I canโt think of anyone I know who likes church business meetings. Such people probably exist, but I have not met them. On the other hand, I know many Christians who willfully avoid congregational meetings and who tell horror stories about business meetings. They are dismissive at best, and often openly scornful, as if the church’s business is something distasteful.
Signs and wonders marked the beginning of the churchโs story. By comparison, todayโs churches feel tepid. The apostles perform miracles while we hold business meetings and form committees. Yet as the New Testament believers prayed and waited for the promised Spirit to fall upon them in obedience to Christโs command, Peter called for what appears to us to be something very much like an election.
It feels like a non sequitur. They have been waiting for the Spirit to move in their midst. Anticipation is growing. Why interrupt this merely to add another apostle to the list? Yet in Acts 1:19-22, Peter describes this as both โnecessaryโ and demanded by Scripture (Acts 1:19-22). They werenโt just killing time until the Spirit showed up. This item of church business was spiritual work.
Luke is vague about the process. Was this a vote or an anointing? Did they cast ballots or lots? He tells us they nominated (literally โput forwardโ) two candidates: Joseph and Matthias. We arenโt told much about them other than the broad qualifications outlined by Peter. They were with the other apostles โthe whole time,โ beginning with Johnโs baptism until the ascension. They had seen the risen Christ. There is no pitch given for either nominee.
Church Business by Ballot
What we do know is that the apostles prayed for guidance and expected God to decide between the two. โLord, you know everyoneโs heart,โ they prayed. โShow us which of these two you have chosen to take over this apostolic ministry, which Judas left to go where he belongsโ (Acts 1:24-25). The decision fell in favor of Matthias.
But the language Luke employs to describe their methodology is not what we would expect. This is not exactly what the priests did in the temple when making decisions. A lot was โcast.โ The priests wrote names on stones and placed them in a vessel which was shaken until one fell out.[1] Luke calls the ballot a โlot,โ but says that these lots were โputโ rather than โcast,โ which could suggest that the apostles made the choice by a vote.
Perhaps the difference is trivial. After all, itโs clear from their prayer that these early Christians believed that Godโs hand was in the result. A vote involves reflection, deliberation, and choice. God works in both. But casting a ballot includes a human element that the lot lacks. The insertion of a human factor seems to complicate the whole affair unnecessarily. Especially when one considers the vagaries of human volition. Differences in thinking often lead to conflict and competition. Decisions come after a messy process of persuasion and debate. A top-down approach seems far more efficient.
Shrinking Congregational Involvement
Although I donโt have scientific data to confirm it, my impression is that many pastors and church leaders these days are shying away from congregational involvement in decision-making. This is certainly true of large churches that number in the thousands. But I have seen the same trend in much smaller churches. Decisions are made by a select group which includes the pastor, and the rest of the congregation is informed of the result. Some leaders theologize this methodology, claiming that congregational voting is unbiblical.[2]
Not long after Matthias was appointed, โwhen the number of disciples was increasing,โ the apostles called another meeting to address a complaint about the daily distribution of food (Acts 6:1). This matter seems so mundane that it hardly seems worthy of their consideration.
Indeed, if we read the account carelessly, we are liable to conclude that this is how the apostles themselves felt about it. โIt would not be right for us to neglect the ministry of the word of God in order to wait on tables,โ they said (Acts 6:2). To the modern ear, this sounds like dismissal. โWe didnโt spend night and day for three years studying under Jesus to wait on tables!โ they seem to object.
A Community of Spiritually Capable Adults
On its surface, the apostolic solution appears to be the one that every bureaucrat employs. Form a committee, hand the problem over to them, and turn your attention to more important (or at least more interesting) matters (Acts 6:3-4). The apostles clearly drew a line between what they had been asked to do and what they were willing to do. These days, we call this โsetting boundaries.โ But they did not exactly say, โWe donโt wait on tables.โ Instead, these leaders engaged in the good work of administration, one aspect of which is a proper division of labor by means of reasonable and thoughtful delegation.
The apostles did something else. By involving the whole church in addressing the problem, they treated the congregation as a community of spiritually capable adults. Acts 6:2-4 says that they โgathered all the disciples togetherโ and told them to choose seven men who were full of the Holy Spirit and wisdom, saying, โWe will turn this responsibility over to them and will give our attention to prayer and the ministry of the word.โ
Congregational leadership styles exist on a continuum. At one extreme are autocratic leaders who engage in top-down decision-making. If we take Lukeโs narrative at face value, this appears to have been the expectation of those who brought the widowsโ problem to the apostles. They demanded, or at least expected, the apostles to handle the matter personally.
Leaders who stand at the opposite end of this spectrum are those who are more laissez-faire in their approach. They leave most decisions to the congregation, often more as a result of congregational tradition than by choice. Some, positioned between these extremes, will make the choice if necessary, but prefer the congregation to decide first. They are willing to advise but reluctant to take control.[3]
Three Conventional Models
Conventional ecclesiology outlines three basic models of church governance: Episcopal, Presbyterian, and Congregational. In Episcopal governance, leadership authority is vested in individual leaders who are charged with oversight of the church’s affairs. The Presbyterian model distributes this authority among a plurality of “elders,” and Congregationalism diffuses it even further by operating on democratic principles.
In actual practice, few churches are purely one mode or another. Even the most autocratic leader must sometimes yield to the wishes of the majority. It is just as true that in churches where every member has a say about what happens, some voices are inevitably given more weight than others.
Church history offers examples which reflect leadership practices all across the continuum. The same is true of the biblical narrative. Sometimes the leaders of God’s people make the important decisions. At other times, they seem to be driven by the preferences of the larger community. In the New Testament, the apostles exercised primary authority over the church’s doctrine but appear to have involved the larger body in some decisions about congregational practice.
It is tempting to distinguish between the spiritual and the organizational in the church. One is all fire, the other is ice. Pastors tend to bristle at the ordinary constraints that church business imposes upon them. Yet the example of the New Testament church in the book of Acts suggests that these bread-and-butter decisions are often the work of the Spirit, paving the way for the churchโs growth and advancing its mission.
The Spirit and Our Meetings
Church business can be boring. Its meetings are sometimes chaotic. Like the Corinthians in their worship, our coming together is often a cacophony. Everyone has an opinion, a complaint, or a conviction that they are persuaded represents the mind of the Lord.
Not everyone can be right, especially when the things that are said are contradictory. Nor is every decision necessarily good. Congregations, like the individuals that constitute them, have the liberty to make foolish choices. We can be as dumb as we please, although it’s to be hoped that we will not be.
Nevertheless, the Spirit who did not abhor the Virginโs womb is also not ashamed to cohabit with the churchโs messy deliberations. When the first believers disagreed about whether it was necessary for Gentile Christians to be circumcised in order to be saved, they reached a conclusion after โmuch discussionโ (Acts 15:7). The Greek noun can literally mean โseekingโ but in the New Testament its primary note is discordant.
Traveling a Winding Path
The church did not reach its decision about this all-important matter after hearing a voice speak from heaven. It was a conclusion they came to after disputing with one another. I suspect they prayed, but all we know for certain is that they argued. After settling the dispute, the apostles and elders sent a letter to the churches, framing the conclusion in these words: โIt seemed good to the Holy Spirit and to us โฆโ (Acts 15:28).
Our fear in following their example is that the congregation will take too long to reach the right conclusion. Or, perhaps, they will make the wrong choice. We worry that if we trust the deliberation process, those with whom we disagree may win the day and our own view will be defeated. We are correct on one point, at least. It is a mistake to trust the process.
We must trust in God, who not only works through human processes, but accomplishes his goals despite them. God often works through our foolish decisions. Leaders would prefer a straighter path. When Israel marched through the wilderness, God went before his people like a shepherd (Ps. 78:52). The straight path from Sinai to Canaan was a two-week journey. Instead, it took Israel forty years. God has never been afraid of a little detour.
[1] F. J. Foakes Jackson and Kirsopp Lake, The Beginnings of Christianity Part I: The Acts of the Apostles Vol. IV (Grand Rapids: Baker, 1979), 15.
[2] For example, Greg Gilbert argues that congregational voting should be fairly limited and favors elder led decision making: https://www.9marks.org/article/i-move-we-dont-vote-so-much/.
[3] Jason Wollschlager, Elizabeth L. Abbey, and Stacy M. Keogh George, โPastoral Leadership and Congregational Vitality,โ Review of Religious Research 60, no. 4 (2018): 576.



























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