Ministry Behavioral Competencies

1. Introduction: The Imperative of Contextual Translation in Ministry Leadership
1. 1.1 The Theoretical Architecture: The Competing Values Framework and Workplace Behavioral Profile
2. Ministry Behavioral Competencies Domain I: The Collaborate Quadrant (Clan Culture)
3. Ministry Behavioral Competencies Domain II: The Create Quadrant (Adhocracy Culture)
4. Ministry Behavioral Competencies Domain III: The Control Quadrant (Hierarchy Culture)
5. Ministry Behavioral Competencies Domain IV: The Compete Quadrant (Market Culture)
6. Synthesis: The Executive Leader as “Meta-Steward”
7. Summary Competencies Map
1. Works cited

A Competency Model for Executive Leadership in Nonprofit and Parachurch Ministry

1. Introduction: The Imperative of Contextual Translation in Ministry Leadership

The landscape of executive leadership within the nonprofit and parachurch sectors is undergoing a profound transformation. As students and practitioners in the Doctor of Organizational Leadership and Innovation (DOLI) program at City Vision University, you stand at the intersection of rigorous management theory and deep theological conviction. You are tasked not merely with running organizations but with addressing society’s most intractable problems—addiction, poverty, homelessness, and spiritual emptiness—in the name of Jesus.1 To equip you for this task, we employ the Workplace Behavioral Profile (WBP), a diagnostic tool rooted in the established Competing Values Framework (CVF, see diagram below). However, utilizing a tool designed primarily for secular business environments requires a sophisticated process of translation. The nomenclature of the marketplace—terms like “market share,” “competitive advantage,” and “control”—can often ring hollow or even dissonant to the ears of a ministry leader whose ultimate bottom line is transformed lives rather than financial profit.

This report serves as that translational bridge. It is designed to take the validated competencies of the CVF and reinterpret them through the lens of Christian nonprofit leadership, called the Ministry Behavioral Competencies (MBC). The goal is to provide a robust, empirically grounded, and theologically integrated competency model that honors the unique dynamics of leading rescue missions, parachurch ministries, social enterprises, and community development organizations.2

1.1 The Theoretical Architecture: The Competing Values Framework and Workplace Behavioral Profile

The Competing Values Framework (shown above), developed by Quinn and Cameron, remains one of the most influential models for understanding organizational culture and leadership effectiveness. It organizes organizational behavior along two primary axes: the tension between flexibility and stability, and the tension between an internal focus and an external focus.4

In the secular business context, these axes create four distinct quadrants:

Clan (Collaborate): Focused on human development, participation, and teamwork.
Adhocracy (Create): Focused on innovation, agility, and vision.
Hierarchy (Control): Focused on efficiency, process reliability, and compliance.
Market (Compete): Focused on goal achievement, market share, and profitability.

For the nonprofit executive, these quadrants remain structurally valid but functionally distinct. The “Market” is not about defeating a rival business but about battling the systemic forces of poverty and injustice. “Control” is not about bureaucratic stifling but about the holy stewardship of donor resources. “Collaborate” is not just employee satisfaction but the cultivation of a discipleship community. “Create” is not just product R&D but prophetic innovation to reach a changing culture.7

The following sections provide an exhaustive analysis of these four domains. For each, we establish the theological and theoretical context and then detail five to six specific executive competencies tailored for the DOLI student context. These competencies are derived from a synthesis of nonprofit management best practices, biblical leadership principles, and the specific accreditation and operational standards of the evangelical nonprofit sector.

While Competing Values Framework focuses on Organizational Culture, the Workplace Behavioral Profile (WBP) is a complement that maps individual competencies into the competing values framework as shown below. The challenge for many ministry leaders in using the WBP is that it is written for secular business contexts, so a translation of the competencies into ministry contexts is needed.

2. Ministry Behavioral Competencies Domain I: The Collaborate Quadrant (Clan Culture)

Ministry Translation: The Culture of Discipleship, Incarnational Community, and Volunteer Engagement

In the standard Workplace Behavioral Profile, the Collaborate quadrant emphasizes the leader’s role as a Facilitator, Mentor, and Empathizer.9 The focus is on “doing things together,” building cohesion, and managing interpersonal relationships. In the context of a rescue mission, a church-planting network, or a social service agency, this domain expands to encompass the theological concept of Koinonia (fellowship) and the imperative of Discipleship.

The nonprofit executive does not merely manage a workforce; they shepherd a community. This community is often a complex hybrid of paid professionals, vocational missionaries, and unpaid volunteers.10 Furthermore, in many City Vision University contexts—such as addiction recovery ministries—the staff often includes program graduates or individuals in recovery, requiring a leadership style that is highly trauma-informed and deeply relational.12 The “Collaborate” domain, therefore, is where the theology of the priesthood of all believers intersects with modern human resource management.

Competency 1: Discipleship and Mobilization Systems

Definition: The ability to design and sustain high-impact systems that treat all stakeholders as essential partners in ministry who are discipled through their service (at least for those stakeholders who are Christian). This competency transcends basic coordination; it involves the strategic integration of stakeholders into discipleship strategies, creating pathways for their spiritual formation and leadership development.14

Theological & Theoretical Context:

The secular view of stakeholders often focuses on resources provided. The ministry executive, however, views stakeholders (staff, volunteers, board, donors, program participants, etc.) through Ephesians 4:11-12—the equipping of the saints for the work of ministry. The leader must shift the organizational culture from “doing ministry for people” to “equipping people to do ministry.” This requires a shift from a scarcity mindset (using stakeholder to plug holes) to an abundance mindset (deploying the spiritual gifts of the body of Christ).

Behavioral Indicators:

The executive demonstrating this competency moves beyond ad-hoc recruitment to build a “leadership pipeline” for volunteers, interns and program graduates. They implement systems where people are interviewed not just for skills but for spiritual fit and calling. They design roles that offer genuine responsibility—such as cabinet-level volunteer positions or specialized consulting roles—rather than reserving all authority for paid staff. Crucially, they structure the experiences to be transformational for the individual, embedding prayer, training, and reflection into the service cycle so that the volunteer grows in their faith as a direct result of their engagement. The leader also ensures that the organization measures the impact of volunteers on the mission, rather than just tracking the number of warm bodies in the room.

Competency 2: Cross-Cultural Intelligence and Reconciliation Leadership

Definition: The capacity to lead diverse teams effectively, creating an environment of psychological safety and belonging across lines of race, class, gender and background. This involves active engagement in “reconciling communities,” recognizing that many ministry contexts (especially urban ones) bring together affluent donors, suburban volunteers, and both urban/suburban staff/beneficiaries.17

Theological & Theoretical Context:

For ministries serving the poor or addicted, the internal staff culture often spans a vast socioeconomic spectrum. A “Clan” culture in this context cannot assume a homogeneous set of cultural norms. The executive must possess high “Cultural Intelligence” (CQ), understanding that “professionalism” is often culturally coded. Theologically, this is rooted in the Pauline vision of the “One New Man” (Ephesians 2:15), where dividing walls of hostility are broken down.

Behavioral Indicators:

The executive actively develops organizational policies and norms ensuring that advancement opportunities are accessible to staff from under-resourced backgrounds. They facilitate “courageous conversations” about cross-cultural topics, not as political exercises but as spiritual imperatives. They demonstrate the ability to code-switch and mediate between different cultural stakeholders—for instance, explaining the street-level reality of addiction to a corporate board while simultaneously affirming the dignity and agency of staff in recovery. They build a culture where stakeholders from different cultural backgrounds are not just tolerated but leveraged as a strategic asset for solving complex community problems.

Competency 3: Trauma-Informed Ministry

Definition: The ability to operationalize the principles of Christian trauma-informed ministry—safety, trustworthiness, choice, collaboration, and empowerment—into the management of staff, organizational culture and service to clients. This is critical for preventing vicarious trauma and burnout among staff who work daily with high-acuity populations (e.g., homelessness, trafficking, addiction).12

Theological & Theoretical Context:

Ministry staff are often “secondary survivors,” absorbing the trauma of the people they serve. A standard business “Collaborate” competency might focus on “work-life balance,” but the ministry executive must go deeper into “vocational resilience.” The leader understands that a chaotic or punitive organizational culture can re-traumatize both staff and clients.

Behavioral Indicators:

The leader establishes non-negotiable rhythms of rest and debriefing, normalizing the need for counseling and spiritual direction. They recognize the signs of “compassion fatigue” and “moral injury” in their teams and intervene proactively, rather than waiting for a breakdown. In decision-making, they prioritize transparency to build trust, recognizing that secrets and triangulation are hallmarks of traumatic systems. They design physical and relational environments that lower anxiety, ensuring that the “internal weather” of the organization provides a safe harbor for staff who are facing storms in their ministry work.

Competency 4: Spiritual Formation and Soul Care Stewardship

Definition: The active stewardship of the spiritual vitality of the organization. The executive acts as a “Chief Spiritual Officer,” ensuring that the demands of professional excellence do not cannibalize the spiritual life of the worker. This involves integrating spiritual disciplines into the workday and validating “being with God” as productive work.20

Theological & Theoretical Context:

In the “business of ministry,” it is dangerously easy for professional competence to outpace spiritual character. This competency addresses the “holistic” nature of the DOLI program outcomes 1, emphasizing that the leader’s primary contribution is their own transformed soul.

Behavioral Indicators:

The executive models vulnerability and dependence on God, rather than projecting an image of tireless self-sufficiency. They institute policies that protect the Sabbath, discouraging emails and work demands on days off. They allocate budget and time for staff spiritual retreats, viewing this not as a perk but as a maintenance requirement for the ministry’s “human capital.” They discern the difference between a performance issue and a spiritual crisis, applying pastoral wisdom alongside management correction. They ensure that corporate worship and prayer are central, not peripheral, to the operational rhythm of the headquarters or ministry site.

Competency 5: Participatory Governance and Stakeholder Inclusion

Definition: The skill of creating “listening loops” and governance structures that authentically include the voices of all stakeholders—especially the beneficiaries of the ministry—in strategic decision-making. They follow effective missiology ensuring an organizational cultural center that is not too distant from clients, while adapting through leaders who can code-switch to communicate with various stakeholders. This moves the organization from a “provider-client” dynamic to a collaborative community.22

Theological & Theoretical Context:

Traditional “Hierarchy” models often exclude the very people the ministry aims to serve. A “Collaborate” approach in ministry requires a flattening of power structures, recognizing that the Holy Spirit speaks through the poor and marginalized just as clearly as through the executive suite.

Behavioral Indicators:

The leader structures the Board of Directors or advisory councils to include representation from the community served (e.g., alumni of the recovery program). They use participative methodologies for strategic planning. They resist the temptation to insulate leadership from the “messiness” of the front lines, instead maintaining regular, meaningful contact with program participants to ground their decision-making in reality. They view dissent not as insubordination but as valuable data, fostering a culture where truth can be spoken to power without fear of retribution.

3. Ministry Behavioral Competencies Domain II: The Create Quadrant (Adhocracy Culture)

Ministry Translation: The Culture of Prophetic Innovation, Social Entrepreneurship, and Missional Adaptation

The Create quadrant in the WBP is defined by the roles of Visionary, Innovator, and Motivator.4 In the corporate sector, this drives product development and market disruption. In the ministry context, this quadrant is the domain of the Apostolic Entrepreneur. It addresses the critical need for “Adaptive Leadership” in a post-Christian context where traditional models of church and charity are increasingly ineffective or financially unsustainable.

For the DOLI student, this is where the “Innovation” in their degree title comes to life. It involves navigating the “neutral zone” between the dying past and the emerging future, requiring a high tolerance for ambiguity and a willingness to take “faith-filled risks”.8

Competency 6: Missional Social Entrepreneurship and Hybrid Modeling

Definition: The ability to conceive, launch, and scale revenue-generating ventures that simultaneously advance the mission. This moves the organization beyond total dependency on donations toward a hybrid financial model (e.g., thrift stores, social enterprise cafes, affordable housing developments) that creates jobs and funds ministry.2

Theological & Theoretical Context:

The “Create” domain in ministry is shifting from “program creation” to “business creation.” This competency integrates business acumen with missional intent, often referred to as “Business as Mission” (BAM) or “Redemptive Entrepreneurship.” It challenges the sacred-secular divide by viewing commerce as a valid vehicle for Kingdom impact.

Behavioral Indicators:

The executive demonstrates the ability to write and execute a business plan, understanding concepts like “gross margin,” “customer acquisition cost,” and “break-even analysis.” However, they also measure “Social Return on Investment” (SROI), tracking how employment in the enterprise contributes to a recovery client’s stability. They foster an organizational culture that celebrates experimentation and tolerates “smart failure” as learning. They identify underutilized organizational assets—such as real estate, kitchen capacity, or intellectual property—and monetize them to create sustainable revenue streams that insulate the ministry from donor fatigue.

Competency 7: Adaptive Leadership and Change Management

Definition: The capacity to lead an organization through complex, systemic change where no clear technical solution exists. This involves diagnosing the difference between “technical problems” (which can be solved with existing know-how) and “adaptive challenges” (which require new learning and changes in values/beliefs).8

Theological & Theoretical Context:

Churches and parachurch ministries are often bound by “sacred cows”—traditions that have elevated to the status of doctrine. The executive in the “Create” quadrant must function as a “Prophetic Disruptor,” challenging the status quo without destroying the community’s DNA.

Behavioral Indicators:

The leader effectively “regulates the heat” during change processes, keeping the organization in a zone of productive disequilibrium—uncomfortable enough to change, but safe enough not to panic. They construct a “Theory of Change” that logically connects visionary aspirations with concrete programmatic outcomes.28 They manage the grief associated with ending legacy programs, honoring the past while insisting on the future. They act as an “organizational anthropologist,” constantly scanning the external environment (demographics, culture, technology) to anticipate necessary pivots before a crisis forces them.

Competency 8: Digital Ministry Ecosystem Development

Definition: The strategic capability to leverage technology not just for marketing, but for ministry delivery and digital discipleship. This involves moving beyond “streaming content” to creating online communities of practice and using digital tools to democratize access to help and hope.29

Theological & Theoretical Context:

Innovation in the 21st century is inextricably linked to the digital realm. The DOLI program emphasizes “radically affordable and practical online education” and “technology and innovation”.12 The executive must view the internet not as a billboard but as a mission field.

Behavioral Indicators:

The executive champions a “digital-first” or hybrid strategy, ensuring that the ministry’s content and services are accessible to those who cannot physically attend. They invest in Learning Management Systems (LMS) or app-based tools to scale training and care. They utilize data analytics to track “digital engagement pathways,” understanding how an online seeker becomes a donor, volunteer, or disciple. They navigate the ethical implications of AI and data privacy, ensuring that technology serves human flourishing rather than commodifying users.

Competency 9: Practical Action Research and R&D

Definition: The systematic use of research methodologies to test, validate, and improve ministry interventions. This transforms the organization into a “learning laboratory,” similar to how Stanford serves Silicon Valley, but applied to social problems like addiction or poverty.1

Theological & Theoretical Context:

Innovation without evaluation is merely novelty. The “Create” quadrant requires the discipline of the scholar-practitioner. This competency aligns with the DOLI requirement for Action Research Projects, emphasizing that ministry leaders must be producers of new knowledge, not just consumers.

Behavioral Indicators:

The leader instills a “hypothesis-testing” mindset, where new programs are launched as pilots with clear metrics for success. They are proficient in gathering and synthesizing qualitative and quantitative data to inform strategic pivots. They document and disseminate findings to the broader field, contributing to the “open source” knowledge of the Kingdom. They actively collaborate with academic institutions (like CVU) to bring rigorous evaluation to grassroots ministry efforts, bridging the gap between the academy and the street.

Competency 10: Theological Contextualization and Visionary Storytelling

Definition: The ability to articulate a compelling future vision that is culturally relevant yet theologically orthodox. This involves “translating” the eternal truths of the Gospel into the specific language, aesthetics, and felt needs of the target community.31

Theological & Theoretical Context:

Vision in a secular sense is about market dominance; in ministry, it is about “Prophetic Imagination”—helping people see a world reconciled to God. The leader must be a “meaning-maker,” providing the theological narrative that makes innovation safe and desirable for the constituency.

Behavioral Indicators:

The executive communicates a vision that connects the “what” (programs) to the “why” (theology). They use storytelling to bridge the gap between the donor’s resources and the beneficiary’s need, without exploiting the beneficiary’s pain. They ensure that “innovation” does not become “mission drift” by constantly anchoring new initiatives in the organization’s founding charism and biblical mandate. They inspire “faith-filled generosity,” calling donors to participate in a vision that is too big to achieve without divine intervention.

4. Ministry Behavioral Competencies Domain III: The Control Quadrant (Hierarchy Culture)

Ministry Translation: The Culture of Stewardship, Integrity, and Operational Excellence

The Control quadrant, often maligned in modern management discourse as “bureaucratic,” is rehabilitated in the nonprofit sector as the domain of Stewardship. In the WBP, this domain includes the Regulator, Monitor, and Coordinator roles.9 For the ministry executive, this is the foundation of trust. Without “clean hands” (financial integrity), “safe environments” (risk management), and “orderly processes” (operations), a ministry disqualifies itself from public service and dishonors God.

For DOLI students, often leading organizations with budgets in the millions, this quadrant is not about micromanagement; it is about Fiduciary Governance. It is the practical application of the biblical mandate that “it is required of stewards that they be found faithful” (1 Cor 4:2).33

Competency 11: Fiduciary Governance and Compliance Standards

Definition: The mastery of nonprofit financial, legal, and ethical standards, specifically adherence to bodies like the Evangelical Council for Financial Accountability (ECFA). This involves ensuring the organization is unimpeachable in its use of donor funds and board operations.34

Theological & Theoretical Context:

Financial transparency is a form of witness. The “Control” competency here is about protecting the ministry from scandal. The executive must understand the distinction between “governance” (the board’s role) and “management” (the staff’s role) and actively facilitate the board’s ability to hold the organization accountable.

Behavioral Indicators:

The executive facilitates board meetings that rigorously review financial statements, audit reports, and executive compensation, welcoming scrutiny rather than avoiding it. They implement internal controls (e.g., segregation of duties) that prevent fraud. They ensure compliance with all IRS regulations (Form 990) and state solicitation laws. They educate the board on their legal duties (Duty of Care, Loyalty, and Obedience), ensuring that the governance structure is robust enough to weather crises.

Competency 12: Risk Management and Safeguarding Policy

Definition: The development and enforcement of rigorous policies that protect the most vulnerable (children, addiction recovery clients, abuse survivors) and the organization itself. This includes legal compliance, insurance strategy, and crisis management protocols.33

Theological & Theoretical Context:

Ministries often serve populations that are highly vulnerable to abuse or exploitation. “Control” here is an act of justice and protection. The executive acts as a “Watchman,” identifying potential threats—legal, physical, or reputational—and establishing boundaries to prevent them.

Behavioral Indicators:

The leader champions a “zero tolerance” culture regarding abuse, implementing mandatory background checks, “two-adult” rules, and mandatory reporting training. They maintain a comprehensive risk registry, regularly reviewing insurance coverage for liability, property, and directors/officers (D&O). They develop and rehearse crisis communication plans, ensuring the organization can respond with truth and grace during a PR crisis or natural disaster. They navigate the complex legal landscape of religious hiring (Ministerial Exception) with ethical precision.

Competency 13: Operational Theology and Systems Architecture

Definition: The ability to build organizational systems (IT, HR, Facilities) that reflect theological values. This view posits that “how we do the work” is as important as “what work we do.” Excellence in operations is an act of worship and respect for the dignity of staff and clients.38

Theological & Theoretical Context:

Chaos in a ministry environment is often spiritualized as “relying on the Spirit,” but it frequently leads to staff burnout and poor service. The executive in the “Control” quadrant understands that good systems liberate people to do ministry.

Behavioral Indicators:

The executive implements project management systems (e.g., Asana, Monday.com) that clarify roles and reduce anxiety. They design HR policies that offer dignified wages and benefits, rejecting the “poverty mentality” that exploits ministry workers. They ensure facilities are maintained with excellence, communicating to the poor that they are worthy of a beautiful and functioning space. They optimize administrative workflows to minimize overhead, maximizing the percentage of funds that go directly to program impact.

Competency 14: Data-Driven Impact Evaluation

Definition: The rigorous collection and analysis of data to prove program efficacy. It moves beyond “anecdotal evidence” (stories of one success) to “empirical evidence” (statistical validity of change), ensuring resources are directed toward what actually works.40

Theological & Theoretical Context:

“Faith” does not excuse a lack of evidence. The “Control” domain demands intellectual honesty. The DOLI program emphasizes the use of Action Research to solve practical challenges.2 This competency requires the leader to confront the “brutal facts” of program performance.

Behavioral Indicators:

The leader defines clear Key Performance Indicators (KPIs) for “soft” outcomes like spiritual growth or mental health stability, utilizing validated survey instruments. They invest in database systems (CRM) to track long-term outcomes of program graduates. They use data to make difficult decisions, such as closing programs that—while popular—are ineffective. They report on “Impact” (change in condition), not just “Outputs” (meals served), providing donors with an honest return on their investment.

Competency 15: Strategic Resource Allocation and Budgeting

Definition: The alignment of financial resources with strategic priorities. This involves the “Control” of the budget not just to prevent overspending, but to ensure that money flows to the areas of highest mission criticality.33

Theological & Theoretical Context:

The budget is a theological document; it reveals what the organization truly loves and trusts. The executive must act as the primary architect of this document, balancing faith (projected income) with prudence (expense control).

Behavioral Indicators:

The executive leads a budgeting process that creates ownership among department heads. They establish operating reserves (e.g., 3-6 months of cash) to ensure stability. They practice “scenario planning,” creating contingency budgets for best-case, worst-case, and likely financial scenarios. They ensure that restricted funds (donor-designated gifts) are tracked and used strictly for their intended purposes, honoring the donor’s intent as a sacred trust.

5. Ministry Behavioral Competencies Domain IV: The Compete Quadrant (Market Culture)

Ministry Translation: The Culture of Kingdom Impact, Advocacy, and Strategic Resource Mobilization

The Compete quadrant (Market Culture) focuses on the Competitor, Producer, and Driver roles.9 In the business world, this is about beating the competition and gaining market share. In the ministry context, this language often creates resistance. However, if we reframe “The Competition” not as other ministries, but as the forces of darkness, poverty, addiction, and injustice, this quadrant becomes the domain of Zeal and Advocacy.

The executive in this domain acts as a Champion, aggressively fighting for the resources and influence necessary to achieve the mission. It is the “Market” culture redeemed for “Mission.” It focuses on external positioning, fundraising, and the urgency of the cause.43

Competency 16: Strategic Resource Mobilization (Fundraising)

Definition: The ability to aggressively and unapologetically invite partners to invest in God’s work. It reframes fundraising from “begging” to “ministry,” viewing the donor as a partner whose spiritual gift is giving. It involves the professional execution of capital campaigns, major donor moves management, and grant acquisition.45

Theological & Theoretical Context:

This is the direct translation of the “Producer” role—the appetite for hard work is directed toward fueling the mission. The executive understands that “vision without resources is a hallucination.”

Behavioral Indicators:

The executive demonstrates the “Theology of the Ask,” confidently presenting the opportunity to give as a spiritual blessing. They diversify revenue streams (individual, corporate, foundation, government) to ensure organizational resilience. They use “market segmentation” to tailor communications, ensuring the right message reaches the right donor. They are personally active in soliciting major gifts, modeling “boldness” for the development team. They track fundraising metrics (donor retention, acquisition cost) with the same rigor as a sales director.

Competency 17: Kingdom Advocacy and Public Influence

Definition: The skill of positioning the organization as a thought leader and voice for the voiceless in the public square. This involves “competing” for legislative attention and public sentiment to change the systemic conditions causing the need.42

Theological & Theoretical Context:

Charity treats the symptoms; advocacy addresses the systems. The “Compete” competency here is about fighting for justice (Isaiah 1:17). The executive must compete for the attention of policymakers against other interest groups.

Behavioral Indicators:

The leader builds strategic alliances with secular agencies, government bodies, and other faith groups to amplify impact (Collective Impact Model). They utilize media and public relations to shape the narrative around the cause (e.g., destigmatizing addiction), moving the organization from “service provider” to “social changemaker.” They negotiate effectively with city councils and zoning boards (often a hostile “market” environment) to secure space for ministry operations. They articulate a public theology that influences public policy without becoming partisan.

Competency 18: Outcome-Based Strategic Planning and Execution

Definition: The relentless pursuit of maximizing “Social Return on Investment” (SROI). It involves setting audacious goals (BHAGs) and driving the organization with urgency to achieve them. It rejects complacency and “good enough” ministry.2

Theological & Theoretical Context:

This translates “Emphasizing Speed” and “Producing Faster Outcomes” 9 into “Urgency for the Gospel.” If people are dying on the streets, speed matters. The executive focuses on results, not just activities.

Behavioral Indicators:

The leader instills a “culture of execution” where strategic plans are broken down into actionable quarterly sprints with clear ownership. They make tough decisions to prune “zombie programs” (programs that are alive but ineffective) to redirect resources to high-impact areas. They benchmark organizational performance against best-in-class peers (both secular and sacred) to drive continuous improvement. They maintain a relentless focus on the “bottom line” of transformed lives.

Competency 19: Brand Stewardship and Narrative Leadership

Definition: Managing the reputation and identity of the ministry in a competitive donor landscape. This involves clarifying the “Unique Value Proposition” of the ministry—why this organization is uniquely positioned to solve this problem.49

Theological & Theoretical Context:

In a crowded nonprofit marketplace, obscurity is a threat to the mission. The executive must compete for “mindshare.” This is not self-promotion but stewardship of the organization’s story.

Behavioral Indicators:

The executive articulates a clear, consistent brand voice across all channels. They protect the brand from dilution, understanding that trust is the currency of the nonprofit sector. They position the organization not as the hero, but as the guide (using StoryBrand principles), making the donor and the beneficiary the heroes of the story. They ensure that marketing materials are ethical, avoiding “poverty porn” that exploits clients for emotional engagement.

Competency 20: Strategic Partnerships and Network Weaving

Definition: The ability to move beyond competition with other ministries to “Coopetition” and deep collaboration. It involves identifying where the organization fits in the broader ecosystem of care and forming alliances to fill gaps.52

Theological & Theoretical Context:

While the “Market” domain implies competition, the Kingdom perspective implies unity. The “Compete” competency here is battling the inefficiency of the sector caused by fragmentation.

Behavioral Indicators:

The leader identifies other organizations with complementary strengths and pursues formal MOUs (Memorandums of Understanding) for referral and partnership. They are willing to “give away” credit or resources if it means the Kingdom advances. They participate in city-wide gospel movements, serving the whole city rather than just building their own empire. They leverage corporate partnerships, speaking the language of CSR (Corporate Social Responsibility) to unlock resources from the business sector.

6. Synthesis: The Executive Leader as “Meta-Steward”

The analysis of these four domains reveals that the effective DOLI graduate must function as a “Meta-Steward,” capable of high Behavioral Complexity. The “Competencies Map” provided in the original WBP 9 tracks a “Self” score against “Style.” The danger for the ministry leader is to retreat into a “comfortable” quadrant—typically Collaborate (because it feels “Christian”) or Control (because it feels “Safe”).

However, the “Meta-Steward” recognizes that:

Over-indexing on Collaborate without Compete leads to a “country club” ministry that loves people but accomplishes little.
Over-indexing on Compete without Collaborate leads to a toxic “sweatshop” ministry that burns out staff in the name of God.
Over-indexing on Create without Control leads to a “chaos factory” that generates ideas but lacks the stability to sustain them.
Over-indexing on Control without Create leads to a “museum” ministry that preserves the past but is irrelevant to the present.

The competency of the DOLI graduate is the ability to diagnose which quadrant the ministry needs in this specific season and to pivot their leadership style accordingly. They drive results like a CEO, shepherd hearts like a pastor, innovate like an entrepreneur, and govern like a trustee.

7. Summary Competencies Map

The following table summarizes the new ministry-specific competencies, mapping them directly to the original WBP domains and roles. This resource is designed for direct insertion into presentation slides or curriculum handouts to visualize the translation of the framework.

WBP/CVF Domain Culture Type

Ministry Context Translation

New DOLI Ministry Executive Competencies

COLLABORATE / Clan

(Internal / Flexible)

Discipleship & Fellowship

Focus: People, Formation, Community

1. Discipleship Systems: Transforming volunteers, interns & program graduates into ministers; high-commitment roles.

2. Cross-Cultural Intelligence: Leading diverse, reconciling teams; dismantling bias.

3. Trauma-Informed Leadership: Preventing vicarious trauma; creating psychological safety.

4. Spiritual Formation Stewardship: Integrating soul care; preventing vocational burnout.

5. Participatory Governance: Inclusion of beneficiary voices in decision-making.

CREATE / Adhocracy

(External / Flexible)

Biblical Innovation

Focus: Adaptation, Entrepreneurship

6. Missional Social Entrepreneurship: Hybrid revenue models; Business as Mission.

7. Adaptive Leadership: Guiding systemic change; dismantling “sacred cows.”

8. Digital Ministry Ecosystems: Tech for scale, access, and digital discipleship.

9. Practical Action Research: Using R&D to test and validate ministry interventions.

10. Visionary Storytelling: Contextualizing theology for cultural relevance.

CONTROL / Hierarchy

(Internal / Stable)

Stewardship & Integrity

Focus: Compliance, Safety, Trust

11. Fiduciary Governance: ECFA compliance; board independence; financial transparency.

12. Risk Management: Safeguarding vulnerable populations; crisis protocols.

13. Operational Theology: HR/IT systems that reflect human dignity and order.

14. Data-Driven Impact: Empirical evidence of program efficacy; truth in reporting.

15. Strategic Allocation: Budgeting as theological prioritization.

COMPETE / Market

(External / Stable)

Kingdom Impact & Advocacy

Focus: Results, Mobilization

16. Strategic Resource Mobilization: Fundraising as ministry; diversified revenue.

17. Kingdom Advocacy: Influencing policy; fighting systemic injustice.

18. Outcome-Based Execution: Maximizing SROI; urgency; pruning ineffective programs.

19. Brand Stewardship: Protecting reputation; StoryBrand narrative leadership.

20. Strategic Partnerships: “Coopetition”; network weaving; collective impact.

This expanded competency model provides the Doctor of Organizational Leadership and Innovation student with a comprehensive, validated, and theological framework for navigating the complexities of 21st-century ministry leadership. By mastering these domains, the executive ensures that their organization is not only spiritually vibrant but also organizationally robust, capable of sustaining long-term impact in a broken world.

Works cited

2025-2026 Catalog | City Vision University, accessed December 21, 2025, https://www.cityvision.edu/wp-content/uploads/2025/12/catalog.pdf
ORG702: Innovation Networks, Thought Leadership & Movement Building Course Online – City Vision University, accessed December 21, 2025, https://www.cityvision.edu/course/org702-innovation-networks-thought-leadership-movement-building/
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