Date of Award

2024

Document Type

Dissertation

Degree Name

Doctor of Philosophy

College

College of Education and International Services

Program

Leadership PhD

First Advisor

Diana Ming

Second Advisor

Kathy Purnell

Third Advisor

Hyveth Willliams

Abstract

Problem

The Seventh-day Adventist Church is confronting an unsettling reality in the 21st century. A considerable body of literature has highlighted an escalating attrition rate, with the 'Ministry journal reporting in April 2019 that almost 50% of new converts eventually abandon their commitment (Thomas, 2019). Other data collected by the World Church through its Office of Research include statistics and archive information that confirm the losses (Knott, 2016; Trimm, 2023). After all the baptisms, membership transfers, professions of faith, and accessions, the worldwide Seventh-day Adventist Church is netting one new member per church per year. Since 1965, roughly 4 out of 10 new members have chosen to leave (2023). While the gathered information is staggering, we still do not fully understand the drivers behind the exits. Evidence suggests that whole conferences are impacted, and some might have to close due to the alarming sparseness of human capital (Thomas, 2019). Missiologists have also documented acknowledgment that many leaders have misinterpreted the Seventh-day Adventist Organization’s Mission (Höschele, 2004; Kuhn, 2016; Thomas, 2019). The result is a display of deep problems centered around the failure to cultivate tender relationships and inspire passions for discipleship. The trend to remain traditional in behaviors that are not working continues, leaving churches with few operational tools to confront the hemorrhaging damage with concrete nurturing and reclamation plans. So much is not known of the real-life religious experiences of the newly baptized members as they contend with the processes within their new environment. In addition, how they feel about their acclimation to church membership is not known. According to Ng (2013), church leaders have been slow to understand that these ordinary members are the chief assets of the faith community. Many have not focused on structure or practical ways to retain them.

Method

This research was designed as a generic qualitative, descriptive investigation. It carefully addressed a central question: What do new Seventh-day Adventist believers describe in their real-life church situation, including the processes, events, and characteristics of their leadership emergence? This rich, in-depth descriptive study aimed to understand how new converts of the Seventh-day Adventist Church made meaning of this situational phenomenon by finding answers to investigative questions. The exploration encompassed selected individuals, seeking their fire and zeal experiences or lack thereof, enhanced by their overall development and discipleship as leaders within the parameters of observing recurring patterns and themes. This qualitative study used data from semi-structured interviews to investigate the process of their development and subsequent selection into leadership roles (2023; D. Clandinin, Connelly, F., 2000). Ten individuals participated in this rigorous knowledge discovery of their direct experiences. The realities involved an in-depth investigation of a wide range of detailed information from each case under review. The importance of developing disciples, and understanding the lived experiences of the participants to discover the meaning they derive from these experiences brought worth to the study, and through the storytelling, true events were connected and explained (Chandler et al., 2015). The thoughtful and deliberate planning led to face-to-face interviews in a neutral setting. The study utilized the language and voice through texts that were derived from the interviews of each volunteer participant.

Results

The study results produced evidence of the difficulty of pastoral leaders acting in deliberate ways that showed they understood the religious landscape has been reshaped and the trend of new members exiting is real in the United States. Therefore, it is a daunting issue within the Seventh-day Adventist Church. Hard work and hard decisions must be made in this changing religious environment when it comes to leading. An intentional effort must be made to connect and involve new believers in growth opportunities that will give them a sense of belonging as they emerge as new Christian leaders within the family of God. The participants’ perspectives gave rise to experiences expressed through the context of the seven prevailing themes. In order of their prominence, they are Discipleship, Mentoring, Fellowship, Training, Ministry Service, Church Environment, and Length of Experience. Current research on leadership development of new members or newly baptized members also reports findings similar to those found in this study. These themes offer insight into what's missing in many churches, including the Seventh-day Adventist Church, regarding helping new members adjust to the church's membership and retention after joining. Additionally, after newly baptized members have been brought into the Church, it seems to not have a plan to develop them as leaders. This research sought to discover how to do both. That is the basis of this study.

Conclusion

The scope and importance of this real-life church situation is described by Ellen G. White (1911) who pointed out, “When the mind of man is brought into communion with the mind of God, the finite with the Infinite, the effect on body and mind and soul is beyond estimate. In such communion is found the highest education. It is God's own method of development” (p.126). Therefore, the voices of the participants of this study are powerful because they give critical insight of their experienced journeys into leadership, unique from most other newly baptized Seventh-day Adventists primarily because of the discipling by their respective churches. WagenerSmith (2021) gives credence to the spiritual dilemma and challenges of growing new believers in leadership roles. He claims that “micro-shifts in the role of ministers” is necessary for competence in effectively identifying how to lead a “new group in their current reality” (p. 17). I believe that the biblical model needs to be restored, along with the early Adventist approach. The synoptic gospels unveil the twelve disciples of Jesus being sent out with divine authority to preach in their master’s name (Mark 3: 13-19). The spiritual urgency is to recreate that environment of Christian service; thereby, the new believers have a chance to become influencers of great significance in the work of salvation. I fully realize through discovery that the evolving religious landscape brings complicated spiritual issues to focus in the United States of America. The claim from many that we are a non-religious population, the cultural, and technological changes of the 21st century have created havoc or simply different conditions for contemporary Adventism; therefore, new believers have struggled to find their place within churches. This study sought to find solutions that offered a roadmap to transformative spiritual healthy experiences with God—the reason for the Seventh-day Adventist Church to be in existence. The participants delivered clear pictures of what was missing from receiving rich spiritual, engaging experiences. Accordingly, we need to create administrations that are equipped with knowledge and deep faith to pastor these ardent believers who have personally converted and are ready for discipleship.

Subject Area

Leadership; New church members; Seventh-day Adventists

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