A leadership development model for the Macau Protestant Churches

This study assesses the multi-level leadership needs of the Macau Protestant Churches (MPC) utilizing three research methods: case studies by participant observation, interviews, and questionnaires. Its goal is to determine what the MPC need to consider as they prepare for 1999 and Macau's reversion to the sovereignty of the Peoples' Republic of China (PRC). The study focuses on the need for leadership development emphasizing urban mission, evangelism, and church planting.; The results of the field research indicate that most MPC suffer from a leadership drain and lack of well-planned leadership development. The assumptions and hypotheses of this study are all confirmed as follows: the high turnover rate of pastors averaging only 3.17 years of service significantly affects the growth of the MPC. The reason for the erosion of leadership in the MPC is the lack of a well-planned strategy for leadership development. The MPC show a continuum of reaction and preparation for Macau's reversion to the PRC ranging from serious concern to functional indifference. The pastors of the MPC agree that the most urgent need of the church at present is the development of leadership among the local Christians. The local Christians believe the MPC continues to rely on overseas support.; Considering these results, this study suggests a possible role for the Macau Bible Institute (MBI) to assist the MPC in addressing these leadership needs through contextualized programs. Six elements of an effective and contextualized Leadership Development Model (LDM) are deduced from the research study. They are: (1) well defined, organized and long-term plans; (2) spiritual formation and Christian maturity; (3) cognitive formation and theological reflection; (4) ministry formation and practical skills; (5) contextual methods training; and (6) strategic formation and leadership influence.; The study then incorporates the six elements of the LDM holistically for the training ministry of the MBI utilizing the potter and the clay model. In conclusion, the study proposes a Leadership Development Center as a joint venture between the MPC and the MBI for the expressed need of lay training.