LIBERTY UNIVERSITY SCHOOL OF DIVINITY

BOOK APPLICATION PAPER

"LEADING CROSS-CULTURALLY: COVENANT RELATIONSHIPS FOR EFFECTIVE

CHRISTIAN LEADERSHIP"

By

SHERWOOD G. LINGENFELTER

A Paper Submitted To Dr. Jones M. Kaleli

in partial fulfillment of the requirements for
The Course

GLST 650
Intercultural Communication

by
Sherilyn Howard
July 26, 2020
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LEADING CROSS-CULTURALLY

GENERAL OVERVIEW OF BOOK

Sherwood G. Lingenfelter's book Leading Cross-Culturally: Covenant Relationships for

Effective Christian Leadership, was an incredible book that combines theory and practice. It is an

insightful and exceptional resource in leadership cross-culturally. Lingenfelter has a Ph.D. in

Anthology from the University of Pittsburg, and he has worked over 20 years as a cross-cultural

ministry leader, 11 years as a provost and senior vice president at Biola University, and three

years at Fuller Seminary as Dean of the School of World Mission. He served as a professor of

Intercultural Studies for five years before his administrative appointment at Biola.1

Lingenfelter presents biblical reflections as he begins each chapter with case studies

drawn from his personal experiences. His use of empirical case studies helps illustrate principles

and insightful examples to assist the reader in understanding leadership in a cross-cultural

environment. "This book is about a conflict of worldviews inherent in cross-cultural and

multicultural relationships and the impact of that clash on the practice of leadership."2

Lingenfelter reminds the reader that the vision is God's, the mission is God's, and the work is

God's. Leading must be focused on God's good news and God's healing touch."3 He affirms the

covenant community as the highest priority. It is essential to distinguish between God's vision

and your vision. God-given vision flows from God's vision of the Kingdom. Lingenfelter

explores the challenge of building a community of trust with people from different cultural

backgrounds. Without vision, the community loses its sense of purpose and direction.4 `

1
Seong Eun Kim, “Book Review: Leading Cross-Culturally: Covenant Relationships for Effective
Leadership,” Christian Education Journal: Research on Educational Ministry (BIOLA University, 2009),
https://doi.org/10.1177/073989130900600225, accessed 7/20/20.
2
Sherwood G. Lingenfelter, Leading Cross-Culturally: Covenant Relationships for Effective Christian
Leadership (Grand Rapids: Baker Academic, 2008), 16.
3
Ibid., 35.
4
Ibid., 42.
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LEADING CROSS-CULTURALLY

He further notes a case study in chapter three called Kingdom Values and Rewards. He

cites a conflict about priorities between a missionary couple from Korea, and a Muslim convert

from North Africa. He states, "Both the African and the Western partners in this African context

gave greater priority to their cultural values from working relationships than to kingdom

values."5 During the presidential election of President Barack Obama, I was asked several times,

who I had chosen for the election. As an African American, I was honored to have lived to see a

black man run for president of the United States. Yet, I refused to answer the question directly

because I had a dilemma. I had to ask myself, are you a Christian first or black first. I came to

this conclusion. When I stand before God to answer for how I lived my life, there will be no

questions about being a male or female, African American or Caucasian, republican or democrat.

God would want to know about my life as a Christian. I had to learn to focus on my identity as a

Christian because nothing else mattered except my kingdom values. This is a value that I must

always keep in the forefront of my ministry. Kingdom values come first!

Lingenfelter stated that learning to build trust is essential. Trying to do things in our way

or culture is not beneficial when trying to partner with others in a cross-cultural ministry or any

other ministry. I learned through the Aukan Translation Project case study that like Louis, I must

avoid the natural tendency to judge someone as uncooperative.6 If I take the time to step back

and examine my motives and expectations, I might find that correcting my understanding of the

actions of those I am attempting to partner with may be unrealistic.7 We must all learn to listen

carefully and acknowledge one another with an attitude of respect and acceptance.8 It is through

the gift of the Holy Spirit that I will be enabled to examine my motives.

5
Ibid., 47.
6
Ibid., 65.
7
Ibid., 65.
8
Ibid., 66.
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LEADING CROSS-CULTURALLY

I also absorbed a substantial amount of knowledge in the chapter on the Covenant

Community. He cites a case study called the Strawberry project, which he states, the highest

priority in the strawberry project is the "power default." As I was reading about how the farmers

would default back to their cultures, it reminded me about working with people from different

denominations. We are all Christians; however, some have a different expectation about

Christianity than others. It was important for Jim to consider the cultural values of the farmers,

and equally crucial for him to consider family cultural values when dealing with other Christians,

especially those cross-culturally.

This chapter has helped me understand the depths of a pastor, my husband, and I worked

with at another church. I was at the point that I did not wish to work with him, and I told my

husband he was weak and allowed others to take over. I was especially upset when he gave me

an assignment. I'd started the task, and someone other than the pastor would give me different

instructions. I'd tell them I was following the pastor's instructions. She'd state, he didn't know

what he was talking about, and she would confront him. About ten minutes later, he approached

me and instructed me to discontinue the task. The more I worked with him, the less I liked him.

He was continually allowing other women to usurp his authority. He would ask my husband to

go to meetings with him when he thought he would be challenged so that my husband could deal

with the conflict on his behalf. I recently learned a little more about his background. He is the

only son from a single mom household with four sisters. He is used to be being subordinate to

females. The females of his church take advance of him and misrepresent him. I realized this

pastor was dealing with cultural issues in his family. With the acknowledge I have now, I will be

able to understand and work with him better. I believe he needs to be encouraged that he has

value and is responsible for making the right decisions based on the vision God has given him.
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LEADING CROSS-CULTURALLY

As Lingenfelter continues in the chapter, Creating Covenant Community, I learned that

"training for a covenant community team must lead participants to understand the difference

between how one behaves in one's default culture, and how one behaves in a covenant

community."9 Therefore, I must learn not to permit my default culture to influence the covenant

community. Training for a covenant community team must involve the work of the Holy Spirit to

transform the motivation and actions of myself and those in a covenant relationship with me.10

Trustworthy leadership has allowed me to focus not only on the team project but

covenant community teamwork as well.11 Priority must be given to forming a covenant

relationship. It is vital to enable the team leader to be objective, and support decisions while

allowing the team to translate vision and values into action.12

Lingenfelter brings a balance between the problems inherent in cross-cultural leadership

to bring effectiveness in our cross-cultural ministry. It has helped me to be aware of and sensitive

in my approach and strategic planning in cross-cultural leadership. He presents jewels in this

reading that can be absorbed in cross-cultural leadership and leadership within the culture we

encounter daily.

9
Ibid., 84.
10
Ibid., 84.
11
Ibid., 92.
12
Ibid., 92