Developing Communication Skills for Leading Worship

Three attitudes affect our communication with others: dignity, humility, and respect. Also important to our communication are five areas of confidence: in ourselves, in our relationship with the Lord, in our relationship with the people, in the importance of our ministry, and in the use of our tools.

A good worship leader must be a good communicator. Some people are born with a natural ability to communicate and lead, whereas others may have to work at it. This is an area that can be developed.

Foundational Attitudes

When considering the twofold relationship that has to be taking place when you are worship leading (i.e., communion with the Lord and with the people), the following three attitudes must become the foundation of all our thinking:

Dignity. The Oxford dictionary includes these definitions of dignity: “high or honorable office, rank, or title; high estimation; worth; proper stateliness; gravity.” We are children of the King of kings, so hold your head up and don’t apologize for your ministry. See yourself as a worthy minister and servant of your Lord.

Humility. We are children of the King of kings only because of what he has done for us, and we have no merit or right to this position in ourselves. Humility or meekness will ensure that dignity does not turn into pride.

Respect. To respect is to esteem and honor others. We must show great respect toward the Lord and his people when leading worship. It is possible that this respect is very much related to the attitudes of dignity and humility.

These three must become intertwined for there to be a solid foundation for good communication.

Confidence in Leadership

As the Lord develops the above three attitudes in our character, there then can come confidence to work as a worship leader. There are several areas of confidence that can be built up, and in so doing, our ability to communicate effectively will be improved:

Confidence in Yourself. Self-acceptance is a most important aspect of good communication with others.

Confidence in Your Relationship with the Lord. This may seem basic, but there are so many who do not know real assurance in their relationship with God. How can you lead others in a worship relationship with the Lord if you are lacking in this area? To do this, you must maintain a repentant and righteous walk with God; and know how to hear from God. You must have confidence in this, or you will never be able to lead and bring direction.

One of the biggest questions people have when moving in the supernatural is, “The thing I feel to do or say—is it really God or is it me—or possibly the devil?” Jesus said that His sheep would know his voice (John 10:27). This is a key in worship leading.

Confidence in Your Relationship with the People. This will never come about unless they know that you can be trusted and that you understand their needs and desires. It is not a matter of getting up in front with great confidence in yourself and God and then forgetting the people. Pray and intercede for God’s people. Develop a heart like a shepherd’s. Respect them and be quick to put things right with anyone whom you may have offended.

Confidence in the Job That Has to Be Done. Many people are nervous and timid in leading because they do not know where they are going, how long they have to get there, or the direction in which they should travel. When you are worship leading, find out how much time you have and if the pastor feels that the meeting should be going in a particular direction. There is a wonderful sense of release that comes when you are not proceeding “in the dark”—you have heard from God or the pastor or both. There is such security in that. Know what you can and cannot do.

Confidence in the Use of Your Tools

Overhead projector or songbooks or hymnals. Know how to turn on the projector and focus it. If you use songbooks or hymnals, know the number of each song.

Microphones. Don’t blow into the microphone, nervously poke it, or hide behind it. Learn how to operate this important piece of equipment. It really is one of your greatest friends because it gives your voice added strength and volume for leadership. Know how to adjust the microphone to your height.

Chorus/hymn list. Have these in one file and keep it with you. This is an important tool because you should be able to lead a service or pull just a few songs right out of the file if your songs are correctly listed thematically and alphabetically.

Music. The greater confidence you have in using and working with music and the musicians, the greater will be your ease in this area.

These may seem like simple points, but any lack in these areas will make you look like you do not know what you are doing and will, therefore, hinder your ability to communicate effectively. If you don’t know what you are doing, then the people will not be at ease following you. It is a reasonably simple matter to take time with these practical considerations.

Communication is a fairly complex matter, and it is not within the scope of this entry to go into great detail on the art of communication. It is, however, a very important aspect of worship leading. One of the greatest keys we have found is seeking to be transparent and real in our relationship with God and his people. Many times you may have to minister to yourself and lead yourself as much as you are leading others in worship. In ministering to yourself and encouraging yourself, you will probably be touching others as well. The songs you use and the things you say will have added strength and relevance.

Learning Biblical Leadership Skills

The Bible teaches that authority has its place in the church. It shows, however, that leaders should accomplish their goals through persuasion, not power; through support, not control; through open-mindedness, not closed-mindedness.

Servant leadership is God’s appointed method for managing the church. Unfortunately, most people who are thrust into leadership positions in the church have not been trained in biblical leadership skills. Many think that their position of leadership makes them the “boss” who hands down dictates. Others, who may realize how carnal that is, abdicate all leadership, and their group suffers from a lack of direction and discipline.

Neither kind of leadership pleases the Lord. God fully supports authority in the church. It is not a society of indistinguishable equals. Some people are to lead, others are to follow. But the tools of leadership are the issue. In this entry, we will look at some of the tools the Bible offers to help you fulfill your leadership role without violating your servant role.

The Person of the Leader. Jesus compared leadership to leaven in a loaf of bread. Yeast works quietly, in the background, without a lot of “hoopla.” It’s really a kind of infection, moving from cell to cell. But it takes good yeast to make good bread.

Similarly, if you are to infect your team with the right qualities, you must do it yourself. What you are will always have more influence than what you say and do. Therefore, your own character development must become the root out of which your leadership skills grow, lest you bear bad fruit.

Persuasion versus Power. One of the most important differences between carnal and biblical leading has to do with the overuse of power. Carnal leaders put far too much stock in their position. They think that their title, or even their obvious qualifications, should cause people to do as they are told.

That might work with immature Christians, but as they mature, people will begin to challenge that kind of leadership style. One of the most significant problems with the overuse of position, title, or power is that it fails to address the heart of the followers—the center of motivation and willing allegiance.

There is a proper use for authority and power, and we will deal with that later. But when leaders too often convey the attitude, “Do it because I said so,” they will not capture the hearts of their followers. They will repel the strong and make hypocrites of the weak. This is why persuasion is the chief tool of the godly leader.

For instance, Paul writes to Timothy regarding the teaching role of the pastor. He says that pastors are to patiently instruct those who oppose them, so that God may give them repentance leading to a knowledge of the truth (2 Tim. 2:25).

Top-Down Support versus Control. Another important aspect of biblical leadership is that it provides more support than it does control. Many leaders are driven by a desire to control others. They go far beyond training and try to determine all the details for their subordinates’ work. Their subordinates have very little autonomy, and their ideas are generally rejected. But godly leadership equips people to develop their own gifts and their own creative ways of dealing with problems and opportunities. Godly leaders invest their own time to find other resources to help their subordinates succeed.

Maintain Open Leadership. Leaders do not have to have all the answers. God has all the answers. Yet leaders are often defensive about ideas and suggestions offered by those who work with or under them. Instead, all people ought to feel their leaders value their input and in fact seek it out. Leaders need to discern God’s voice speaking through anyone he chooses. This calls for humility.

The main difference between valuable advice and criticism is timing. If you seek suggestions before you do something, it is valuable advice. If the suggestions come to you after you have done something, it is criticism. Choose to get valuable advice.

Deal with Issues Properly. Problems will arise in every group, no matter how saintly the people are. There will be difficulties from the outside as well as from within. At this point, how you handle the problem will determine whether or not you are a team-builder.

Team-builders develop the ability to put problems “outside” the group. In other words, they approach every difficulty with the attitude, we have a problem.

For instance, suppose your piano player is unable to attend your practices on Thursday evenings. If you are a team-builder, you will not consider it the pianist’s problem but something that your group needs to address and attempt to resolve. The piano player needs to feel that his or her schedule is important enough to the group that they will seek a way around it. Even if they fail, the piano player will not feel rejected.

You can always tell team-builders by their language. They use phrases such as “We have a problem,” “What can we do?” “What do you think?” “Do you have any ideas about worship this Sunday?” “Can we ____________?” “What if we ____________?”

Recruiting Team Players, not Soloists. Add new people to your group who will work well in teams. You need to be careful that you do not consider only their musical skills, anointing, or even their theological expertise. One can have all of those characteristics and still not make a good team player. If you inherit an egocentric “superstar,” have a loving but frank conversation with him or her. Invite him to join the team indeed, or to resign and do occasional solos.

Apprenticing. One of the most successful worship leaders I know relies heavily on apprenticing. When people desire to join his worship team, they are invited to attend the practice sessions and just observe for several weeks. Then they are allowed to join in the practice. Finally, if they have been sufficiently integrated into the group, they are allowed to participate in leading worship on Sunday morning.

Consider the benefits that come from this approach: The worship team has the opportunity to get to know candidates and candidates get to know the heart of the worship team before they even have to think about playing their instrument or singing before them. They can see teamwork in action and can observe the values of the group. In addition, the lengthy trial period tends to wear out glory-seekers. It establishes the role of the worship leader as the one in charge. It also helps candidates to recognize the importance of their role. In the long-range it increases the honor of the worship team in the eyes of the congregation by establishing a professional level of commitment. Finally, it tests the consistency of faithfulness of candidates before they are assigned to the team.

You should welcome any and all qualified candidates, but making it easy to join your team devalues the group and makes it less popular and less effective! Prayerfully consider developing an apprentice approach to your team-building.

Disciplining for Group Health. Before you even consider discipline, you must establish two things: (1) clearly defined limits (i.e., what is allowed and what is not); and (2) an atmosphere of love. With those things in place, you can exercise discipline when there are infractions.

First, there must be standards of performance. The group must have a clearly established commitment about such things as practice times, absences, tardiness, missing prayer times before services, and anything else that is important to the anointed functioning of the group. Then, if someone violates one of those standards, the leader should waste no time in properly reprimanding the offender.

If you allow the standards to be violated with impunity, the most committed members of the group will become demoralized. You will lose your best people and be left with the ones who have no standards at all, and they will reproduce after their own kind!

There are some simple steps to doing a proper reprimand: First, describe your perception of the problem without accusing. Your perception may be wrong, or there may be real extenuating circumstances. (Example: “John, it seems to me you have been thirty-five minutes late to the prayer time three Sundays in a row. Is that correct? Is something wrong?”) If your perception was correct, and there were no serious, extenuating circumstances, describe how the behavior violates your team’s standards. You don’t need to act out anger; just be matter-of-fact. (Example: “John, you know that being late without good reason is contrary to your commitment to our team.”)

Then explain the consequences. (Example: “It hurts us when you’re late. Our prayer time is lacking your presence. It isn’t fair to those who are on time. Frankly, I feel hurt and angry.”) Explain that it is up to John to be a team player and to support the group’s standards. (Example: “John, it’s up to you to decide whether or not you are going to be part of the team and really participate. No one can make you do that but you.”)

Finally, explain what you will do if the improper behavior takes place again. It is helpful if such actions are established as a matter of policy. (Example: “If this happens again, I will recommend that you be placed on probation, which means you won’t be able to participate in Sunday worship for six weeks.”) End on a positive note. (Example: “But I really don’t expect it to happen again. I know you love us and love the Lord. You are a tremendous asset to us with your skills on the synthesizer and your strengths in the Word.”)

Conclusion. God has honored you highly by giving you the authority to lead. Learn to do it well! Grow in your leadership skills day after day, and you will build a temple he will gladly inhabit.

Ordination and Worship Leadership in the Early Church

Ordination is rooted in the need for order within the Christian community. It tends both to reflect and to shape the church’s life and witness amid changing historical circumstances. An important development in the post–New Testament period was the emergence of a three-office structure for ordained ministry (bishop, presbyter, deacon) and the subsequent transformation of that structure into a more authoritarian one as the church came to assume a public role in a wider cultural context.

Emergence of a Threefold Office Structure in the Early Church

The earliest Christian communities had no common, universal structure for leadership. Though most, if not all, had been formed in response to the preaching of itinerant apostles and prophets, the cultural contexts in which those churches were planted helped produce a variety of patterns for local leadership, some informed by Jewish models, others by models derived from Greco-Roman society. Immersed as these early churches were in the apocalyptic worldview of early apostolic preaching, such communities assumed that Jesus’ return was imminent. As a result, there was little, if any, the urgency to develop norms for office and ordination that would assure continuity in the church’s organizational leadership.

Concern for developing reproducible leadership models—less particular, more universal models—could not emerge until the church as seen in the later Gospels and Epistles began to realize the need for securing a historical future. By the end of the New Testament era, a number of factors including the death of the original apostolic witnesses, the demise of the church in Jerusalem, and the delay of the Parousia, forced the church to adopt forms of church order in which the authenticity of apostolic teaching could be maintained.

Emergence of a Threefold Office Structure

Earlier patterns of ministry had relied upon both the teaching authority of itinerant apostles, charismatic prophets, and evangelists and the organizational and the leading authority of diverse forms of collegial local church leaders. The pattern that emerged toward the end of the first century, however, consolidated the functions exercised by both local and itinerant leaders and vested them in three congregational offices of leadership: (1) single pastor-bishops, elected by each community, who presided over all aspects of the congregation’s life and worship; (2) groups of collegial community-elected leaders known as presbyters, who oversaw the life of the community under the leadership of the bishop; and (3) service-oriented ministers called deacons, who assisted the bishop in both ministry and worship. Though some forms of itinerant charismatic ministry (e.g., the prophets) continued to function alongside this new order for ministry for a while, their authority increasingly was subordinated to that of the local leaders, particularly the pastor-bishop.

This form of church order is known as “mon-episcopacy.” Its defining characteristic is the emergence of a single bishop, elected by each congregation, who is charged with presiding over the community’s life and worship in a shared and mutually cooperative way with others. The classic apology for this model is found in the letters of Ignatius of Antioch early in the second century. The bishop, says Ignatius, represents God the Father within the community, presiding over the council of elders (presbyters) and assisted by deacons. The bishop—as a representative leader—functions as a “type” for God within the community, just as the deacons become a “type” for Christ and presbyters become a “type” for the apostles. The bishop is not merely “first among equals” for Ignatius, but the one whose office preserves the unity of the church’s life and worship (cf. Epistle to the Magnesians). Though the roots of all three offices may be traced back to the New Testament, the particular configuration of the three offices and their interpretation by the early church fathers are both innovations arising from the church’s second-century concern for preserving its unity and perpetuating its historic mission.

The sources for tracing just how these leaders were chosen and ordained for these tasks are practically nonexistent until the beginning of the third century. We know from the writings of Irenaeus and Hegesippus that “succession” (didadochē) had become an important norm governing the election and ordination of bishops in order to counter Gnostic claims of revelation. The issue, however, was not framed in terms of a linear succession of persons, but in terms of fidelity to and continuity with apostolic teaching. In order to assure that fidelity and continuity (and as a sign of communion between churches), all new bishops were ordained by the bishops of neighboring congregations. During the sometimes bitter struggle to preserve orthodox teaching in the face of numerous heterodox challenges during the fourth and fifth centuries, this provision became a significant means of providing accountability in teaching.

Though some questions remain regarding its normative status for churches in other parts of the empire, the third-century church order known as the Apostolic Tradition (c. 215) provides the first substantive evidence of the rites by which persons were admitted to office in the Western church. Because Hippolytus, the author to whom the Apostolic Tradition is attributed, is believed to have been an arch-conservative, anxious to challenge the legitimacy of new thinking and practices within the church, this document is thought to reflect church practice at Rome as far back as the mid-second century.

In any case, Hippolytus provides descriptions and prayers for the ordination of bishops, presbyters, and deacons, as well as descriptions and rites for the appointment of persons to other, non-ordained offices as well. The following elements formed the matrix within which ordination took place:

First, fidelity to apostolic teaching is explicitly noted as a characteristic needed in those ordained as bishops: “ … in order that those who have been well taught by our exposition may guard that tradition” (Apostolic Tradition 1).

Second, ordination takes place on the Lord’s Day in the midst of the assembly, which must give its explicit approval to the choice of the candidate. Bishops are ordained by the laying on of hands of neighboring bishops, together with a prayer that seeks the graces needed to carry out their ministry (Apostolic Tradition 2). Presbyters are ordained by the laying on of hands of both the bishop and the congregational presbytery, together with a prayer that seeks the “Spirit of grace and counsel of the presbyterate” (Apostolic Tradition 7). Deacons are ordained by the laying on of hands by the congregation’s bishop, together with a prayer that seeks the spirit of “grace and caring and diligence” (Apostolic Tradition 8). In all cases, the prayer of the presiding minister is preceded by a period of silent prayer by the whole community for the descent of the Holy Spirit, thus underscoring that ordination is an action of the whole community and not merely of its representative leaders.

Third, those ordained as bishops receive the kiss of peace as a sign that they have been made worthy, and then immediately preside at a celebration of the Eucharist, using a prayer which thanks God for holding “us worthy to stand before you and minister to you” (Apostolic Tradition 4). This prayer is now officially approved for use at the Eucharist in nearly all mainline Protestant churches as well as the Roman Catholic church.

Later patristic era church orders in both the East and the West preserve these basic elements of the rite. Some of them also add other elements such as the bestowal of symbols of office and a formal declaration of ordination.

Transformation in Understanding of the Threefold Office Structure

Though the substance of the ordination rites for bishops, presbyters, and deacons remained fairly constant throughout the patristic era, the church’s understanding of both the offices themselves and the meaning of ordination began to change as the church began to assume a more public role in society. Three such changes were to prove particularly important.

The first such change was a gradual reappropriation of Old Testament priestly typology for interpreting the functions of ordained ministers. The earliest strata of Christian teaching had eschewed the language of the priesthood in describing church leaders, insisting that priesthood belonged only to Jesus Christ (Heb. 4:14ff). Other New Testament witnesses extended that language by analogy to the whole body of Christ, the church (1 Pet. 2:9). Beginning toward the end of the first century (Clement and the Didachē) and with increasing frequency during the second century (Justin Martyr, Polycarp, and Tertullian), the language of priesthood began to be used to describe the office of bishop (and later, the office of the presbyter). This usage was increasingly linked to the presidency at the Eucharist.

The second change arose as a by-product of the legitimation of Christianity, which occurred by fits and starts during the second and third centuries and obtained critical mass by imperial fiat during the fourth century. The structure of ordained ministry attested to in the Apostolic Tradition included a local bishop or pastor who taught and preached and presided at worship, a collegial council of advisors and overseers known as presbyters, and deacons who carried out the church’s ministries of benevolence. The increasing legitimation of the church, however, eventually led to rapid growth in church membership and strained the capacity of that model to meet the needs of a growing, and increasingly urban, church. Moreover, the church’s increasingly public status provided sanctions for appropriating and adapting the political models of the Roman Empire for its own use.

Little by little, the assumption that every congregation would have its own bishop-pastor to preside at the Eucharist and its own council of presbyters to share with the bishop in overseeing its common life gave way to a more prelatical model in which a single bishop would oversee multiple congregations within a particular region. In turn, the council of presbyters became less a collegial body of locally elected persons chosen to lead the congregation together with its local bishop-pastor, and more a group of episcopal assistants dispersed by him to preside at the Eucharist in the smaller or less important congregations under his care. The functions of deacons, who had been representative leaders not only in each congregation’s worship but in those congregations’ care of their own members and outreach to others, came to be understood primarily in terms of their liturgical roles.

The third change involved a gradual redefinition of the relationship between ordained office-bearers and the rest of the church. Though there is, particularly within the Catholic Epistles, some movement in the direction of “character tests” for those who would lead the community of faith, for most of the New Testament the most theologically and ritually significant boundary is not between leaders and members, but the boundary between those who are “in Christ” (the priesthood of all believers celebrated in baptism) and those who are not.

By the end of the patristic period, however, the focus on the eucharistic presidency as the radical principle undergirding the office of bishop or pastor, the appropriation of priestly typology and imagery for understanding ministry, and the appropriation of imperial models for organizing and overseeing the church’s life and mission-led, at least implicitly, to the drawing of a new line between clergy and laity. The sign and seal of this new boundary was celibacy, a discipline that arose first as an expectation for those ordained as bishops, but which became de rigeur for the other major offices as their responsibilities were redefined in increasingly liturgical terms. In its most developed form during the Middle Ages, the order of clergy included a series of minor offices to which persons were ordained to exercise functions that, during the early years (cf. Apostolic Tradition 9–14), had been exercised by non-ordained members of the congregation (e.g., exorcist, acolyte, porter, lector).

During the Middle Ages, these transformed understandings of ministry were wedded to juridical understandings of authority, ultimately laying a foundation for the crisis and critique of the Reformation.

Ordination in the New Testament

The specific terminology of ordination is not found in the New Testament, although several occasions are described on which people were set aside for special tasks of ministry. A fuller development of the theory of ordination took place in the post-New Testament church.

Ministry Differentiation in the New Testament

The present state of scholarship demands great caution in speaking about ordination, its meaning, or its rites in the New Testament. The words ordain and ordination are not found there, and there is considerable disagreement about the extent to which this later Christian use may coincide with the categories of the New Testament and with its pattern, or varied patterns, of understanding, vocabulary, and practice.

Evidence suggests that the church had both unity and differentiation from the beginning. There is equality based on baptism, equality that nevertheless requires authority, leadership, that is structured and maintained as a unity through special ministers. Ministry rather than order or status is the predominant emphasis: a mission to be accomplished, a task to be done, rather than a class to be entered or status to be attained. These differences should not be exaggerated; ministry may well involve position, and a mission may carry with it or may require a certain personal status, and ministers may be grouped together because of the nature of their function.

Ministry does not arise merely out of sociological pressure; its necessity is found at a deeper level in the person and mission of Jesus Christ. The entire ministry is ultimately the work of God (1 Cor. 12:6), the gift of Christ (Eph. 4:7–12), and of the Holy Spirit (1 Cor. 12:4–11; cf. Acts 20:28) in and through and for the church, the body of Christ. The most important forms of ministry can be characterized as those of leadership: preaching the gospel and founding new churches, supervising and nurturing the growth of the young churches, leading the communities as they become established. This ministry of leadership manifests itself in a variety of activities: instruction, encouragement, reproof, visitation, appointment, and supervision of some ministries, and so on—all that is demanded by the task of building up the body of Christ.

Procedures for Designation of Leadership

Scholars are not agreed about the manner in which Christian positions of leadership came into being in the early church. The recent trend has been toward the view that leaders emerged or were appointed in different ways in different communities with different church orders. Is there any evidence of a rite associated with this? Rather than discuss the question simply as a New Testament issue, it is best to look at it with an eye to subsequent developments.

The New Testament mentions the laying on of hands on four main occasions that could be important for consideration of the sacrament of orders (Acts 6:6; 13:3; 1 Tim. 4:14; 2 Tim. 1:6; cf. 1 Tim. 5:22). Scholars do not agree on the background of this Christian action, whether it was borrowed from a supposed Jewish rite of ordination or was derived from more general Old Testament influences or was primarily a Christian introduction. Nor is there agreement that in these instances the function and the meaning of the gesture are the same.

In Acts 6:6 the seven are chosen in Jerusalem by the whole body of disciples for appointment by the apostles, who pray and lay their hands on them. In Acts 13:1–3, Barnabas and Saul are set apart in the church at Antioch for a mission in obedience to a command of the Holy Spirit. After fasting and prayer they (the prophets and teachers? others?) lay hands on Barnabas and Saul and send them on their mission. They are understood to be sent out by the Holy Spirit (Acts 13:4). In neither of these cases do scholars agree about the function or the meaning of this imposition of hands. The second especially may have been no more than a blessing or the acknowledgment of a mandate (cf. Acts 14:26, which may interpret this rite in saying that they were commended to the grace of God for this work). One other text from Acts makes an interesting parallel. According to Acts 14:23, Paul and Barnabas appointed elders in every church with prayer and fasting. The mention of prayer and fasting and the absence of reference to the laying on of hands are worth noting, though it could well be that the latter is assumed.

Although there is also disagreement as to the meaning of the imposition of hands in the two instances from the Pastoral Epistles (1 Tim. 4:14; 2 Tim. 1:6), perhaps there is a firmer consensus that it is part of what may be called with greater confidence an ordination rite. The choice of Timothy may have been made by prophetic utterance (1 Tim. 1:18; 4:14; cf. Acts 13:2), and the core of the rite by which he was commissioned is presented as the laying on of hands done by the body of presbyters and by Paul (1 Tim. 4:14; 2 Tim. 1:6). Probably this was done in public (cf. 2 Tim. 2:2 “in the presence of many witnesses”). In or through this rite a spiritual gift, a gift of God has been conferred. This gift is at the service of the Word, strengthening Timothy to bear public witness to the gospel (2 Tim. 1:8–14). He is warned “do not neglect” (1 Tim. 4:14); he is to “rekindle” this gift of God that he has received, and in fact, the last two chapters of 1 Timothy envisage a broad range of responsibility for the apostolate and the community. It is a power that enables him to carry out his ministry, a charisma for the office that he has received. Here we have the makings of a later, explicitly “sacramental,” understanding of such a rite.

No doubt these texts, partial as they are, represent different situations of time and place. They may not simply be collated in the expectation that the ensemble will provide the ordination rite of the early church or of Paul. Scholars maintain that the pattern of ministry, its understanding, and its mode of appointment or recognition, may be more varied than has been acknowledged in the past. In addition, as has been pointed out, the precise influences that led to the Christian use of the laying on of hands are unclear, and so the meaning of this action, and in some cases, its role, are also unclear. It is not evident that some such form was always and everywhere used during the New Testament period or indeed for some time after it, nor is there any probability that all these elements were present on all occasions. But neither can it be proved from the evidence of the New Testament that such a form was exceptional. Elements do undoubtedly emerge from the church of the New Testament that will influence all later generations and that will in fact endure.

Subject to all the qualifications that have been made, the following may serve as a summary of some of the points from the New Testament that will be prominent also in the subsequent tradition. In the appointment of ministers to positions of leadership, the whole local body of the church, and yet also particular ministers or groups of ministers, have an important role. The context of worship, of prayer and fasting, is mentioned, suggesting a liturgical setting and referring the ministry and appointment to it by God. Hands are laid on the candidate by a group within the church and/or by such individuals as Paul and Timothy. What the church does through its corporate action or through its leaders is regarded as inspired by the Holy Spirit, and through the church’s choice and the liturgical action, God provides for the church and gives a spiritual gift that in some way endures. This interworking of God-church-special ministers is to be noted, as is the religious form of the prayer-fasting-liturgical rite that is part of it.

Post-New Testament Developments

During the second century, episcopacy, presbyterate, and diaconate emerge almost everywhere as the most important ministries and form what will be the universal pattern. From the letter of Clement onward, correspondences are noted between the Jewish structure of authority and the Christian. Ignatius of Antioch already presents the bishop as an image of the Father, and here and elsewhere bishop, presbyter, and deacon are related in a variety of ways to God and to Jesus Christ. These comparisons manifest the conviction that the existence and the pattern of this ministry in the church are willed by God and mediate the authority and the power of God. Between God and the church is Jesus Christ, who came from God and from whom the power and the authority of the church originated historically. In the second and third centuries, a consensus may not yet have emerged as to the way the church commissions these ministers. Tertullian is the first that we know to use the Latin words ordo-ordinare-ordinatio as part of the Christian terminology.