ARTICLES

 

One size does not fit all - changing congregational culture

 

 

W.J. Schoeman

Research fellow: Department of Practical and Missional Theology, University of the Free State, Bloemfontein, South Africa. E-mail: schoemanw@ufs.ac.za, ORCID: https://orcid.org/0000-0003-2454-9658

 

 

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ABSTRACT

Congregational culture is a complex phenomenon that evolves in response to shifts in its context. The focus is on the interaction between congregational culture and size to unlock the congregational imagination. Congregational size, as a typology, is used as a theoretical framework. Congregations are described as either family, pastoral, programme or macro congregations. Congregational surveys (CS), as an empirical lens, are used to analyse the relationship between congregational culture and size. Four CSs of the Dutch Reformed Church (DRC) congregations from 2010 to 2022 are used as a case study to provide a quantitative empirical lens to explain the relationship between congregational size and congregational culture. A missional orientation and strategic leadership play a significant role as variables in relation to changes in congregational size. One size does not fit all, and a single approach or model is not advisable for transforming congregational culture or unlocking the congregational imagination.

Keywords: Congregational culture, Congregational size, Imagination, Missional, Leadership

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Trefwoorde: Gemeente kultuur, Gemeente grootte, Verbeelding, Missionaal, Leierskap

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1. INTRODUCTION

Congregations differ in various ways and are not the same. The various acts, traditions, symbols, images, events, and ways of living all play a significant role in the formation of congregational life and culture. A creative cultural imagination may unlock a renewed interaction between the congregation and the community, unlocking the potential of congregational life. Ward (2018:185) identified, as part of an imaginative pursuit, the way in which imagination is institutionalised and organised in social institutions. Unlocking the cultural imagination would activate the potential and possibilities of a congregation (Ward 2018:190).

What congregational practices and strategies would encourage the development of a congregational imagination to facilitate changes in the congregational culture? This article explores the relationship between congregational culture and size, with the aim to unlock the congregational imagination. The following line of argument is presented in this regard: The complexity of congregational culture; congregational size as a theoretical indicator; the influence of congregational size on congregational culture and imagination, and conclusion.

 

2. THE COMPLEXITY OF CONGREGATIONAL CULTURE

Congregational culture evolves due to changes in its context. The Gospel, therefore, needs to be translated, in each era, into the current context. The acceptance and incorporation of Gentiles into the early Christian congregations are an example of the changes that took place within the early Christian congregations. The "message" exists in an embodied form in the praxis of the local community of faith (Ward 2017:138). The incarnation of the Gospel happens within the culture and context of the congregation in a concrete reality.

Christian tradition itself can be seen as a series of local theologies that have grown up to address the needs in particular contexts (Ward 2017:138).

The kingdom of God and the message of the Gospel become visible within a local context through the ministry and life of a faith community of disciples, transforming and witnessing in and to the society.

Congregational culture is about how the community of faith reinforces and recreates who they are, it is a unique gathering of people with a cultural identity all on its own" (Ammerman 1998:78). The identity of a congregation reflects who they are in the world they have created and in which they live; culture is part of what they are doing as individuals and groups. Congregations and the church need to respond to changes in the culture of their membership and society.

The argument that cultural change necessitates an ecclesial response has become central to much of the contemporary conversation around the future shape of the church (Ward 2017:143).

The faith of congregational members is expressed through specific spiritual practices within a contextual setting as the congregation grows and changes.

Congregational life is complex and is influenced by different aspects and diverse processes. Ganzevoort (2022:634) refers to a movement towards contexts becoming more diverse and challenging, due to increased mobility and migration in societies. Societies and communities are becoming contextually more diverse. Globalisation, for example, has opened the cultural and prevalent culture across nations and the world. The internet and social media, as social influences affecting congregations and their members, have taken this process even further. The formation and reformation of congregational culture are part of a complex process.

It is not simplistic to understand religious practices and experiences from a cultural perspective; a monastery is a dwelling for monks, but it may be a tourist attraction for visitors.

Religion, in sum, validates cultural structures and values but also challenges them, and it takes a nuanced and critical reading of religious and other cultural practices to understand them (Ganzevoort 2022:637).

The search for an understanding of the religious practices of communities of faith and the lived religion of the members is a hermeneutical process. It should be sensitive to the contextual embeddedness and intercultural differences (Ganzevoort 2022:638). A critical hermeneutical approach would help uncover the complex and multi-layered narratives and practices within a congregation.

Congregations do things in different ways, and Ammerman (1998:7882) identifies the following as significant aspects of the culture of a congregation:

• The congregation is embedded within a specific religious tradition, e.g. Catholic or Reformed. The worship service and liturgy would reflect the larger tradition to which the congregation belongs. This informs the theology that the congregation confesses, their confessional identity and missional engagement with society.

• The larger secular culture of society shapes the congregation. The fashions, styles, entertainment, and popular narratives are all part of secular culture. Diversity is a distinct characteristic of secular culture.

• Congregations borrow from their local social locations. The members bring their own regional style, ethnicity, and social class into the congregation. The people worshipping together share a common social and cultural heritage. This makes it difficult for a congregation to have a single unified culture.

• Congregations interact with their environment as people move in and out of the community of faith. The communal issues and challenges shape the congregational culture to a greater or lesser extent.

• Congregations have their unique history and heritage. The congregational practices and rituals are part of a past story but also look to the future. The congregation exists between the tension of past patterns and new contingencies.

Congregational culture

... is more than the sum of what people bring with them and more than a mirror image of the theological tradition they represent. It is a unique creation, constructed out of their interaction together over time (Ammerman 1998:82).

The concept of congregational culture is complex and multi-layered, as argued above. A continuous reflection on the role of congregational culture is thus necessary. Are the congregations open to change and transformation as well as unlocking an imagination towards change and adaptation?

 

3. CONGREGATIONAL SIZE AS A THEORETICAL INDICATOR

The previous section illustrated the complexity of congregational culture. The dynamics of society and an ever-changing environment challenge congregations to adapt, and they should be continuously seeking contextual relevance. The variations in congregational size may assist in understanding a changing congregational culture. The size of a congregation may be used as a theoretical framework to explain some of the differences within congregations (see Johnson 2001, for example). The size of a congregation influences its capacity and ability to perform certain tasks, minister to its members, and serve the community. The size of a congregation also influences the quality of relationships and the role of the leadership.

Congregational size has a significant influence on the culture of a congregation.

A large congregation is not just an expanded version of a small one. In order to change in scale, congregations (like organisms) must also change their form (Rendle & Mann 2003:119).

The size of a congregation influences many aspects of congregational life and culture, for example, in terms of the relations between members and the way in which ministry is organised. Smaller congregations (family and pastoral) resemble more of an organism, while bigger congregations (programme and macro) could be described as an organisation (see Mann 2001:48-49). In smaller congregations, the identity and culture are shaped around central or primary relationships, and identity is viewed more as given to be preserved and defended. In larger congregations, more structure is needed with a clear mission statement and strategic plan.

For people raised in smaller churches, this work of construction may seem taxing and bureaucratic. On the other hand, the quest for intentionality typical of a larger congregation might stimulate imagination about church life, clarify reasons for participation, and provide richer networks of friendships, growth, and ministry (Mann 2001:49).

The focus on the role of congregational size may contribute significantly towards understanding the complexity of congregational culture and the ability of the congregational imagination to facilitate change.

The work of Scott Thumma (2021) also illustrates the role of congregational size and change. In the article "Exploring the dynamics and challenges of congregational size", Thumma reflects on the effects and changes in the size of United States congregations. Smaller congregations (with fewer than 100 worshippers) tend to have higher member commitment, higher weekly worship participation, more volunteers, greater organisational stresses, and higher building maintenance costs (Thumma 2021:291). Medium-sized congregations (101-250 worshippers) typically have full-time clergy and staff, offer access to their buildings to other groups and congregations, and report fiscal well-being (Thumma 2021:291-292). Larger congregations (with 251 or more worshippers) have lower levels of conflict and the highest per capita giving, are growing, more diverse, and have considerably more community service and programmes (Thumma 2021:292).

Likewise, each different size grouping has distinctive strengths compared to other sizes, such as smaller ones with more intense commitment, medium-sized with a greater willingness to share their building space, and larger ones allowing for greater member diversity (Thumma 2021:293).

He points to the following conclusion and implications:

... congregations and religious leadership must embrace a willingness to change and an attitude of innovation and adaptation to maintain a vibrant and diversely sized congregational presence in the future (Thumma 2021:295).

The interaction between congregational size and culture plays a meaningful role in the ability to imagine new and innovative ways to change.

The following is a typology that can be used as a theoretical framework to describe the variations in congregational size (Johnson 2001:15):

• Family congregations are small congregations with fewer than 50 members attending their worship services. Family congregations comprise a single group of tightly knit families, with matriarchs or patriarchs at their centre. The pastor functions as the chaplain of the group. Part-time staff members have limited functions and responsibilities in the family congregation.

• Pastoral congregations are larger and typically have between 51 and 150 members in worship. These congregational typologies have a large group that centres around the pastor with friendship ties and relationships. The pastor is the hub of the congregation and plays a central pastoral role within it.

• Program congregations with 151-350 members in worship have a third of their membership in small groups, centred around skilled and empowered staff or lay leaders. Programmes and committees play an essential role in the organisation of the congregation. The pastor functions as an executive, and the church council can be likened to a board of directors, with its members serving as managers of the various programmes. The relationships within a programme congregation are more formal and structured.

• Macro (also referred to as corporate) congregations are large congregations with many groups and more than 350 members in the worship services. The pastor serves as the chief executive officer, and the full-time staff oversees various programme areas. They have virtual autonomy and oversee almost independent organisations and task teams. The church council can be likened to a board of directors. The leadership is formal and structured, with a clear division of work and tasks.

The typology mentioned above uses congregational members attending worship services as a guideline. However, in the context of DRC congregations, this typology needs to be adapted to use the total membership of a congregation as a guideline. DRC congregations are located within a geographical space such as a suburb and have an extended influence. Membership also implies more than attending a worship service (see Table 1 for the adaptation).

 

 

Within the DRC, family congregations increased steadily from 2010 to 2022, while macro-congregations decreased consistently over the same period. Changes in the size of a congregation will lead to a different culture in the congregation. It is essential to understand that there are significant differences between congregations in the typology. The relationships, leadership styles, and commitment to the congregations will differ as the size of the congregations changes. The following section provides a more detailed explanation from an empirical perspective.

 

4. INFLUENCE OF CONGREGATIONAL SIZE ON CONGREGATIONAL CULTURE AND IMAGINATION

The question is: What would unlock the social imagination of a congregation? The focus of this section is to analyse, from an empirical perspective, the influence of congregation size as typology on congregational culture and imagination.

Congregational surveys (CSs) are used as an empirical lens to analyse the relationship between congregational culture and size. The four CSs of the Dutch Reformed Church (DRC) congregations from 2010 to 2022 are used as a case study to provide a quantitative empirical lens to explain the relationship between congregational size and congregational culture. The CS questionnaire asks different questions regarding the ministry of the local congregation and has remained essentially unchanged for all four surveys. The leadership and administrative staff of the congregation completed the questionnaire. The responses to the four surveys were as follows: 2010: 671 congregations from 1146 completed the questionnaire (58.5% response); 2014: 704 congregations from 1127 completed the questionnaire (62.5% response); 2018: 836 congregations from 1096 completed the questionnaire (76.3% response), and 2022: 811 congregations from 1062 completed the questionnaire (76.4% response) (Schoeman 2020:110).

The 2018 and 2022 surveys were done online, and this resulted in an improved response rate from the congregations. The results from 2010 to 2022 provide a reliable longitudinal picture of DRC congregational life over this period. The results from the different surveys, where applicable, are used to illustrate the changes and development of congregational life and culture over this period.

As part of the longitudinal empirical survey, congregations were asked if they were either growing or in a phase of decline. This question pertains to the direction in which a congregation is heading. The emphasis for the congregation might be on maintaining the current direction or position of the congregation. Congregations within a maintenance framework find growing challenging and are characterised by an inward, self-absorbed focus on ministry. The surveys asked about the direction into which the congregation was moving (see Table 2).

 

 

The maintenance orientation of congregations constantly increased from 49.8% in 2010 to 66.4% in 2022, and growing congregations decreased from 50.2% in 2010 to 33.6% in 2022. The relationship between the growth and size of a congregation is reported in Table 3.

 

 

A significant indication is that larger congregations (programme and macro) tend towards growth, while smaller congregations (family and pastoral) emphasise maintenance within the congregation. These trends (Tables 2 and 3) point towards a greater inward focus rather than a culture of involvement and participation in society and the community's challenges. This held true for over 70% of the DRC congregations (see Table 1; family and pastoral congregations). The question, therefore, would be: What will unlock the cultural imagination of a congregation? Congregations need to evaluate the implications of their understanding of their identity and ask critical questions about their calling within their current context.

An essential foundational aspect of the congregation and its ministry is its understanding of its calling. This can be described as the congregation's missional orientation that has its foundation in the mission of the triune God into this world (see Niemandt 2012), and a local community of faith would then develop, from this foundation, its identity and ministry as an instrument in the continuous coming of the kingdom (see Bosch 1991; Burger, 1999; Nel 2015).

Mission is understood as ultimately proceeding from the Trinitarian God. The ecclesiology in this backdrop is an understanding that God the Father sent the church through the Holy Spirit. The classical formulation of missio Dei affirms that mission is God's way of sending forth (Niemandt 2012:399).

The mission or calling of a congregation is not a task or function of the congregation; it is fundamentally embedded in the congregation's identity. Van Gelder (2000:28-32) distinguishes between a congregation's task and identity. A missionary task is typically undertaken by a few members, a commission, or a congregation committee, usually working outside the borders of the congregation as a project or programme. The missional orientation of a congregation should profoundly inform and reform the ministry and culture of a congregation.

Tables 4 and 5 provide an empirical reflection on the role and understanding of mission in the congregation:

 

 

 

 

• Congregations reported that the culture and age of the congregation reflect those of the community (statement 1), although there was a decrease in the number of congregations that strongly agreed with the statement. This response may indicate a lesser sensitivity of the congregation towards its community and context.

• Most congregations indicated that they have missionary projects as part of their congregational activities (statement 2) and view themselves as a missional congregation involved in God's mission to the world (statement 3).

• The mean values¹ indicate, within the context of the responses from 2018 to 2022, a decline in the congregational culture and age, reflecting the community demographics and a decline in the missional orientation of the congregations. This may, as indicated in the discussion of Table 4, emphasise maintenance within the ministry and culture of the congregation.

• Congregations sometimes have a strong culture as a missional congregation where most members are involved (Table 5).

The congregational leadership plays a crucial role in shaping the focus and achieving the missional calling. Strategic leadership provides the direction and motivation for the congregation to accomplish its task and calling. Congregational leadership plays a crucial role in transforming the congregational culture within a changing context and is, therefore, of strategic importance. Table 6 describes the impact of the strategic leadership on the formation of a culture of discernment and imagination in the congregation:

 

 

• To a great extent, the congregational leadership regularly discerns the calling and focus of the congregation (statement 1) and ensures that the ministry, actions, and projects serve the congregation's calling (statement 4).

• The congregation regularly adapts to a changing context (statement 2) and empowers its members to use their gifts within the congregation and community (statement 3).

• The mean values indicate, within the context of the responses from 2018 to 2022, a decline in the strategic discernment conducted by the leadership.

From 2018 to 2022, the congregational leadership may have placed less emphasis on fulfilling the congregational calling and adapting to a changing context.

An analysis of the relationship between congregational size (as an independent variable) and missional orientation and strategic leadership (as dependent variables) may help answer the question of how to transform congregational culture. The argument is that congregational size explains a significant proportion of the changing understanding of congregational culture and imagination.

What role does the congregational size play in the missional orientation of the congregation (see Table 7)?

 

 

The vast majority of smaller congregations (family and pastoral) tend to focus less on a missional orientation, whereas larger congregations (programme and macro) are inclined towards a more missional orientation. The gamma value explains 27% of the variance in the table, and it also increased from 2018 to 2022. Growing congregations have a stronger focus on a missional orientation, whereas congregations that prioritise maintenance tend to have a lesser emphasis on the missional calling of the congregation (Table 8).

 

 

The gamma value explains 53% of the variance in the table; it increased from 2018 to 2022, indicating a rise in the role that a missional orientation plays in a movement from maintenance to growth within a congregation. The argument is supported by Tables 9 and 10, which indicate that larger congregations (programme and macro) and growing congregations have stronger missional cultures.

 

 

 

 

A decline in membership still implies a shift in congregational size and a change in congregational culture. The empirical findings from the CSs indicate that more DRC congregations are focused on maintenance (Table 2). The total number of family- and pastoral-sized congregations grew from 2018 to 2022 (Table 1). In addition, smaller congregations are less inclined to grow (Table 3). The indication is that a missional orientation could have helped the congregations become more engaged and involved in their community, answering their missional calling. The congregational leadership might play a significant role in unlocking the social imagination of the congregation.

The data indicates that the congregational leadership did not improve between 2018 and 2022 in the strategic role they could have played (Table 6). The congregational leadership of the programme and macro congregation plans regularly to discern the calling and focus of the congregation. In contrast, family and pastoral congregations do this to a lesser extent (Table 11). The gamma value explains 27% of the variance in the table.

 

 

Changing and adapting congregational culture is a complex endeavour, as indicated by the role changes in the size of the congregation. A missional orientation and strategic leadership play significantly different roles as congregational size varies. The empirical findings suggest that it would not be advisable to adopt a single approach or model to change and transform the congregational culture of all DRC congregations similarly.

 

5. CONCLUSION

Congregational culture is a complex and multifaceted phenomenon that requires change and adaptation, due to an evolving and changing context. There is a profound need for the congregational culture to move beyond maintenance and focus on the congregation's calling. A missional orientation may help unlock the congregational imagination to change towards a more obedient adherence to the congregation's calling. The congregational leadership plays a pivotal and strategic role in this regard.

The leadership should motivate the community of faith and its members towards collective confidence in the congregation's calling. When this confidence is a robust congregational feature, it indicates that members express a high degree of positivity within the congregation and share a belief in the potential and ability of the congregation (Powell et al. 2019:14).

The comfortable church culture reproduces and intensifies individualistic understandings of social issues. In turn, activist groups hoping to build commitments to sustained social justice work must not only articulate clear and compelling theological imperatives for systemic analysis and associated social justice activism, but also convince members and potential members that the dominant cultural narrative of religious engagement with social problems today (which lauds charitable giving and volunteering but eschews structural analysis and sustained political engagement) is problematic (Delehanty 2016:45).

The empirical analysis shows that the answer is not straightforward because one size does not fit all. Changing congregational culture is a strategic process of discernment by the leadership and a sensitivity to the role of size of the congregation.

 

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Date received: 23 July 2025
Date accepted: 8 September 2025
Date published: 20 November 2025

 

 

1 An average of the total responses on the Likert scale for the statement.
2 SA - strongly agree, A - agree, N - Neutral or uncertain, D - Disagree, SD - Strongly disagree.
3 A - Always, R - Regularly, S - Sometimes, N - Never.