construct, not a biblical principle.
“Peter said to Jesus, ‘Lord, it is good for us to be here. If you wish, I will put up three shelters—one for you, one for Moses and one for Elijah.’ While he was still speaking, a bright cloud covered them, and a voice from the cloud said, ‘This is my Son, whom I love; with him I am well pleased. Listen to him!’” — Matthew 17:4–5
Everything we build should be done with the awareness that we are citizens of the Kingdom of Heaven. Peter needed to learn this too — he tried to institutionalize a moment, while God was revealing His divine order.
3. Culture of Honor: Investing in Spiritual Leadership
Spiritual leadership doesn’t require a title — it requires recognition. Create space for apostles, prophets, and spiritual thinkers to help build. At the same time, foster a culture in which board members don’t dominate, but serve. Where spiritual leadership is honored, life flows. And yes — spiritual leadership can be developed in those who are called to it. When you invest in them, they will multiply that life throughout the organization and its network.
Final Thought
A Christian organization is not led by strategy alone, but by the Spirit. Managers are essential — but not as spiritual leaders. Let vision flow from the throne of God, and watch how board, organization, and mission flourish together.
“When the queen of Sheba heard about the fame of Solomon and his relationship to the Lord, she came to test Solomon with hard questions.” — 1 Kings 10:1
A well-functioning Christian organization that is both spiritually and strategically sharp will not go unnoticed — neither on earth nor in the spiritual realm.
I recognize that this is a layered and sensitive topic. Different perspectives, experiences, and organizational dynamics are at play. And yes, organizations have real processes and legitimate complexities. Yet this article is an invitation to re-evaluate not just the practical, but the spiritual leadership at the heart of our ministries.
So the real question becomes: Are we building structures that will endure in the light — or allowing space for forces that delay the mission?
The spiritual leadership needed to discern God’s vision, calling, and timing becomes blended with human planning, control, and risk management. Structure, finances, and policy are important — but never as a substitute for revelation. The result is organizational overload: the board unintentionally assumes spiritual responsibilities it was never designed to carry. The consequences? Confusion, frustration, failed initiatives, the departure of called individuals — and, ultimately, diminished impact.
Biblical Order
The Bible presents a clear model for spiritual leadership within the body of Christ:
“God has placed in the church first of all apostles, second prophets, third teachers…” — 1 Corinthians 12:28
This order is not meant to be rigid or hierarchical, but it does reveal the divine flow of leadership: revelation precedes organization. Apostles and prophets receive direction and vision from heaven; coaches and advisors help ground it; and administrators are tasked with structuring, safeguarding, and supporting it. When that order is reversed, we fall out of sync with heaven’s blueprint. So what goes wrong?
1. Temple Builders Become Temple Guards
Instead of building toward renewal, leaders become fixated on preserving what already exists.
“Woe to you, teachers of the law and Pharisees, you hypocrites! You are like whitewashed tombs… on the inside you are full of hypocrisy and wickedness.” — Matthew 23:27–28
Here, Jesus confronts religious leaders more concerned with external appearances and preservation of structure than with spiritual life. They admired the beauty of the temple, yet God had no issue tearing it down to establish something greater. God desires to renew hearts and build the temple of the Spirit.
As a leader, be careful not to fall more in love with the wineskin than with the wine it was meant to carry. Consider the Dutch canal network — once vital for transport, now largely unused. It’s okay to look back with a measure of nostalgia, but the past must not govern the present. Many organizations are stuck in memories of what once was, yet fail to recognize the spiritual leadership and pioneering spirit that formed their foundations. Spiritual leaders perceive and establish this instinctively — that’s why they are given.
2. Tentmakers Become Tent Keepers
What was once flexible and mobile becomes static and entrenched.
“By faith he made his home in the promised land like a stranger in a foreign country; he lived in tents… for he was looking forward to the city with foundations…” — Hebrews 11:9–10
This is a trap every organization faces. Turning inward and aging happens naturally; reaching outward and renewing requires intention and courage. Abraham kept moving because he expected something greater. Stagnant leaders, on the other hand, stop expecting and settle into temporary structures.
3. Key Holders Become Gatekeepers
Instead of opening doors, they start closing them — focused on control and restriction.
“I will give you the keys of the kingdom of heaven; whatever you bind on earth will be bound in heaven…” — Matthew 16:19
Jesus gave us the keys to operate as ambassadors of heaven’s authority. Yet too often, key holders turn into gatekeepers:
“Woe to you experts in the law, because you have taken away the key to knowledge. You yourselves have not entered, and you have hindered those who were entering.” — Luke 11:52
When managers become gatekeepers, they block others from entering into what God is building through the organization. As a result, governance loses its spiritual function — it either lacks spiritual authority or has been silenced. Outwardly, it may look strong, but its spiritual impact and foundations are compromised.
Misconceptions About Spiritual Leadership
There are several persistent “yes, but…” responses that surface in this discussion:
“But a Christian organization isn’t a church?”
True. Yet every Christian organization should still be rooted in the Kingdom of God. It may not be a church, but it is spiritual in nature. The Holy Spirit brings people together around a mission — a unique expression of His Kingdom. In fact, this should be the norm in every sector: spiritual leadership flowing from intimacy with God.
Often, the church background of the board shapes their thinking. Many come from traditional settings where spiritual and practical leadership are strictly separated — a mindset they carry into the organization. They’ve often served on church councils that don’t recognize apostolic authority. This creates a subconscious justification to distrust or exclude spiritual leadership from governance — and the implications for the organization are significant.
In truth, “the church” wields great influence over Christian organizations and often creates a clash between renewal and tradition, between Kingdom breakthrough and religious mindsets. It would be wise to seek church backgrounds that foster a healthy vision of apostolic leadership.
“A spiritual leader isn’t necessarily a better manager?”
Correct. Nor should they be. A spiritual leader isn’t called to replace the board. What’s needed is partnership: spiritual leadership provides direction; the board supports, facilitates, and reflects. When the order is right, both are blessed. It’s like a marriage: the husband initiates, leads, provides, and protects; the wife receives, advises, and multiplies what she’s entrusted with, in wisdom and grace. It’s not a competition, but a complementary design.
Yes, some spiritual leaders are capable administrators. Unfortunately, some board members also assume they are spiritual leaders — when they are not.
“I honestly don’t know any spiritual leaders…”
That’s a painful — but honest — admission. Many spiritual leaders have withdrawn due to control or power struggles. Some have been dismissed, mocked, or dishonored. We need a culture of honor in which they can heal, rise, and be recognized. Many organizations simply don’t know how to identify spiritual leaders — relying instead on human profiles and assumptions, missing God’s design in the process.
What Now?
Let’s not fight each other — the way forward involves restoration in three areas:
1. Heavenly Alignment: Clearing Legal Grounds
Many organizations have spiritually stagnated due to unspoken covenants, dishonor toward God-appointed leaders, or past wounds. The blood of Jesus and the anointing of the Spirit must be applied first. Leaders must acknowledge, confess, and renounce these things before God’s throne — and claim breakthrough based on His righteousness.
“What can I do with you, Ephraim? What can I do with you, Judah? Your love is like the morning mist… Therefore I cut you in pieces with my prophets, I killed you with the words of my mouth; then my judgments go forth like the sun.” — Hosea 6:4–5
Fear, rejection, pride, and religious spirit are real threats to Christian organizations. The absence of foundational experiences — like water and Spirit baptism — among staff members also leaves organizations vulnerable. Without true spiritual cleansing, the enemy retains a foothold. And honestly — if this point causes your managerial eyebrows to rise, you might need to ask how open you really are to spiritual leadership. A strong word, perhaps — but necessary.
2. Right Positioning: Putting the Right People in the Right Roles
Managers are called to manage. But we also need to recognize and empower spiritual leaders: those who walk in intimacy with God, receive vision, and know how to navigate spiritually. Let these individuals form teams where roles are respected and complement one another. Reject the notion that board members are automatically spiritual leaders — that’s a cultural construct, not a biblical principle.
“Peter said to Jesus, ‘Lord, it is good for us to be here. If you wish, I will put up three shelters—one for you, one for Moses and one for Elijah.’ While he was still speaking, a bright cloud covered them, and a voice from the cloud said, ‘This is my Son, whom I love; with him I am well pleased. Listen to him!’” — Matthew 17:4–5
Everything we build should be done with the awareness that we are citizens of the Kingdom of Heaven. Peter needed to learn this too — he tried to institutionalize a moment, while God was revealing His divine order.
3. Culture of Honor: Investing in Spiritual Leadership
Spiritual leadership doesn’t require a title — it requires recognition. Create space for apostles, prophets, and spiritual thinkers to help build. At the same time, foster a culture in which board members don’t dominate, but serve. Where spiritual leadership is honored, life flows. And yes — spiritual leadership can be developed in those who are called to it. When you invest in them, they will multiply that life throughout the organization and its network.
Final Thought
A Christian organization is not led by strategy alone, but by the Spirit. Managers are essential — but not as spiritual leaders. Let vision flow from the throne of God, and watch how board, organization, and mission flourish together.
“When the queen of Sheba heard about the fame of Solomon and his relationship to the Lord, she came to test Solomon with hard questions.” — 1 Kings 10:1
A well-functioning Christian organization that is both spiritually and strategically sharp will not go unnoticed — neither on earth nor in the spiritual realm.
I recognize that this is a layered and sensitive topic. Different perspectives, experiences, and organizational dynamics are at play. And yes, organizations have real processes and legitimate complexities. Yet this article is an invitation to re-evaluate not just the practical, but the spiritual leadership at the heart of our ministries.
So the real question becomes: Are we building structures that will endure in the light — or allowing space for forces that delay the mission?