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A qualitative examination of the methods church leaders use to increase young adult attendance in Christian churches: an evaluation study
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Content
A Qualitative Examination of the Methods Church Leaders Use to Increase Young Adult
Attendance in Christian Churches: An Evaluation Study
By
Brian Flintoft
A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION
December 2020
Copyright 2020 Brian Flintoft
ii
Dedication
To all the teachers who have inspired me along the way, especially you Joe.
iii
Acknowledgements
William Shakespeare once said, “It is not in the stars to hold our destiny but in
ourselves.” While we each hold our destiny, a support system in incredibly useful. I want to
acknowledge individuals who have supported me along the way. First, I want to thank my
incredible wife, Miranda for her encouragement throughout my academic journey and for putting
up with my late-night dissertation edits, you are my rock and I love you to the moon and back. I
would also like to thank my family and friends who believed in me, despite my internal
reservations.
To my USC Organizational Change and Leadership Cohort Eleven squad, thank you for
the countless peer reviews, breakout room laughs, and heart to hearts. I simply could not ask for
better people to share this journey with. I cannot wait to see what the future holds for all of us.
Please stay in touch and remember, “be dangerous, it’s careful out there.”
I would also like to acknowledge the church leaders and congregates at Orange Church
and Green Church for participating in my study. Thank you for welcoming me into your place of
worship and for providing me with a glimpse into your church communities.
Finally, above all, I want to thank God for this incredible opportunity.
iv
Table of Contents
Dedication ..........................................................................................................................ii
Acknowledgements ...........................................................................................................iii
List of Tables.....................................................................................................................vii
List of Figures..................................................................................................................viii
Abstract...............................................................................................................................ix
Chapter One: Introduction ................................................................................................. 1
Introduction to the Problem of Practice ..................................................................1
Field Context and Mission .......................................................................................1
Field Goal ................................................................................................................. 4
Importance of the Evaluation .................................................................................. 6
Description of Stakeholder Groups ..........................................................................8
Stakeholder Group for the Study ....................................................................... 10
Purpose of the Project and Questions ....................................................................11
Methodological Framework .................................................................................. 12
Definitions ..............................................................................................................13
Organization of the Project .................................................................................. 13
Chapter Two: Review of the Literature ........................................................................... 15
Young Adult Attendance at Christian Churches ...................................................15
Influences on Young Adults Church Attendance Rates ........................................16
Lack of Necessity to Attend Church .................................................................. 16
Poor Public Perception ........................................................................................18
Current Attempts to Increase Young Adult Church Attendance Rates .................22
Marketing and Technology ................................................................................ 22
Modernizing Worship Services ..........................................................................24
The Clark and Estes (2008) Gap Analysis Conceptual Framework ......................26
Knowledge Influences ...........................................................................................27
Motivation Influences .......................................................................................... 33
Organizational Influences ......................................................................................39
Research Questions .............................................................................................. 46
Conceptual Framework ..........................................................................................46
Summary .............................................................................................................. 50
Chapter Three: Methods .................................................................................................. 51
Participating Stakeholders ................................................................................... 51
Interview Sampling Criteria and Rationale ........................................................... 52
Interview Sampling (Recruitment) Strategy and Rationale .................................. 53
Survey Sampling Criteria and Rationale ............................................................... 53
Survey Sampling (Recruitment) Strategy and Rationale ......................................54
v
Data Collection and Instrumentation .....................................................................54
Interviews ..............................................................................................................56
Documents and Artifacts ....................................................................................... 58
Surveys ...................................................................................................................59
Data Analysis ........................................................................................................61
Credibility and Trustworthiness .............................................................................62
Ethics .................................................................................................................... 63
Chapter Four: Results and Findings ..................................................................................67
Participating Stakeholders ....................................................................................67
Research Question 1 ............................................................................................. 68
Orange Church Findings .................................................................................... 68
Green Church Findings ...................................................................................... 71
Research Question 2 .............................................................................................72
Knowledge Findings ...........................................................................................72
Motivation Findings ...........................................................................................84
Research Question 3 ..............................................................................................94
Organizational Results ........................................................................................94
Summary ........................................................................................................... 111
Chapter Five: Solutions and Recommendations ............................................................ 113
General Recommendations .................................................................................113
Knowledge Recommendations ............................................................................114
Motivation Recommendations .............................................................................119
Organizational Recommendations .......................................................................125
Integrated Implementation and Evaluation Plan .................................................131
Field Purpose, Need, and Expectations ................................................................132
Level 4: Results and Leading Indicators .............................................................133
Level 3: Behavior .................................................................................................134
Level 2: Learning .................................................................................................138
Level 1: Reaction ................................................................................................141
Evaluation Tools ..................................................................................................142
Data Analysis and Reporting ...............................................................................142
Summary .............................................................................................................144
Strengths and Weaknesses of the Approach ........................................................144
Limitations and Delimitations .............................................................................145
Recommendations for Future Research .............................................................. 148
Conclusion .......................................................................................................... 149
References ...................................................................................................................... 151
Appendix A: Interview Protocol .....................................................................................163
Appendix B: Survey Protocol ........................................................................................ 166
Appendix C: Document Analysis Rubric ...................................................................... 168
vi
Appendix D: Level 1 and 2 Assessment ........................................................................ 169
Appendix E: Levels 1-4 Assessment ............................................................................. 171
vii
List of Tables
Table 1. Field Performance Goal and Stakeholder Goal ..................................................11
Table 2. Knowledge Influences, Types, and Assessments for Knowledge Gap Analysis .32
Table 3. Motivational Influences and Assessments for Motivation Gap Analysis ............39
Table 4. Organizational Influences and Assessments for Organization Gap Analysis ..... 44
Table 5. Interview Participants ......................................................................................... 68
Table 6. Survey Participants ..............................................................................................68
Table 7. Assumed Knowledge Influences and Summary of Findings ...............................72
Table 8. Assumed Motivation Influences and Summary of Findings ...............................85
Table 9. Assumed Organizational Influences and Summary of Findings ........................ 95
Table 10. Summary of Knowledge Influences and Recommendations .......................... 116
Table 11. Summary of Motivation Influences and Recommendations ........................... 120
Table 12. Summary of Organizational Influences and Recommendations ..................... 125
Table 13. Outcomes, Metrics, and Methods for External and Internal Outcomes .......... 133
Table 14. Critical Behaviors, Metrics, Methods, and Timing for Evaluation ................ 135
Table 15. Required Drivers and Support Critical Behaviors .......................................... 135
Table 16. Evaluation of the Components of Learning for the Program ...........................140
Table 17. Components to Measure Reactions to the Program ........................................ 141
viii
List of Figures
Figure 1. Conceptual Framework .................................................................................... 48
Figure 2. Orange Church Young Adult Feedback- Publicized Offerings ....................... 107
Figure 3. Green Church Young Adult Feedback- Publicized Offerings ......................... 110
Figure 4. Young Adult Attendance and Engagement Pamphlet ..................................... 142
ix
Abstract
Churches across the United States struggle to remain sustainable due to low young adult
attendance rates. The purpose of this study was to use a modified version Clark and Estes (2008)
gap analysis framework to evaluate how knowledge, motivation, and organizational (KMO)
influences impact church leaders at Orange Church and Green Church as they worked to increase
their young adult attendance rates. Following a review of relevant literature, an overview of the
assumed KMO influences, and a description of the conceptual framework that incorporated how
the influences interact within the organizations, qualitative data collection was conducted. An
analysis of the data collected from interviews, surveys, and documents was conducted to validate
or invalidate the assumed KMO influences. Using the New World Kirkpatrick Model
(Kirkpatrick & Kirkpatrick, 2016), a comprehensive implementation and evaluation plan was
developed to assess the effectiveness of the KMO recommendations. The recommendations
provided in Chapter Five are designed to support church leaders by closing the knowledge,
motivation, and organizational gaps that hinder their abilities to achieve the field goal of
increasing young adult church attendance rates.
1
Chapter One: Introduction
Introduction of the Problem of Practice
Since the inception of Christianity, churches have required the attendance and financial
gifts of frequent churchgoers to remain sustainable (Salmon, 2016). These financial
contributions sustain the various services, courses, and outreach projects religious organizations
support, along with the salaries of the church leaders, and the fees associated with the daily
operations of running these facilities (Cahn, Fawcett, & Shu-Kam, 2015). Over the last decade,
churches across the United States have shut their doors primarily due to the low attendance
rates of churchgoers coupled with the lack of financial support generated from declining
attendance rates (Waters & Bortree, 2012). One of the main reasons why church attendance
rates are declining is due to the disconnect young adults feel towards churches and their
obligation to attend frequently (Waters & Bortree, 2012). According to surveys conducted in
2014, only 38% of younger Millennials (adults aged 23 to 38) attend church a few times a year
and 34% of younger Millennials categorize their attendance rate as seldom to never (Pewforum,
2015). As a new generation of young adults begins to outlive and replace the generations of the
most frequent churchgoers, Baby Boomers and Generation X (Whitehead, 2018), it is
becoming increasingly important to examine the sustainability tactics churches are generating
to increase young adult attendance rates in their respective churches.
Field Context and Mission
To protect the privacy of the organizations involved in this field-based research study,
the churches referenced used the pseudonyms Orange Church and Green Church respectively.
The following organizational information regarding Orange Church was collected via public
record and the demographic statistics were provided by the Congregational Connector at
2
Orange Church, in a series of email exchanges. In 1874, Orange Church was established as a
United Methodist Church (UMC). It has been in its current Northeast Florida location since
1960 (Orange Church, 2019). The organization is the religious home to a congregation of 1300
parishioners. Of those parishioners, 57% are female and 43% are male. The racial
demographics are as follows; of the 1300 members of Orange Church 1192 are white, 10 are
black, 4 are Asian, 22 are Hispanic or Latino, 65 are Pacific Islanders, 2 are Caribbean, and 5
are multiracial. The average age of an Orange Church congregates is 52, the median age is 55,
and the modal age is 72 (A. [redacted], personal communication, May 30, 2019).
For the study, it was important to acknowledge the following demographic and
attendance information. At the time of this study, there were 169 total congregates within the
young adult range of 21 to 35 years old, this made up 13% of the total congregates who
belonged to Orange Church. Conversely, 529 total congregates were aged 61 and up and 279
were 71 and up, this made up 40.69% and 21% of the total churchgoers respectively. As of the
beginning of 2020, Orange Church accepted 53 new members into their church within the last
year. This meant that approximately one new member was accepted into Orange Church per
week. Finally, of 1300 congregates, an average of 608 members attended at least one weekly
worship service (A. [Redacted], personal communication, 2020).
Orange Church has a mission that encapsulates the guiding principles that influence the
organization’s decisions and daily operations. Their organizational mission is summarized to
changing lives, loving God and neighbors, and supporting the young (Orange Church, 2019). To
achieve their organizational mission, Orange Church hosted four Sunday worship services, three
traditional and one contemporary, an average of 25 ongoing small groups weekly, and provided
a facility space for external organizations such as the Boy Scouts of America and the local
3
recreational club, and a safe haven for 164 support groups such as narcotics anonymous and
alcoholics anonymous. At the core of its mission statement, Orange Church wanted to equip the
young for the future. They attempted to achieve their mission by having a large preschool on
campus that educated an average of 135 students annually. Finally, to support communities
while spreading their organizational message, Orange Church organized several days of service
throughout the year and facilitated two or three youth mission trips annually.
The following organizational information about Green Church was either provided via
email exchanges with Pastor Andy at Green Church or could be found on their website. Much
like Orange Church, Green Church is also a United Methodist Church. This religious institution
is in Colorado and was established in 1960. In 2005, they moved to their current location and
have expanded the size of their facility in 2010 (Green Church, 2019). According to
information collected from Pastor Andy at Green Church (2019), the church falls under the
guidance and is accountable to the Mountain Sky Methodist Conference, which spans
Wyoming, Colorado, Utah, and one church in Idaho. Unlike Orange Church, Green Church is a
part of the Reconciling Ministries Network (RMN), meaning they seek the inclusion of people,
regardless of sexual orientation (UMC, 2019). Green Church belongs to a conference that was
led by the first married, publicly gay Bishop in the United Methodist Church (A. [redacted],
personal communication, October 19, 2019).
At the time of the preliminary data collection, Green Church had approximately 2200
members with an average weekly attendance of 1100 people, which spanned the four services
they offered each weekend. According to Pastor Andy (2019), a majority of the congregates
who consistently attended their worship services were over the age of 40 years old. He
explained that many individuals under that age were busy with work and family, and simply
4
attended less frequently. The mission of Green Church is to promote spiritual growth and serve
the common good (Green Church, 2019). To support their mission of serving the common good,
Green Church provided their facility from 7am to 10pm daily for scouting troops, 12 step
groups, musical education programs, hospice organizations, and educational nonprofits.
Additionally, Green Church also housed a preschool on-campus that educated approximately
200 students annually (A. [redacted], personal communication, October 19, 2019).
Field Goal
The general field goal for Orange Church and Green Church was to increase young
adult attendance rates by January 2021. The field goal was established by assessing the desires
of each organization to increase young adult attendance rates. Currently, young adults aged 21
to 35 only make up 13 percent of the total Orange Church congregation (A. [redacted], personal
communication, May 30, 2019). At Green Church, the average congregate is 39 or older (A.
[redacted], personal communication, October 19, 2019). Another aspect of developing a
SMART (specific, measurable, achievable, relevant, time-bound) field goal was to establish a
timeline. Since both churches evaluated their attendance records and established their yearly
organizational missions at the beginning of each year, providing a full year from January 2020
to achieve this goal allowed each organization time to strategize, formatively evaluate their
level of success over 12 months, and adapt as needed to achieve their goal.
Kezar (2001) found that it is nearly impossible to achieve goals without first defining a
clear strategy. During a meeting with Pastor Will of Orange Church regarding their
organizational goal for young adult attendance, he explained that individual church-based
initiatives often lack a clear strategy attached to their goals (W. [redacted], personal
communication, June 3, 2019). When we spoke, Pastor Andy of Green Church indicated a
5
similar sentiment about his organization but noted that they were in the process of hiring a
Young Adults and Small Groups Ministry Director to support this new endeavor (A. [redacted],
personal communication, October 19, 2019). Since both churches involved in the study were
United Methodist, their financial and budgetary planning for this field-based goal was set on a
district and state level by the United Methodist Church. However, each church was provided
some autonomy regarding their marketing and daily practices to expand their congregations
(UMC, 2013). This means that while Orange Church and Green Church may not have the
same amount of financial support to increase young adult attendance rates, each church decided
how their resources were allocated towards these endeavors.
While Green Church emphasized that they will primarily rely on whomever they hire
for the Young Adults and Small Groups Ministry Director role to create initiatives that attract,
engage, and retain young adults (A. [redacted], personal communication, October 19, 2019),
both Orange Church and Green Church explained that they were planning to use performance
benchmarking to determine the level of progress they have made towards the field-based goal
of increasing young adult attendance. This benchmarking structure is straightforward and is
often referred to as metric benchmarking. Performance benchmarking involves generating data
to determine where an organization is in relation to achieving its designated performance goals
(Dowd, 2005). Each church planned to measure the success of their organizational initiatives
by examining three metrics. The first set of data church leaders planned to collect was the
number of worship attendees each week. The attendance would have been recorded after each
service and was straightforward to acquire. The second metric they looked at was the number
of adults that were involved in at least one small group or class within the church. The research
suggested that individuals are more likely to remain at their congregation if they are involved in
6
small groups or classes (Dock, 2008). Finally, the third metric each church planned to measure
to determine the success of their attendance-based initiative was the percentage of young adults
making meaningful financial gifts to the church. (A. [redacted], personal communication,
October 19, 2019; W.[redacted], personal communication, June 3, 2019). The research found
that individuals who provided financial support to their church were more likely to remain at
their faith institution than those who did not (Otieno, 2014).
Importance of the Evaluation
It was important to evaluate Orange Church and Green Church in relation to their
performance goal of increasing annual young adult attendance rates for a variety of reasons.
While the research found that the low attendance rates of young adults are one of the primary
factors that influence the sustainability and profitability issues churches face today, the way each
church approached their attendance problem is different (Waters & Bortree, 2012). The first
purpose of the research study was to provide feedback to each church regarding the level of
success they are experiencing and could expect if their current trajectory remains the same.
Feedback was generated from a formative evaluation surrounding the operations that took place
in each church. The purpose of a formative evaluation was to understand the levels of success
each church was experiencing as it related to increasing young adult attendance rates, while
changes were being made and before reaching their deadline. Formative data evaluations assess
what approaches to their engagement and attendance practices were benefiting or hindering the
progress being made towards their goal and informs those who collect this data the opportunity
to make real-time changes. The second purpose of the evaluation was to gain insights through
surveys and interviews regarding the root cause of this attendance-based problem. By providing
the church leaders with information regarding what factors are impacting their abilities to
7
achieve their attendance-based goals, they could make the appropriate changes to better align
with these endeavors.
There were several consequences of not doing this evaluative research study. First, data
and feedback sharing allow organizations to remain more accountable to their goals and
stakeholders (Marsh, Pane, & Hamilton, 2006). The information provided by the study should
help both churches remain focused on their mission and provide valuable insights regarding the
needs of their young adult stakeholders. Second, organizational learning is the key to
maintaining resource management without exceeding organizational capacity (Jones, 2001;
Reyes, Sharma, Thomas, Kuehn, & Morales, 2014). For instance, without doing the evaluative
study, church leaders could waste both physical and financial resources on implementing
practices that are not helping them achieve their young adult attendance goals.
Finally, the evaluative study was necessary because if either of these religious
organizations failed to increase young adult attendance rates, the future sustainability of their
congregations might be at risk. For example, at the time of preliminary data collection, the
demographics of Orange Church indicated that of the 1300 members, 40.69% are 61 years or
older, whereas those aged 21 to 31 only made up 13% of the total congregation (A. [redacted],
personal communication, May 30, 2019). The figures provided by Orange Church also indicated
that they accepted an average of one new member a week over the last year. If Orange Church
maintains the same trajectory levels of receiving new members and the age demographics stay
relatively the same, they would not have had enough members, and subsequently funding, to
remain sustainable (A. [redacted], personal communication, May 30, 2019). On a community
level, if these churches had to shut their doors due to lack of attendance and funding, it would
impact several groups of stakeholders. To name a few, the closure would be detrimental to
8
church congregates and members of small groups or classes, the families of the children who
are enrolled in their preschools, those who attend the 12 step programs hosted at these religious
facilities, and the local Florida and Colorado neighborhoods that benefit from their community
service endeavors (A. [redacted], personal communication, October 19, 2019; W.[redacted],
personal communication, May 16, 2019). On a grander scale, if the evaluative research study
had not been conducted, these findings would not have been available to benefit other religious
organizations that experienced sustainability issues due to low young adult attendance.
Description of Stakeholder Groups
Stakeholders are groups of individuals who have invested interest in the performance of
an organization (Berbary & Malinchak, 2011). In the case of religious organizations, these
stakeholder groups are involved in or impacted by the success or failure of their local
congregations. These stakeholder groups include congregates, those who attend weekly classes
or small groups, potential congregates, church leaders, children enrolled in their child care
facilities, parents of these children, members of the church communities, the greater Northeast
Florida UMC district or the Metro Mile High UMC district, and those who benefit from the use
of the church facility such as the Boy Scouts of America, the local recreational clubs, 12 step
program participants, and the many charities that partner with and benefit from these
organizations (A. [redacted], personal communication, October 19, 2019; W.[redacted],
personal communication, May 16, 2019). While some of the stakeholder groups on this list
have a more invested relationship with the overall success of these religious institutions, each
one of these stakeholder groups is positively impacted by these churches achieving their
organizational goals.
Each of the churches in the study had an outward accountability relationship with
9
external stakeholders, meaning that they were responsible for supporting the needs of these
groups of individuals (Burke, 2004). Conversely, these groups of stakeholders support the
organizational goals by attending service, tithing, volunteering their time and resources, and
recruiting new members to join their congregations. The three most important stakeholder
groups that supported the field goal to increase young adult attendance rates were current
congregates, members of church leadership teams, and potential congregates (David, Flatt, &
Burgoyne, 2016).
According to multiple studies, church growth is often homegrown, meaning current
members use their influence to recruit and entice friends and family to join their church based
on their positive experiences (Baard, 1994; Salmon, 2016). As public representatives of their
religious organizations, church leaders are often the main point of contact with new members
(David, Flatt, & Burgoyne, 2016). As such, the way church leaders present themselves in the
public eye and to congregates alike reflects the values of the religious institutions they represent
as well as contributing to the sense of welcoming these new and current attendees feel when
visiting their religious institutions (McMurdie, Dollahite, & Hardy, 2013). Therefore, if church
leaders create a sense of community and support with new churchgoers, they are more likely to
remain at their religious organizations (Kaiser, 2015). Finally, the last group of stakeholders
that influence the success or failure of this goal is potential congregates, specifically potential
young adult congregates. While church leaders and current attendees can influence whether new
congregates attend these organizations, potential young adult congregates ultimately decide to
attend, return, and provide financial support to these religious institutions. Although the
knowledge and motivation of young adult congregates was an important factor of this study,
these individuals were not the primary stakeholder group of focus. Rather, young adult
10
churchgoers acted as a secondary stakeholder group, measured in electronic surveys.
Stakeholder Group for the Study
Although a full analysis of all the stakeholder groups that influence the success or
failure in achieving the organizational goal to increase young adult attendance would be
beneficial, church leaders, including clergy were the main stakeholder group of focus for the
study. The reason for this selection was primarily due to the important role church leaders play
in achieving their organizational goals and how their actions reflect the values and mission of
their religious institution. The research found that church leaders are often considered the main
reference point for how individuals perceive congregations (Irwin & Roller, 2000). According
to David, Flatt, and Burgoyne (2016), when visitors and new members arrive at a religious
organization, it is often church leaders that greet these individuals before the leading church
services. The study also found that church leaders also host small groups, send weekly emails
regarding church operations, and represent the practices and beliefs of their designated
organization in public settings. Church leaders are instrumental in shaping the culture and
values within their religious institutions and they represent the values they created to current
members and visitors (David, Flatt, & Burgoyne, 2016).
For the study, data was collected from three church leaders at each religious organization.
The stakeholder goal for the church leaders in this study was to implement strategies that will
increase annual church attendance rates for young adults aged 21 to 35. The United Methodist
Church (UMC) determines what principles and practices they carry out through a top-down
system. Churches are broken up into districts, those districts are represented in a state
conference, at the state level, changes are voted upon and the topics are passed down to the
regional conference. At that point, regional representatives meet at a general conference to
11
discuss strategic plans for their areas as well as determining long and short-term goals (UMC,
2013). When establishing the stakeholder goals at each of the respective churches, the two sets
of church leaders needed to bring their yearly initiatives and goals to the district conference who
approves the amount of financial and physical support provided by the state conference (UMC,
2013).
During the time of this study, the only way members of each church leadership team
measured the rates of young adult attendance were through reviewing demographic information
collected in the yearly church census and through weekly attendance information submitted by
churchgoers (A. [redacted], personal communication, October 19, 2019; W. [redacted], personal
communication, May 16, 2019). To achieve the field goal of increasing young adult attendance
rates, church leaders needed to think strategically and implement plans to recruit and engage
young adults aged 21 to 35. Table 1 presents an overview of the field performance goal and the
stakeholder goal for this study.
Table 1
Field performance goal and stakeholder goal
Field Performance Goal
By January 2021, Orange Church and Green Church will increase young adult attendance rates.
Stakeholder Goal
The goal of the church leaders is to implement strategies that will increase annual church
attendance rates for young adults aged 21 to 35.
Purpose of the Project and Questions
The purpose of the study was to evaluate the degree in which leaders from Orange
Church and Green Church were meeting their field goal of increasing young adult attendance
rates by January 2021 and to provide recommendations to church leaders on how to support the
achievement of their goal. The analysis focused on the knowledge, motivation, and
12
organizational influences that affected church leaders as they worked to achieve their
organizational goals. While a complete performance evaluation would focus on all
stakeholders, for practical purposes, the primary stakeholder group of focus in this analysis was
church leaders at Orange Church and Green Church. The following questions guided the
evaluative study as it related to the knowledge and skills, motivation, and organization
elements that influenced the success and failure of these church leaders as they worked to
achieve their organizational goals. As such, the questions that guided the study were:
1. To what extent are Orange Church and Green Church meeting the goal of increasing
young adult attendance rates?
2. What is the knowledge of church leaders regarding why young adults are not attending
and what motivates these leaders to increase young adult attendance rates?
3. What are the interactions between organizational culture and context and the knowledge
and motivation of church leaders?
Methodological Framework
The evaluative research study utilized a qualitative approach to assessing the strengths
and weaknesses of church leaders, across the two churches as it related to achieving their
attendance-based goals. The study relied on the feedback and opinions of the congregates,
collected through online opinion surveys, as well as the feedback and opinions of church
leaders, collected in private interview settings. The feedback determined what was impacting
attendance rates across the two churches. The research study used a modified version of Clark
and Estes’ (2008) Gap Analysis framework. Clark and Estes (2008) found that there were
three big causes for performance gaps, knowledge and skill, motivation, and organizational
barriers. In the following chapters, the study provides an in-depth analysis of what knowledge,
motivation, and organizational factors influenced church leaders as they worked to achieve
their field goal of increasing annual young adult attendance rates.
13
Definitions
This section provides definitions of terms frequently used throughout this research
study and dissertation.
Church Leaders: The church leadership team at Orange Church and Green Church was
the stakeholder group being researched. Church leaders are a general term
encompassing members of the clergy, church elders, and any full-time church
employee that works directly with congregates.
Millennials: Throughout the study, the term millennials and young adults were used
interchangeably. Millennials make up the generation that is born between 1981
and 1996, they are ages 23 to 38. In the context of Orange Church, we are
primarily looking at those aged 21 to 35.
Congregates: In the study, the term congregate is used frequently. Congregates are
those who attend church.
UMC: an acronym for the United Methodist Church, which is the denomination of
both Orange Church and Green Church.
Organization of the Project
In the upcoming chapters, readers can expect to explore a qualitative research
evaluation that examines the practices of church leaders at Orange Church and Green Church as
they attempted to increase young adult attendance rates. Chapter two outlines relevant research
and literature that explores the topics of knowledge, motivational, and organizational-based
influences as they relate to the success or failure of similar organizational initiatives. Chapter
three provides a comprehensive overview of the qualitative data collection process as it relates
to the knowledge, motivation, and organizational influences of both churches. Chapter three
14
also discusses topics such as sampling criteria, research credibility, and how ethics play a factor
in research acquisition, data collection protocols, and data analysis. Chapter Four showcases the
findings from the data collected at Orange Church and Green Church. Finally, chapter five
provides a discussion about the research study and will offer implications and recommendations
about how these churches could generate higher young adult attendance rates.
15
Chapter Two: Review of the Literature
Examined in the literature review are the root causes behind the lack of young adult
attendance experienced in Christian Churches. The review starts with research on the importance
of young adult attendance as it relates to the stability and growth of Christian churches. This is
followed by an overview of the literature that describes the various causes for low young adult
attendance rates experienced throughout the Christian community at large. This section also
includes a discussion about what some Christian churches are currently doing to increase young
adult attendance rates in their respective church communities. Finally, the chapter will conclude
with an in-depth review of Clark and Estes’ gap analytic framework as it relates to the
knowledge, motivation, and organizational influences that impact church leaders as they attempt
to increase young adult attendance rates in their designated churches.
Young Adult Attendance at Christian Churches
It is incredibly important for churches to provide a community that keeps young adults
attending, feeling engaged, and financially investing in their organizations because, much like
any other business, churches require continued funding and support from individuals who
believe in their mission to remain sustainable (Baard, 1994; Iannaccone & Stark, 1995; Salmon,
2016; Whitehead,2018). While often debated, researchers have found various root causes for the
low young adult attendance rates experienced by many Christian Churches. Some researchers
have found a relationship between low church attendance rates and the lack of importance or
necessity felt by young adults towards their religious organization and are claiming that the lack
of importance is the root cause of the growing attendance issue (Brown, 2016; Moore, 2016;
Puffer, 2017). Other researchers have indicated that the source of low young adult attendance is
based around the negative publicity Christian Churches have experienced, specifically regarding
16
minors, the LGBTQ+ community, and planned parenthood (Dahl & Galliher, 2012; Fmkelhor,
2003; Goldberg, Kinkler, Richardson, & Downing, 2012; Jelen & Wilcox, 2003; Terry, 2008).
Regardless of the cause for these low attendance rates, many churches are attempting to acquire
and engage young adults through new marketing strategies, moving services outside of church
campuses, and incorporating technology and newer music in their weekly worship practices
(McDonald, 2015; Richardson, 2013; Rodrigue, 2002). Meanwhile, churches across the United
States continue to close their doors due to a lack of attendance and the financial implications they
create (Cafferata, 2017).
Influences on Young Adult Church Attendance Rates
Lack of necessity to attend church. Young adults no longer find attending their church
a necessary aspect of having a spiritual relationship. To understand why young adults do not feel
a need to attend church, Brown (2016) conducted a comprehensive evaluative study that looked
at the relationship between young adults and their local religious organizations. Two key
findings resulted from the study. First, most of the young adults surveyed indicated that they
classify themselves as spiritual rather than religious. Second, the results determined that many of
the participants who indicated they value spirituality would rather attend online worship services
for its flexibility and convenience (Brown, 2016). In a recent study, (Whitehead, 2018) found
that though online services are growing in popularity, those who participate in online services do
not feel as invested in their religious community as those congregates who attend worship
services in a physical religious campus.
Echoing the results of the Brown (2016) research study, Moore (2016) conducted a
qualitative investigation with the purpose of engaging millennials in religious services and
mission work. Through conducting interviews and surveys with millennials, the results indicated
17
that while many millennials do indicate having a strong connection with God, they do not find
the routine nature of attending traditional church services appealing nor necessary. Through
surveys, field observations, and participation records, the study also found that while the older
generation keeps the church alive with their contributions and volunteerism, young adults do not
find attending anything beyond a weekly Sunday service important. Without attending more than
one service a week, young adults are not building a sense of community with their religious
organization (Moore, 2016). This is concerning because multiple studies have indicated that
individuals who have found a community within their church are more likely to invest their time
and financial support into the development and growth of their religious institutions (Buys &
Rothmann, 2010; Baard, 1994; Puffer, 2017).
The work of Brown (2016) and Moore (2016) centered around the perspective of young
adults who do not frequently attend church. Their findings indicated that young adults lack an
obligation to attend physical religious campuses, opting for the less committal and more flexible
nature of online worship services. One year later, Puffer (2017) conducted a research study with
a similar purpose of finding out what young adults value in their religious experiences. However,
the study examined the fundamental question from the perspective of young adults who
frequently attend worship services and participate in several church activities. After surveying
522 religiously-committed undergraduate students that expressed the importance of attending
church, Puffer (2017) found that many of the participants feared the repercussions and the loss of
community they would feel within their religious institution if they did not attend weekly
services or participate in classes or small groups. This feedback is unique because it indicated
that when young adults are already involved in their religious organizations, they often find a
sense of community that supports their decision to return (Puffer, 2017).
18
If young adults do not have an established sense of community within their religious
organization or are deterred from attending a physical religious campus in the first place, they are
more likely to either attend services online or forgo attending altogether (Brown, 2016; Moore,
2016). Drawing conclusions, whether the root cause of low church attendance by young adults is
the lack of religious-based community experienced or the inconvenience of repeat visits unless
they expressly feel welcomed and supported within a religious organization, young adults in the
United States no longer feel an obligation or necessity to physically and frequently attend
church, nor do they fear the repercussions of being absent (Brown, 2016; Moore, 2016; Puffer,
2017).
Poor public perception. The diminished public perception of Christian Churches,
specifically as it relates to minor abuse, the rights of the LGBTQ+ community, and planned
parenthood have driven young adults away from their religious organizations. The reoccurring
news of child abuse within religious organizations, specifically the Catholic Church, has brought
global attention to the practices of maltreatment religious figures participate in within their
congregation (Fmkelhor, 2003; Pilgrim, 2011). This humanitarian crisis has drastically changed
the public perception surrounding the levels of safety and vulnerability many feel toward their
church (Pilgrim, 2011). To counteract the negative press, there have been heightened efforts by
religious institutions to remain ethical in their practices and monitor how individuals, specifically
minors, are treated (Hill, 1990). These efforts include taxing religious institutions, firing clergy
members, and diminishing funding if clergy malpractice is not reported (Fmkelhor, 2003; Hill,
1990).
Though some efforts have been made towards punishing those who participate in or
ignore church-based child abuse, a 2010 research study found that these efforts are misaligned.
19
Rather, the comprehensive research study focused on the future prevention of child abuse and
neglect experienced within religious organizations (O’Neil, Gabel, Huckins, & Harder, 2010).
The 2010 study argued that while it is important to rectify the image of Christian Churches
moving forward and establish clear guiltiness to punish those who harm children, real change is
made at the prevention stage. O’Neil et al. (2010) made the comparison between Christian
Churches and social service providers, both of which share the ideology of caring for children
and families, however, the researchers noted a clear historic disconnect between the operations
of both agencies. Throughout the study, church leaders and social workers collaborated to
establish clear guidelines regarding how to identify, report, and prevent potential future cases of
child abuse (O’Neil et al., 2010). Regardless of the progress being made by many churches to
prevent future cases of child abuse, all of the above studies conclude that these repeat scandals of
abuse and neglect have negatively skewed the public perception of churches and driven many
families, and in turn, young adults, away from their religious institutions (Fmkelhor, 2003; Hill,
1990, O’Neil et al., 2010; Pilgrim, 2011).
The research suggested that the stance many Christian Churches take towards the
LGBTQ+ community often shapes the public perception of these churches and ultimately
influences the decision of many young adults to not attend religious organizations (Dahl &
Galliher, 2012; Goldberg, Kinkler, Richardson, & Downing, 2012). Dahl and Galliher (2012)
conducted a research study to examine how LGBTQ adolescents and young adults raised within
a Christian religious context view their upbringing. The researchers interviewed 18 young adults
and adolescents who are members of a Christian Church and the LGBTQ+ community. These
participants indicated a feeling of inadequacy, religious-related guilt, depressive symptoms, and
a social strain with peers and other members of the church community. Feedback provided by the
20
adolescents and young adults that took part in this study indicated that unless they were able to
find groups of similar-minded individuals within their church, they viewed religious participation
as a punishment their families required until they were old enough to leave home (Dahl &
Galliher, 2012).
During the same year that Dahl and Galliher (2012) published their findings of how
LGBTQ young adults who were raised in Christianity view religion, Goldberg, Kinkler,
Richardson, and Downing (2012) examined the relationship young adults who were raised by
members of the LGBTQ+ community have with religious institutions. During the study, 42
young adults were interviewed, and the findings indicated that those raised by members of the
LGBTQ+ community either did not grow up religious or attended LGBTQ-affirming religious
groups (Goldberg et al., 2012). A small subset of Christianity is LGBTQ- affirming, such as the
reconciling branch of the United Methodist Church, which includes Green Church. These
organizations began removing barriers for LGBTQ inclusion with the hope to rectify the societal
harm religious institutions have caused for this minority group as well as to improve the public
perception of Christianity in the 21
st
century (Stoneking, 2017). According to Goldeberg et al.
(2012), the young adult participants in the study indicated a shift away from traditional
Christianity primarily because of the ostracization their parents felt in their respective religious
organizations. Many religious organizations within the Christian faith condone the LGBTQ+
community and do not recognize same-sex marriage. In turn, a majority of the 42 young adult
participants indicated a lack of significance to religion in their everyday lives and expressed the
importance of religious inclusivity (Goldberg et al., 2012).
Finally, the third aspect of Christianity that impacted their public perception and drives
young adults away from religious institutions is the Christian stance on planned parenthood
21
(Castle, 2011; Ceplak, 2016; Jelen & Wilcox, 2003). Though abortion and the use of birth
control are legal in the United States, many subsets of Christianity publicly condemn planned
parenthood claiming that this form of women’s health creates a “culture of death” (Ceplak, 2016,
p. 11). Jalen and Wilcox (2003) argue that religion is the strongest social predictor of how people
view abortion and planned parenthood. They conducted a research study to find out the opinions
of those who frequently attend church, their findings indicate that churchgoers tend to classify
themselves as pro-life and consider planned parenthood a sin (Jalen and Wilcox, 2003).
The political stance religious institutions have taken against planned parenthood
discouraged church members who support this law from returning to church. This claim is
supported by a 2011 publication in the reproductive health journal. The article explained that
Christian fundamentalists use their influence to support political restrictions on planned
parenthood and other forms of female reproductive health. The article cited evangelists
preaching at mega-churches, condoning President Obama as the Anti-Christ and labeling women
who obtain abortions, regardless of the circumstance “baby killers” (Castle, 2011). The article
concluded with Castle (2011) explaining that when religious organizations publicly persecute
individuals based on the legal choices they make, it generates a negative public narrative, which,
in turn, forms a wedge between those in religious institutions and their potential congregates
(Castle, 2011). In conclusion, a combination of the negative press religious institutions have
experienced over recent decades regarding their mistreatment of minors (Fmkelhor,2003), the
sense of the depression and religious-related guilt members of the LGBTQ+ community feel
toward their denominations (Dahl & Galliher, 2012; Goldberg, Richardson , & Downing, 2012),
and their stance on female reproductive rights (Castle, 2011; Ceplak, 2016; Jelen & Wilcox,
2003) have steered young adults away from attending their religious institutions.
22
Current Attempts to Increase Young Adult Church Attendance Rates
Marketing and technology. Acknowledging the sustainability problem created by low
young adult attendance rates, some religious institutions have started to incorporate new
technology and marketing tactics to attract young adults and reinvigorate their modern worship
services to engage individuals in this demographic. Richardson (2013) conducted a research
study that examined how church leaders are responding to the low engagement and attendance
rates by young adults in their churches. While the study did not provide a clear answer to solve
the growing sustainability issue, many of the churches in the study indicated that they are
embracing social media channels such as Facebook, Twitter, and Instagram to spread their
message to a new generation of cognates and inform these individuals about upcoming services
and events (Richardson, 2013). The study concluded with an examination of the feedback
provided by the church leaders who participated in the evaluation. One noted frequent response
is the importance of building trust and engagement with young adults when they are in high
school since many of these individuals lose their connection to a congregation during their
transition to college or the workforce (2013).
In a 2016 research study, Salmon sought to examine the effectiveness of religious marketing
efforts as it relates to the cost of these endeavors. Specifically, the study examined the
effectiveness of marketing to increase church growth in a midwestern Christian church. Salmon
(2016) found that the three biggest sustainability and growth marketing factors are invest and
invite, direct marketing, and events. Of these three marketing techniques, the study found that
events and direct marketing, while somewhat effective, did not provide the largest return on
investment. Rather, the most effective marketing practice churches use to grow their
organizations is investing in current members. This is supported by the study, which found that
23
over 80% of repeat churchgoers were recommended by current members who felt a sense of
community and investment within their religious organization (Salmon, 2016). To support this
connection for future church growth, Salmon (2016) suggests, churches and religious leaders
need to provide a sense of community for their current members. In turn, congregates are more
likely to invite friends and family to attend, which increases the likelihood of these individuals
joining their congregation.
The importance of internal religious marketing for the sake of future church growth that
Salmon (2016) recommends, echoes the results collected in a 2002 empirical study. Rodrigue
(2002) conducted a study evaluating church marketing efforts though two viewpoints, those who
favored regions- based marketing and those who objected to these practices. The churches in the
study lacked financial sustainability. To engage a new generation of young adults, the churches
created colorful brochures, direct mail campaigns, updated music, and flexible service times.
While these churches found marginal attendance growth among young adult congregates, the
study found a decrease in the attendance of traditional repeat churchgoers (Rodrigue, 2002).
According to current churchgoers, they found it offensive and morally questionable to market
religious services the same way one might sell commodities such as gum or shoes. The empirical
study concludes with an analysis of the feedback, recommending that churches need to be aware
of the negative repercussions that may be associated with ignoring the needs of current
churchgoers and funneling money towards the recruitment of younger generations. Salmon
(2016) concluded his study with the finding that the average marketing budget needed to invest
and invite new members was 600 dollars throughout a lifetime, which is much less expensive
than the direct marketing and event alternatives (Salmon, 2016). In conclusion, churches who
24
succeed in their growth and sustainability goals, make financial investments into the needs and
the intrinsic motivations of current parishioners (Rodrigue, 2002; Salmon, 2016).
Modernizing worship services. Despite the internal moral ambiguity many churches feel
towards changing how they spread their message, religious institutions are attempting to market
to a younger generation by incorporating social media, online giving opportunities, flexible
church scheduling, and direct mail marketing campaigns (Richardson, 2013; Rodrigue, 2002;
Salmon, 2016). Another way churches have attempted to attract young adult churchgoers is by
redesigning their worship services to meet the needs of this demographic. According to
McDonald (2015), churches have looked to engage young adults at services by transitioning
from a lecture-style to creating an open dialogue with parishioners. These worship services
encourage churchgoers to question things, bring in real-world examples, and build a stronger
connection to the readings. Church leaders in the study suggested that the goal of their service
restructuring and modernization is to ignite the passion of young adults as it pertains to their
curiosity with God. McDonald (2015) interviewed participants aged 18 to 29. During the data
collection, the young adult participants found the worship services more engaging than the
traditional series they were exposed to previously but did not determine if they would continue to
attend these worship services weekly (McDonald, 2015).
In a similar study, Moore (2016) researched how Baptist Churches in North Carolina
restructured their worship services to engage millennials. The Baptist Churches involved in the
study modernized their worship service in a variety of ways. First, they began incorporating
contemporary music and lighting and updated the times that services were offered to
accommodate the non-traditional work schedules many millennials in their community had. The
second area the churches in the study updated were the structure of the service, to create a more
25
engaging and welcoming worship experience, their updated services incorporated the structure of
a small group or bible study class. Rather than the traditional lecture-style worship services,
these modern services were centered around an open dialogue between church leaders and their
congregates (Moore, 2016). Unfortunately, much like the result of the study McDonald (2015)
conducted, while the young adults enjoyed the atmosphere and worship style of the updated
modern service, frequent churchgoers were displeased with the changes that were made to the
services they were used to attending (2016). In summary, to increase young adult attendance and
engagement rates, many religious institutions are working to modernize services by
incorporating group participation, modern music, and developing an open and inviting
atmosphere; though studies find these changes may come at the expense of their frequent
traditional churchgoers (McDonald, 2015; Moore, 2016).
In conclusion, relevant literature has suggested that many factors influence whether young
adults decide to continually attend Christian Churches. Researchers argue that the low young
adult attendance rates stem from a lack of necessity felt by young adults to attend church. Their
findings indicated that many individuals within the young adult demographic will either opt for
the convenience of online worship services or fulfill their spiritual needs outside of the church
(Brown, 2016; McDonald, 2015; Moore, 2016; Puffer, 2017). Other research suggested that the
negative publicity surrounding Christianity, particularly involving child abuse scandals, their
stance on the rights of the LGBTQ+ community, and their public condemnation of women who
use birth control, have driven young adults away from Christianity (Castle, 2011; Ceplak, 2016;
Dahl & Galliher, 2012; Fmkelhor, 2003; Goldberg et al., 2012; Hill, 1990, Jelen & Wilcox,
2003; O’Neil et al., 2010; Pilgrim, 2011; Richardson,2013; Stoneking, 2017). In recent years, as
Christian Churches faced a large-scale sustainability issue, church leaders have attempted to
26
improve young adult attendance rates through increasing their social media presence and brand
marketing as well as modernizing their services to meet the needs of a younger demographic of
churchgoers. However, these attempts were primarily unsuccessful, as church leaders began to
see a decline in attendance rates among their dissatisfied traditional congregates (Brown, 2016;
McDonald, 2015; Moore, 2016; Puffer, 2017; Rodrigue, 2002; Salmon, 2016). Though there are
disagreements about what factors influence the growing young adult attendance problem, all
these studies agreed that without a solution soon, Christian Church sustainability is in jeopardy.
The Clark and Estes (2008) Gap Analysis Conceptual Framework
Clark and Estes (2008) developed a systematic framework designed to assess the
influences that create gaps between organizational and stakeholder goals and actual performance.
To diagnose these performance gaps, Clark and Estes (2008) categorized performance influences
under three categories: knowledge, motivation, and organizational. Knowledge and skill
influences range from basic to complex, but they are generally categorized into four types:
factual, conceptual, procedural, and metacognitive (Krathwohl, 2002). Each one of these
knowledge types is explored in greater detail in this section. Rueda (2011) defined motivation as
a context-dependent mindset that encourages and sustains individual behaviors towards goal-
directed outcomes. The motivation section explores both the self-efficacy and attributions
theories as it relates to the attendance-base performance gaps churches experience (Rueda,
2011). Finally, Clark and Estes (2008) provide examples of organizational influences in their gap
analysis framework. These organizational influences include workplace culture, daily processes
and norms, and how resources are allocated, all these organizational aspects will be examined
throughout the research study.
27
The literature examined each component of Clark and Estes’ (2008) gap analysis
framework, to address how knowledge, motivation, and organizational influences the church
leadership performance. The first section examines the assumed knowledge and skill influences
through the lens of church leaders working to achieve their performance goals. The next section
explores the assumed motivation influences on attaining the stakeholder goal. Finally, this
section wraps up with a discussion of the organizational influences on achieving the attendance-
based goal. The methodology used in chapter three explores the assumed knowledge, motivation,
and organizational influences as they relate to goal achievement and performance.
Stakeholder Knowledge, Motivation, and Organizational Influences
Knowledge Influences
This section explores the literature surrounding the knowledge influences that affect
church leaders as they work to achieve their organizational goal to increase young adult
attendance. According to Rueda (2011), knowledge is often the driving force behind the success
or failure of achieving performance goals. Clark and Estes (2008) emphasize that there is a
strong positive correlation between those who are aware of their knowledge, potential
knowledge gaps, and the skills that true understanding brings and those who can perform.
The literature review utilized recent academic studies and articles to gain a better
perspective about the potential knowledge and skill limitations that might influence church
leaders from achieving their young adult attendance goals. To better organize and measure the
knowledge influences being explored, the research is broken down by the following knowledge
types: knowledge in both a factual and conceptual sense, procedural knowledge, and
metacognitive knowledge.
28
Rueda (2011) defines the factual knowledge type as basic knowledge of specific
disciplines, contexts, or domains. Factual knowledge does not require deep cognition and the
information is considered second nature. Unlike factual knowledge, conceptual knowledge
requires a somewhat greater level of cognition and applies to understand categories, theories,
and models. Conceptual knowledge is acquired by reading, listening, watching, or experiencing
something (Rueda, 2011). Knowledge surrounding processes are often described as procedural
knowledge. Krathwohl (2012) defines procedural knowledge as having the working
methodology and skillset to do something or to accomplish a task. Procedural tasks could range
from how to operate a car, file taxes, or perhaps access educational resources. The deepest and
most challenging knowledge level to assess is referred to as metacognitive knowledge.
Metacognitive knowledge requires reflective awareness of individual cognition and cognitive
processes as well as an honest assessment of individual strengths and weaknesses (Baker,
2006). Simply put, metacognitive knowledge is introspective thinking about thinking. These
knowledge types are discussed throughout the literature review as they relate to what influences
church leaders as they work to increase young adult attendance.
Church leaders need to know what young adults’ value in their religious
organizations. On a practical level, the first knowledge influence that church leaders needed to
understand is what young adults’ value in their religious organizations. While declarative
knowledge is often considered factual or basic (Rueda, 2011), the answer to that question is
widely debated. Churches have attempted to figure out what deters young adults from attending
and joining churches for years but have not found a clear consensus on the reasoning. Some
researchers have found a relationship between low young adult church attendance rates and the
public perception of Christian Churches as they relate to minor abuse, LGBTQ+ issues, and their
29
stance on planned parenthood (Dahl & Galliher, 2012; Fmkelhor,2003; Goldberg, Kinkler,
Richardson, & Downing, 2012; Jelen & Wilcox, 2003; Terry, 2008). On a declarative factual
level, church leaders needed to be aware of what was deterring young from attending their
church. In conversation with Pastor Will of Orange Church, he indicated that they are aware that
something is deterring young adults from attending church, but the knowledge gap is something
Orange Church had yet to explore (W. [redacted], personal communication, June 3, 2019). Green
Church also acknowledged that they were experiencing a young adult attendance roadblock, but
they were trying to solve this growing issue by hiring a new church leader with experience
recruiting and engaging young adults (A. [redacted], personal communication, October 16,
2019).
For church leaders to achieve their goal of implementing strategies that will increase
young adult attendance rates, it was imperative that they first knew what attracts and what
deters young adults from attending church (Chimwaso, 2017). Research has found that many
young adults who join churches and provide financial gifts are those who feel a sense of
belonging or community at their congregation (Whitehead, 2018). Previous studies have proven
that surveys and interviews are useful data collection tools to determine what attracts and deters
individuals from attending church (Chan, Fawcett, & Shu-Kam, 2015). In the case of the study,
interviews with church leaders were conducted to gain valuable insights about what church
leaders believe engage and deter young adults from attending their respective church.
Additionally, to provide greater clarity for the church leaders of Orange Church and Green
Church, surveys were distributed to current and new congregates to understand how knowledge
and motivations supported their decision to attend one of these churches. Once the information
was collected and evaluated for the study, the findings were provided to church leaders to help
30
them gain a better understanding of what was preventing young adults from joining their
respective churches.
Church leaders need to know how to utilize their resources and support to increase
young adult attendance rates. Procedural knowledge is often referred to as working
knowledge, as it describes a knowledge associated with achieving tasks (Krathwohl, 2012).
Church leaders in the research study needed to have the procedural knowledge of how to utilize
their organizational resources and support to increase attendance and engagement rates among
young adults. A research study that examined the relationship between church growth and
resource allocation, determined that church development begins with religious leaders
evaluating the assets and pitfalls that are influencing their current church trajectories. Once
church leaders assessed their organizational landscape, the study suggested allocating resources
to improve organizational weakness, while promoting their organizational strengths (Chan,
Fawcett, & Shu-Kam, 2015). Like many organizations, two of the biggest resources that
churches rely on to support their goals are financial resources and labor. According to Waters
and Bortree (2012), the financial resources churches receive are either provided by their
overarching districts, in this case, the Northeast Florida UMC District or the Metro Mile High
District or received as a form of tithing or gifts from parishioners. Regarding labor, in addition
to the work completed by the limited full-time staff, congregates, and other members of the
local church community often provided voluntary labor (Kaiser, 2015).
Church leaders need to know how to leverage their financial and labor-based resources
to achieve their goal of implementing strategies to increase young adult attendance rates (Chan,
Fawcett, & Shu-Kam, 2015). One way many churches have leveraged their resources to
increase traffic to their religious institutions is through the public use of their facilities (Kortt,
31
Steen, & Sinnewe, 2017). The purpose of this resource allocation was two-fold. First, by
providing a safe space to participate in classes, self-help groups, and sports, churches strengthen
their local communities. Second, the research found that a majority of church growth is
homegrown (Kortt, Steen, & Sinnewe, 2017). This means that churches rely heavily on word of
mouth and recommendations from individuals they trust. If each church provided a facility to
members of the greater Northeast Florida and Central Colorado communities respectively,
hypothetically, their positive experience may develop a ripple effect where individuals
recommend attending these churches due to their accommodations.
Another way church leaders have leveraged their resources was through outreach and
inclusivity. Kortt et al. (2017) found that outreach through public events, service projects, and
mission trips is another way many churches create growth. By engaging the public externally,
it informs individuals of the church offerings. From an inclusivity standpoint, the church
leaders should encourage their members to bring their friends, families, neighbors, and
coworkers to their events, services, and classes (Moore, 2016). By doing so, they are creating a
sense of community, which is one of the most successful ways to entice visitors into joining a
church (Baard, 1994). While these examples provided insight about how church leadership
teams could utilize their resources to support higher young adult attendance rates, the new
challenge moving forward will be how to strategically target young adults in these growth-
based endeavors.
Table 2 outlines the assumed knowledge influences that affected church leaders as they
attempted to achieve their attendance-based goals. In the second column, each knowledge
influence is categorized by the corresponding knowledge type, while the final column provides
insight as to how these knowledge influences will be measured throughout the qualitative study.
32
Table 2
Knowledge Influences, Types, and Assessments for Knowledge Gap Analysis
Knowledge Influence Knowledge Type Knowledge Influence
Assessment
Church leaders need to
know what young adults’
value in their religious
organizations.
Declarative Six open-ended interviews
with church leaders
spanning two churches
were conducted. To
measure their declarative
knowledge, I asked the
following questions:
● What do you believe
young adults’ value
and do not value in
religious
organizations?
● Please describe
what you believe
could deter young
adults from
attending your
religious
organization.
Electronic opinion surveys
were distributed to both
church communities. To
validate or disprove a
declarative knowledge gap,
young adult churchgoers
were asked the following
question:
● When deciding to
attend a church,
what did you look
for?
`
Church leaders need to
know how to utilize their
resources and support to
increase young adult
attendance rates.
Procedural
Six open-ended interviews
with church leaders
spanning two churches
were conducted. To
measure their procedural
knowledge, I will ask the
following questions.
33
● How does your
church try to
increase young adult
attendance? What
resources do you
utilize to increase
young adult
attendance rates?
● What aspect of your
organization and its
practices do you
believe keep
members engaged
and returning?
Electronic opinion surveys
were distributed to both
church communities. To
validate or disprove a
procedural knowledge gap,
young adult churchgoers
were asked the following
question:
● In your opinion,
what could the
church leadership
team do to increase
attendance and
engagement?
Motivation Influences
Motivation is a psychological driving force that encourages individuals to work hard,
remain engaged in tasks even as challenges arise, and achieve goals (Clark & Estes, 2008).
While individuals can be motivated by their desires, motivation is naturally informed by the
culture individuals are a part of and the beliefs of the individuals with whom they associate
(Rueda, 2011). When exploring how church leaders perceive their contributing value as it
relates to increasing young adult attendance rates, it became crucial to understand the
motivational influences that contribute to these perceptions. For example, if an organization
34
wants to create a lasting solution to negative employee performance issues, they must first
evaluate the motivational factors that contribute to the underwhelming performance (Rueda,
2011). While my study did not examine corporate employees, motivation is a driving force
behind the success rates of leaders spanning all industries (Clark & Estes, 2008).
To implement strategies that would increase young adult church attendance rates,
church leaders needed to understand what motivates and discourages these church leaders as
they worked to achieve this goal. The relationships between motivational influences, emotions,
and success have been widely explored over the years. Pekrun (2011) argues that emotions are
often a motivational drive that influences learning, cognitive development, and overall levels of
success. Shraw (2006), on the other hand, feels that maintaining interest in a task is the key to
remaining motivated and engaged.
Rueda (2011) explains that there are three indicators that relate to motivational factors,
active choice, persistence, and mental effort. Active choice involves deciding to partake in one
course of action instead of another (Rueda, 2011). In the case of the research study, if church
leaders chose to spend their time and resources on recruiting and engaging young adults instead
of working towards achieving another organizational goal, this would indicate an active choice
was made and church leaders are motivated. Persistence is defined as a commitment to pursue
one activity over time, despite distractions (Rueda, 2011). In the context of the research study,
persistence meant church leaders were continually working towards achieving their young adult
attendance goals despite external or internal distractions. Finally, mental effort is defined as the
amount of mental energy that is needed to generate new forms of knowledge (Rueda, 2011).
For instance, this research study examined how much mental effort is being applied by church
leaders as they seek new ways to engage and retain young adults in their religious
35
organizations. Motivational indicators are further explored in the following review of relevant
motivational research and will be measured throughout as it relates to the research study.
Specifically, the literature review examines how the self-efficacy and the attribution motivation
theories relate the psychological drive that encourages church leaders to achieve their
attendance goals.
Self- efficacy theory. According to Pajares (2006), self-efficacy is defined as internal
judgments individuals hold about their capabilities to learn and perform at a designated level.
The self- efficacy theory examined whether individuals believe in their ability to accomplish a
predetermined goal. As such, when a failure occurs, self-efficacy to achieve said task decreases,
whereas success increases the level of self-efficacy felt (Pajares, 2006). Since the personal drive
is guided by the psychological mindset of achieving goals and accomplishing tasks and this
theory demonstrates a direct relationship between internal opinions and action, Pajares (2006)
asserts that self-efficacy is the cornerstone of human motivation. Individuals establish the self-
efficacy motivation performance gap when they do not believe in their ability to meet their
assigned expectations.
If individuals do not believe that their actions and abilities can produce their desired
outcome, their incentive to persist at a particular action decrease (Parjaras, 2006). Therefore, it
would be beneficial to examine self-efficacy through the lens of motivational indicators. Since
motivation is indicated by the active choice of an individual to pursue one option instead of
another, persistence to continue a task over time, and the level of mental effort put into the said
task (Rueda, 2011), these individuals must believe they have the ability and skill set to achieve
their desired outcome. In the context of the study, interviews with church leaders across the two
organizations measured the three self-efficacy motivational indicators.
36
Church leaders’ self-efficacy. Research found a direct correlation between the
engagement and confidence of church leaders and the level of interest reciprocated by members
of their congregation (Buys & Rothmann, 2010). As such, if church leaders want to engage
young adults and motivate them to join their congregation, church leaders must believe they are
capable of doing so. Based on Parajas’ (2006) definition of self-efficacy, if church leaders do
not believe in their capabilities to increase young adult attendance rates in their institution, they
will not be motivated to succeed in this endeavor. One approach to measuring the level of self-
efficacy felt by an individual is through conducting monthly temperature checks. These internal
audits utilize scale surveys to determine the level of confidence felt by an individual towards
their ability to achieve a goal (Wright, O’Halloran, & Stukas, 2016). Regardless of the result,
leaders of any organization must believe in their capability to achieve the goals they create
(Komarraju & Nadler, 2013). Once church leaders feel motivated by their capability to increase
young adult attendance, they can then begin to assess what internal and external factors are
contributing to their historically low young adult attendance rates.
Attribution theory. The attribution theory examines individuals’ beliefs about why
certain events occur and correlate these beliefs to individual motivations (Anderman &
Anderman, 2006). For instance, if church leaders begin to lose congregates, they will likely
attribute this failure to a specific cause such as lack of engagement with congregates, lack of
personal ability to connect their message with others, or poor service time management.
Knowing this, the attribution church leaders choose affects their subsequent motivation to
engage in similar activities. According to Weiner’s 1972 Model of Attributions, learners are
affected by environmental attributions, such as the cultural models and norms of an
organization, or they are affected by personal attributions, such as prior knowledge and
37
experience (Anderman & Anderman, 2006). Weiner’s Model also describes that attributions are
classified in their causal dimensions, locus, stability, and accountability (Weiner, 1972). Locus
describes how attributions are personal or external. Stability describes if the cause of the
attribution remains stable over time and across situations. Finally, accountability refers to who
is accountable for this attribution and its stability over time. (Anderman & Anderman, 2006).
Following Weiner’s model, one could examine aspects of attribution theory through the
lens of motivational influences. For instance, if the church leader mentioned in the above
example felt that the causes that attribute to his or her success were purely external and
unstable, such as weather-based church closures, their motivation to make the active choice to
persist at trying to engage congregates might lower. On the other hand, if the cause of the
attribution is perceived as personal and stable, where the church leader can contribute to the
attribution, such as not showing up prepared to give a sermon, their motivational indicators to
persist and make the active choice to practice their sermon may increase.
Feedback often determines attributions. This feedback could range from written
evaluations to how individuals react to a situation (Korn, Rosenblau, Buritica, & Heekeren,
2016). For example, in the case of church leaders, they have received situational feedback
through attendance records, financial donations, interactions of church social media posts, and
conversational suggestions. This feedback provides opportunities for the church leaders to
assess what went right in their sermons and classes and what could be improved upon. Based on
this, the church leader will experience a higher sense of motivation to utilize the learning tools
and techniques that worked and a lower motivation to engage with processes and activities that
yielded poor results. To summarize, attribution theory suggests that people want to understand
their environment and how these factors play a role in why certain events occur (Anderman &
38
Andersman, 2006). The next section discusses how the attribution theory could be used to
describe the motivational influences of church leadership teams as they work to achieve their
goals.
Church leaders’ attributions. The attribution theory focuses on individuals taking
responsibility for the outcomes associated with the goals they set (Anderman & Anderman,
2006). The church leaders in this study needed to see their efforts as contributing to achieving
their young- adult attendance goals to feel a sense of motivation. Human nature dictates that if
an individual finds out that their efforts are not contributing to their desired outcome, they will
feel less motivated to continue that endeavor (Korn, Rosenblau, Buritica & Heekeren, 2016).
The attribution motivational theory is particularly beneficial to leaders of learning organizations
because these individuals guide their organizations around their ability to adapt and change
when necessary (Hannah & Lester, 2009).
To determine what is causing their low young adult attendance rates, this research study
collected data from leaders of Orange Church and Green Church via interviews and church
congregates via electronic surveys. While the feedback congregates provided included a wide
variety of reasons why congregates do or do not feel engaged during services or events, the
principles of the attribution theory suggests that for church leaders to remain motivated to
achieve their attendance-based goal, they will need to focus on their role in the outcomes
provided (Anderman & Anderman, 2006). The attribution theory also suggests that if church
leaders analyze feedback and determine that all the factors that influence engagement are
uncontrollable, they are less likely to adapt and change as needed (Anderman & Anderman,
2006). In turn, it will be incredibly difficult for church leaders to achieve their goals. Table 3
highlights the self-efficacy and attribution motivational theories as they relate to the
39
organizational and stakeholder goals. Additionally, the table highlights how motivational
influences will be assessed throughout this study.
Table 3
Motivational Influences and Assessments for Motivation Gap Analysis
Assumed Motivation Influence Motivational Influence Assessment
(Self-Efficacy) Church leaders need to believe
their ability to increase young adult attendance
rates in their church.
Six open-ended interviews with
church leaders spanning two churches
were conducted. To measure their self-
efficacy, I will ask the following
questions.
● How confident are you in your
ability to increase young adult
attendance at your church?
Please explain why you feel
this way.
● Please elaborate on your level
of involvement as it relates to
creating these young adult
attendance goals at your
organization. What are your
opinions of these goals?
(Attributions) Church leaders need to see their
efforts as contributing to achieve their young
adult attendance goals.
Six open-ended interviews with
church leaders spanning two churches
were conducted. To measure their
attributions, I will ask the following
questions.
● Please provide an overview of
how your efforts impact young
adult attendance rates at your
church.
● What other aspects of your
church influence young adult
attendance? How are you
involved in these aspects?
Organizational Influences
The culture of an organization often shapes its outcomes (Schein, 2017). Literature
suggests there are multiple definitions and understandings of how culture and organizations
40
relate to one another (Clark & Estes, 2008; Schein, 2017). Schein (2017) explains that cultures
are made up of shared beliefs, values, sentiments, goals, viewpoints, and learned practices. The
group- learned practices, beliefs, and behaviors shape the principles, structures, and core values
that relate to their organizational environment. Once the knowledge and motivation influences
have been assessed through the lens of the gap analysis framework, the last aspect that can
generate performance barriers are the organizational influences (Clark & Estes, 2008; Schein,
2017). Rueda (2011) suggests that a gap analysis can be conducted by measuring the distance
between the goals an organization established with its current outcomes achieved. In the case of
the research study, a gap analysis was created based on the field goal of increasing young adult
attendance each year by examining how close each church was to meeting their field goal.
The culture of an organization often shapes the shared values and norms of its members.
Gallimore and Goldenberg (2001) present two frameworks to understanding organizational
culture, cultural models, and cultural settings. The first framework discussed are cultural models,
which refers to the shared understanding and cultural practices that help contribute to
organizational goals. These models are often invisible and are linked to the trust created
organizationally. The last framework discussed are cultural settings, which are often visible and
are the concrete manifestation found in the social aspects taking place within the organization.
Cultural settings are also generally tied to achieving performance goals and receiving feedback
(Gallimore & Goldenberg, 2001).
Churches need to be receptive to feedback provided by members, employees, and
outside observers about their organizational practices. The first cultural model addresses
the need for churches to be receptive to feedback. Feedback is provided qualitatively through
feedback cards, in-person conversations, and through surveys that are dispersed to
41
congregation members, employees, and visitors. Quantitatively, both churches receive
feedback about its services and congregation through weekly attendance and membership
numbers. Churches need to be aware of the opinions of young adults as they visit or attend
services and small groups. They also need to know what keeps their current members coming
back. Creating a culture that is receptive to feedback does not simply mean the organization
collects data. Rather, they must provide ample opportunities for feedback across multiple
platforms and they need to know how to interpret and use the data collected to create
organizational changes (Langley et. al., 2009). Organizations that are not receptive to feedback
or do not utilize the feedback provided create a culture where those who provide the feedback
do not feel heard or supported. This would be extremely detrimental to churches because young
adults tend to be more attracted to churches who are willing to embrace feedback and adapt
over time (Hill & Matsubayashi, 2008). Finally, if religious organizations create a culture that
does not value feedback, the members of the church leadership team will follow suit and will
be less motivated to achieve their goals (Schein, 2017).
Churches need to embody a culture of welcoming and trust. A culture of welcoming
and trust needs to extend past current members of the church to outsiders such as new visitors
and members of their local community (Hayes, 2009). Young adults seek churches where they
feel a sense of community and belonging (Baard, 1994). To create a sense of community,
churches need to establish a culture that helps all who visit their organization feel welcome and
wanted (Hayes, 2009). Since organizational cultures often shape employee interactions and
social norms (Clark & Estes, 2008), by establishing an inclusive culture that welcomes visitors
and embraces new members, church leaders, in turn, will feel an increased level of motivation
towards making patrons feel welcomed in their organization.
42
Another aspect of feeling a sense of community within a church is trusting the way the
organization is run and supporting those who are in charge (Baard, 1994). Korsgaard, Brodt, and
Whitner (2002) explained that trust is created or destroyed through exchanges between
individuals as they work to understand the goals and intentions of one another. The methodology
used by church leaders in this study to develop a culture of trust involves a top-down system
where church leaders share and embody the core values and mission of each church with their
patrons. If the leaders of Orange Church and Green Church want current and new members to
trust their organizations, church leaders need to be transparent, open, and willing to discuss their
organizational intentions with those who inquire. By establishing a culture of welcoming and
trust, church leaders, as well as other employees, will also embrace these core values as they
work to generate higher young adult attendance rates (Hayes, 2009).
Churches need to provide services and classes that members and visitors want to
attend. The first cultural setting influence addresses the importance of churches providing
services and classes that congregates want to attend. While church leaders impact the types of
services and classes their religious organizations offer, external organizational influences such as
the United Methodist Council and the funding they provide, ultimately determines the amount
and types of services and classes they can provide (Miles & Proeschold-Bell, 2013). With that in
mind, the demand rate associated with the services and classes religious organizations provide
are visible and can be measured qualitatively and quantitatively through feedback forms and
attendance records (Edli & Wang, 2014). In the case of this research study, the demands from
church congregates and visitors associated with the services and classes offered has a direct
relationship to the likelihood that these religious organizations will meet their attendance- based
goals. For example, it would be beneficial if the leaders at Orange Church and Green Church
43
collected qualitative feedback from congregates regarding the types of services, classes, and
community outreach projects they desire. At the time of this study, churches collected
quantitative data from their service and small group attendance rates (Orange Church, 2019;
Green Church, 2019). The attendance numbers reflect if the churches are meeting the demands of
their congregates.
If religious organizations create a culture that is receptive to feedback and their
employees follow suit, they will be able to interpret and utilize the data collected to meet the
demands of current and potential congregation members (Edli & Wang, 2014). Studies have
found that if churches are receptive to feedback related to the offerings they provide, members
feel more heard and welcomed at their religious institutions (Gallagher & Newton, 2009).
Therefore, to increase young adult attendance rates, churches must be receptive to feedback
provided by visitors and members regarding the offerings they provide.
Churches need to clearly publicize their church offerings. The final organizational
setting influence involves the need for religious organizations to clearly publicize their church
offerings. Simply put, young adults are less likely to attend a church event, service, or class if
they do not know about it (Richardson, 2013). Much like the last organizational setting
influence, researchers can measure and evaluate the frequency and amount of effort put into
publicizing church offerings. Similarly, research finds that having a cultural setting where
employees frequently work towards attracting and engaging young adults to attend their religious
organizations through various marketing strategies, such as publicizing church offerings and
events through social media platforms, it informs a cultural norm where young adults feel more
welcomed into a church community. In turn, if leaders embrace this cultural practice and strive
to make new members feel welcome, these new members are more likely to trust the leadership
44
team and feel a sense of community within the organizations (Buys Rothmann, 2010). Re-
emphasizing these cultural settings, Schein (2017) found that the culture of an organization often
shapes its outcomes. Table 4 outlines the organizational mission, performance goal, and
stakeholder goals that are associated with the organizational models and settings discussed
above.
Table 4
Organizational Influences and Assessments for Organization Gap Analysis
Assumed Organizational Influences Organizational Influence Assessment
Cultural Model Influence 1
Churches need to be receptive to feedback
provided by members, employees, and outside
observers about their organizational practices.
Individual interviews were conducted with
church leaders to provide clarity about
how they collected and utilized feedback
from churchgoers. Church leaders were
asked the following questions:
● How does your church decide what
classes and services to offer
visitors and members?
● How is feedback to these classes
and services measured?
Document analysis was conducted based
on the presence or absence of a
documented feedback-based strategy.
Cultural Model Influence 2
Churches need to embody a culture of welcoming
and trust for all current and prospective church
members.
Individual interviews were conducted with
church leaders to gain insights about how
they welcome and create a culture of trust
for new and vesting congregates. The
following questions were asked:
● How would you describe the
church culture to new and
prospective members?
● Please describe how new members
are introduced to the church. How
does your organization make
individuals feel when they visit?
Surveys were distributed to the
congregates of each church to measure
how welcome and comfortable they felt
within their religious organization. The
following question was asked:
45
● How would you describe the
church culture to new and
prospective members?
Document analysis was conducted based
on the presence or absence of welcoming
packets and records of engagement and
participation.
Cultural Setting Influence 1
Churches need to provide services and classes that
members and visitors want to attend.
Individual interviews were conducted with
church leaders to gain insights about how
they determined what kinds of small
groups and services they offer to their
churchgoers. The following questions
were asked:
● How does your church decide what
classes and services to offer
visitors and members?
● How is feedback to these classes
and services measured?
Surveys were distributed to the
congregates of each church to better
understand what kinds of services and
small groups they were interested in
attending. The following question was
asked:
Church Setting Influence 2
Churches need to clearly publicize their church
offerings
● How interested are you in
attending the services and classes
your church provides? A)
Disinterested
B) Somewhat Disinterested
C) Neither Interested nor
Disinterested
D)Somewhat Interested
E) Interested
Document analysis was conducted based
on the presence or absence of attendance
records for church services and classes.
Individual interviews were conducted with
church leaders to determine how the
churches publicized their offerings. The
following questions were asked:
● Please describe how the church
publicizes its offerings.
● Suppose you were a potential
visitor of this religious
46
organization, how would you find
out about events, services, and
other church-related details? How
often would you utilize these
resources?
Surveys were distributed to the
congregates of each church to understand
both their knowledge of how churches
publicize offerings and to gain insights
about which communication channels
congregates used to stay informed. The
following question was asked:
● How did you hear about your
church and its offerings? (Check
all that apply) _Facebook _Twitter
_Instagram _Church Website _E-
mails_Flyers _Bulletins _Word of
Mouth _Other___________(please
describe)
Document analysis was conducted on the
presence or absence of marketing
materials that publicize church offerings
and the frequency in which offerings were
publicized.
Research Questions
The questions that guided the study are:
1. To what extent are Orange Church and Green Church meeting the goal of
increasing the attendance rates of young adults?
2. What is the knowledge of church leaders regarding why young adults are not
attending and what motivates church leaders to increase young adult
attendance rates?
3. What are the interactions between organizational culture and context and the
knowledge and motivation of church leaders?
Conceptual Framework: The Interaction of Stakeholders’ Knowledge and Motivation and
the Organizational Context
The purpose of the conceptual framework was to describe and categorize the key
concepts found in a study and provide a map that guides the relationships between these
47
concepts, theories, assumptions, and beliefs (Rocco & Plakhotnik, 2009). The conceptual
framework then incorporated these theories, concepts and models with the knowledge,
motivation, and organizational influences through the gap analysis process (Marriam & Tisdell,
2016). While the above sections have outlined the three potential influencers independent of each
other knowledge, motivation, and organizational influences are not isolated (Clark & Estes,
2008). Rather, each influencer exists together and often shapes and strengthens each other and
develops these potential gaps (Clark & Estes, 2008). The study provides the conceptual
framework two ways, through a graphic and a written narrative. The conceptual framework
describes the relationship between theories, models, and variables that influence the goal
attainment for church leaders (Maxwell, 2013).
As discussed, the organizational problem of practice addressed in this study was the low
attendance rates of young adults within two religious organizations. To increase young adult
attendance rates each year, the church leadership teams worked to implement strategies that they
believed would help them achieve their organizational goal (W. [redacted], personal
communication, June 3, 2019). The figure below demonstrates how the knowledge, motivation,
and organizational influences interact and guide the attendance initiatives church leaders pursued
and the outcomes they yield.
48
Figure 1. Conceptual Framework for Young Adult Attendance at Orange and Green Church
Figure 1 represents the interactive relationship between the knowledge and motivation of
religious leaders and their organizational influences as they relate to achieving their desired
stakeholder goals. In this case, the stakeholder goal was to implement strategies that will increase
young adult attendance rates (Orange Church, 2019; Green Church, 2019). Two things that can
shape the achievement of organizational goals are the organizational culture and its leadership
(Schein, 2017). The large circle represents the cultural settings and models of Orange and Green
Church. These settings and models include cultural norms such as how church leaders,
49
parishioners, and visitors interact, the daily operations of the organization, the shared core
organizational values, and the roles leadership and communication play in the growth and
sustainability of these religious organizations. The shared core values and daily operations of
organizations help to structure the goals they create and influence the knowledge of the
employees and the levels of motivation they feel towards achieving said goals (Schein, 2017).
The inner-circle represents the church leaders themselves whose internal knowledge and
motivation influences are often shaped by the cultural settings and models of the organization.
These knowledge influences include declarative and procedural, which informs stakeholders on
how to approach the young adult attendance problem. Motivationally, the two influences being
examined are the self-efficacy and attributions theories. These theories relate to the level of
impact church leaders feel they have on meeting this organizational goal and the motivation
levels generated from this feeling (Pajares, 2006). Much like the knowledge influences, the
organization dictates the amount of impact stakeholders feel they have based on a combination of
the physical and financial resources provided and the amount of organizational support they feel
towards their attendance initiatives.
Finally, the last element of the graphic is a double-sided arrow that is drawn from these
circles to the stakeholder goal to demonstrate the impact these knowledge, motivation, and
organizational influences have on the stakeholder as they work to achieve their goal. The arrow
is specifically double-sided to represent the converse relationship between goals and the
organizations and stakeholders who create these goals and strive to achieve them. These theories
of interactions presented in the conceptual framework inform the above research questions used
in the study
50
Summary
Chapter two began with a review of relevant literature that examined the root cause
behind the low young adult attendance rates Orange and Green Church are experiencing. The
literature review addressed two topics. The first section of the literature review outlined the
importance of young adult church attendance as it relates to growth and sustainability. The
second section of the literature review provided a discussion about the current initiatives some
Christian churches are enacting to increase young adult attendance rates. Following the literature
review, chapter two provided an in-depth review of the Clark and Estes (2008) gap analysis
framework. This framework assessed the knowledge, motivation, and organization influences
that could hinder church leaders as they implement strategies to increase young adult attendance
in their congregations. Finally, chapter two concluded with a look at the conceptual framework
two ways, through a written narrative and a graph. The purpose of this framework is to provide a
map that guides the relationships between key concepts, theories, assumptions, and beliefs
(Rocco & Plakhotonik, 2009). The research provided in chapter two has informed and influenced
the methodology that is used in chapter three.
51
Chapter Three: Methods
Chapter three presents the research design and methodology used to collect and analyze
data. Drawing from Clark and Estes (2008) knowledge, motivation, and organizational
influences framework, I have developed the following research questions to assess how these
influences impact church leaders as they try to increase young adult attendance rates.
1. To what extent are Orange Church and Green Church meeting the goal of increasing
young adult attendance rates?
2. What is the knowledge of church leaders regarding why young adults are not attending
and what motivates these leaders to increase young adult attendance rates?
3. What are the interactions between organizational culture and context and the knowledge
and motivation of church leaders?
The chapter provides an overview of the participating stakeholder groups and the data
collection procedures, a description of the criterion and rationale behind my participant selection
process, and an outline of the data collection instruments and document analysis that will be
utilized in the study. This is followed by a section that provides details regarding how data will
be analyzed. Finally, the chapter concludes with a few sections of disclaimers that address topics
such as the credibility and trustworthiness, the validity and reliability, the ethical considerations,
and the limitations of this research study.
Participating Stakeholders
For the data collection process, the study examined two stakeholder groups. First is the
primary stakeholder group, made up of church leaders. This group is the focus of this study since
research indicates that choices made by church leaders often determine the levels of engagement
and willingness to return felt by churchgoers. In the case of this study, the goal of the data
collection process was to gain insights about the knowledge, motivation, and organizational
influences that impact the abilities of church leaders as it relates to achieving their young adult
attendance goals. During the data collection period, interviews were conducted with six church
52
leaders across Orange Church and Green Church to gain these insights. The participants in the
study had to work as a church leader in at least one of these two facilities and must have
interacted directly with church visitors. The criterion was especially important as it would not
have been beneficial to gain insights from church leaders who did not influence the engagement
or attendance rates of young adult visitors.
The second group data was collected from were church congregates. The purpose of the
data collection from this group was to gain greater insights as to what attracted these individuals
to their respective church and what, if any, strategy used by their church has supported their
decision to return. The data was collected via an anonymous open-ended survey sent to all
church visitors and members over two weeks in the summer of 2020. While the study mainly
relied on the opinions of individuals aged 21 to 35 years old, survey results examined the
differences in the responses between those within this age demographic and those who are not.
The goal was to identify any differences between these two age groups. Finally, the only notable
criteria for the sample was that participants must have previously attended at least one church
service or class at one or more of the churches being studied. This requirement was necessary for
the participants to accurately describe their experiences within these contexts.
Interview Sampling Criteria and Rationale
This section outlines both the criteria and rationale behind how and why interview
participants were selected to take part in this study. This section begins with a brief description
of the criteria each interview participant had to meet to take part in the study, followed by the
interview sampling and recruitment strategy utilized.
Criterion 1. The participants must work at one of the organizations being studied.
Criterion 2. The participants must be considered church leaders.
Criterion 3. The participants must interact directly with church visitors, especially those
aged 21 to 35 years old.
53
Interview Sampling (Recruitment) Strategy and Rationale
The interview data collection processes used convenience sampling to select participants.
This sampling strategy was selected because it was necessary to study an already established
group of volunteers (Fink, 2013). In this case, the already established group of volunteers were
the church leaders from both churches being studied. The data collection processes for the study
involved meeting individually with six church leaders in a private setting. The sample size will
provide enough data from both groups of church leaders to understand their knowledge,
motivation, and organizational influences (Creswell & Creswell, 2018). Merriam and Tisdell
(2015) discuss the importance of using proper interview etiquette. Among their suggestions is
using the appropriate venue for the data collection. Therefore, my interviews took place in a
private setting over Zoom, so the participants could speak freely. Finally, interviews were
conducted while surveys were simultaneously distributed to churchgoers. By doing this, a
snapshot was created of the knowledge and motivations of church leaders and churchgoers
within the same timeframe.
Survey Sampling Criteria and Rationale
This section outlines both the criteria and rationale behind how and why survey
participants were selected to take part in this study. This section begins with a brief description
of the criteria each survey participant had to meet to take part in the study, followed by the
survey sampling and recruitment strategy utilized.
Criterion 1. The participants must have physically been to at least one of the churches
being studied.
Criterion 2. The participants must have attended at least one service or class offered by
one of the churches being studied.
Criterion 3. The participants must be comfortable identifying their age in the survey.
54
Survey Sampling (Recruitment) Strategy and Rationale
To ensure that the participants of the study had attended a church-sponsored event to
review, the electronic surveys were distributed electronically to all individuals via the church
email attendance lists, and participants were asked in the survey the frequency of their
attendance. This is a form of nonrandom convenience sampling because it relied on the
participation of those who were available at the time (Fink, 2013). To avoid age-based
assumptions, the survey requested insights from all participants. However, the study primarily
focused on the results of those who fell into the young adult category and it used the other
feedback for comparison purposes. Using non-random convenience sampling, the only size
priority that was desired was to receive at least 10 responses from young adults per church. The
surveys were distributed and collected at the same time church leaders were interviewed. The
timeframe is crucial because it provided a clear picture of the knowledge and motivational
influences that impacted both stakeholder groups at the same time.
Data Collection and Instrumentation
The first form of data collection utilized in this study were interviews with six church
leaders. The interviews were conducted to assess their knowledge regarding the wants and needs
of young adult churchgoers and the motivation of church leaders to make the changes necessary
to increase young adult attendance. Finally, interviews were used to analyze how organizational
culture and values shaped these influences. The decision was made to interview the primary
stakeholder group of church leaders because, as Weiss (1994) explained, interviews provide a
better understanding of the perceptions and history of individuals that are often hard to obtain in
other data collection processes. Since the study primarily relied on gaining insights about the
knowledge, motivation, and organizational influences that affect church leaders, out of all the
55
possible data collection options, interviews yielded the richest amount of qualitative data that
aligns with the purpose of my research.
The second form of data collection utilized in this study was to document and artifact
analysis. Of the three data collection processes, this document and artifact analysis was the most
straightforward and quick to conduct. The purpose of this data collection was to gain insights
into both the organizational cultures related to feedback receptiveness, welcoming, and openness,
the offerings they provided, and how they publicize their offerings. By conducting document and
artifact analysis, the data demonstrates the level of effort being made by each church and its
leaders to support young adult attendance, while highlighting larger organizational issues that
might not have been discussed in the interviews or surveys. Documents and artifacts were
collected simultaneously as the interviews and surveys were conducted and distributed. This
provided a clear snapshot of each church from June 26
th
to July 15
th
, 2020.
The third form of data collection utilized in this study were electronic surveys. As
interviews were conducted with church leaders in both organizations, electronic surveys were
distributed to all church congregates from June 26
th
to July 15
th
, 2020. The surveys were utilized
to identify potential knowledge gaps between perceived young adult values, as articulated in the
interviews, and the values young adults identified in the survey. Surveys were also used to
determine any organizational influences that were impacting young adult attendance rates. The
surveys asked questions that directly related to what motivates visitors to remain at a church,
while the interviews were used to find out the perception of what church leaders feel motivates
young adults to come back each week. Additionally, as the conceptual framework indicated,
organizational influences can impact many stakeholder groups at once. While my study primarily
focused on how organizational factors such as culture and values impact the decisions made by
56
church leaders, the culture of each organization can also play a role in whether church visitors
become members (Buys & Rothmann, 2010). Schein (2017) indicated that two things can shape
the achievement of an organizational goal, organizational culture, and leadership. Thus, these
survey questions also measured the role of organizational influences on the motivation of
churchgoers.
Interviews
Interview protocol. My interviews with the church leaders of Orange Church and Green
Church used a semi-structured approach. This means that while a large portion of the interview
consisted of predetermined questions, the order in which the questions were asked was
determined by the flow of the conversation and the willingness of the participants to dig deeper
into each question (Merriam & Tisdell, 2016). This was the best approach for my study because
the semi-structured nature of my interviews allowed the conversation to be more organic than the
highly structured alternative, while still answering all the questions necessary to assess the
knowledge, motivation, and organizational influences that affect church leaders. The ability to
remain on-task while being flexible might not have been achievable if I used an unstructured
interview approach (Merriam & Tisdell, 2016). The goal of my approach was to allow the
interviewees to provide richer insights regarding the factors that influence their decision making.
As alluded to above, the questions I asked during the interview process directly related to
the knowledge, motivation, and organizational influences that could play a role in how church
leaders operate, make decisions, and create changes. The conceptual framework demonstrated
that while many stakeholder groups are influenced by knowledge, motivation, and organizational
factors, these influences are not isolated. Clark and Estes (2008) explain that these influences
often interact with one another, much like a flurry of influence blowing on various stakeholder
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groups. For instance, my interview questions assessed how organizational factors inform the
knowledge and motivation of church leaders. Likewise, these questions also assessed how
knowledge, or lack thereof, motivates church leaders to create organizational culture and values.
Interview procedures. The interview process took place during the summer months of
2020. I selected this time frame based on both church leader availability and when my study was
approved by the University of Southern California Institutional Review Board (IRB). The time
frame of the interview process, as it related to the other data collection processes was crucial
because I wanted to capture an acute snapshot of each church within a two weeks span.
Therefore, the interviews took place as the surveys were filled out and the documents and
artifacts were collected. I conducted interviews concurrently with my artifact and document
collection because I wanted to be aware of some of the marketing materials and the current
attendance records during the interview, should the interviewee reference this information.
These semi-formal standardized open-ended interviews took place individually with three
church leaders from each of the two organizations, in a private setting over a Zoom meeting
room. Each one of these interviews lasted approximately 45 minutes. I chose a semi-formal
interview style because informal conversational interviews can vary vastly from each person and
the data is typically difficult to analyze (Patton, 2002). On the other hand, formal interviews
often require additional time and significant expertise in the interview processes (Robinson &
Firth, 2019), that I do not acquire, nor do I feel are necessary for the study.
While the interviews were semi-formal and semi-structured, the standardized open-ended
approach to interviewing was best suited for these interviews. The primary benefits of this
approach included the ability to ensure that all the knowledge, motivation, and organizational-
based questions are adequately answered while utilizing time efficiently and setting a standard
58
across interviews and organizations (Patton, 2002). Patton (2002) also emphasized the
importance of proper interview conduct, such as ensuring the interviewees feel valued and
understand that their participation is voluntary. As such, I limited the amount of time per
interview to approximately 45 minutes to an hour to indicate that I value the time of the
participants. While there are approximately 12 church leaders across the two organizations that
meet the criteria of working full time in a leadership capacity where they directly interact with
young adult visitors and members, the study used convenience sampling based on availability.
Each church provided a list of three church leaders who were willing and available to meet for
the interviews. Six interviews were conducted online over Zoom and lasted approximately 45
minutes each, making the total interview process four and a half hours. The interviews were
recorded and transcribed and coded upon completion.
Documents and Artifacts
In addition to the interviews, this research study also used document and artifact analysis.
The data collection process took place over the summer months of 2020 to assess the success of
the organization as it relates to communicating information and meeting their attendance-based
goals. I examined marketing materials from each church to gain a better understanding of how
they promote their services, small groups, classes, and volunteer projects internally and
externally. The marketing materials primarily examined posts on the respective social media
platforms each organization runs. These documents and artifacts directly related to the
conceptual framework because they reflected the organizational culture that shapes and informs
both church leaders and church participants. I also worked to collect attendance records from
services, events, and classes. The marketing documents were used to measure the motivation of
church leaders to inform and influence young adults to attend these events. It also measured how
59
knowledge was spread to young adult visitors and will assess the cultural influences that impact
both stakeholder groups. The attendance records directly correspond with my first research
question that asked how successful these organizations are in achieving their young adult
attendance goals. The marketing materials listed above are considered public records and were
collected from each site. The attendance records were intended to be provided via email by the
membership coordinator at each facility, but had challenges do to the Covid-19 pandemic. The
purpose of the data collection process was to provide a cost-effective method that triangulates the
other forms of data collection, provided credibility to the research study, and demonstrated the
culture at each religious organization (Bowen, 2009).
Surveys
Survey instrument. One of the best ways to ensure the credibility of a survey is to assess
the survey design, the population of the sample, and the instruments used to measure these
findings (Creswell, 2009). To ensure credibility and trustworthiness, the procedures and
instruments used in the data collection process must be uniform across the three organizations
(Maxwell, 2013). Therefore, the following processes and tools were enforced throughout the data
collection process. Each anonymous survey featured three open-ended, four close-ended
questions, and an age demographic question. The purpose of using a survey made up of both
open-ended and close-ended questions was to gain richer qualitative data regarding the
relationship between congregates and the knowledge, motivation, and organizational influences
that inform their decision to attend church. The first question asked the participant to indicate
their age. This determined if these participants fell into the young adult category of those aged 21
to 35 years old. The following seven questions were directly related to the organizational factors
that support their knowledge and influence their motivation to return to their church or not. For
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instance, one question asked congregates about what aspects of their religious organization
attracted them to attend and return. Questions related to organizational influences, such as
cultural norms and values, directly correlated to the conceptual framework because the
framework demonstrates that these influences not only inform and are informed by the
knowledge and motivation of church leaders, but the organizational influences often determine
how visitors perceive the church and inform their motivation to return or not.
Survey procedures. Due to the availability of church leaders and the timeline of my IRB
approval, the survey data collection process took place over two weeks from June 26th to July
15th, 2020. Surveys were distributed and collected while interviews with church leaders took
place. Both surveys and interviews happened simultaneously with the document and artifact
collection process. The timing of the survey data collection process in relation to the interviews
and document collection was crucial. Understanding the organizational culture as demonstrated
through the marketing materials and attendance records collected in the document and artifact
analysis provided context to some of the organizational influence-based survey answers. Also,
obtaining the insights and perceptions of church leaders before reviewing the survey results
provided a deeper understanding of any contradictions or similarities between the perceived
knowledge and motivational influences that affect young adult congregates, as indicated by
church leaders, and influences indicated in the surveys directly from this demographic.
Additionally, ethical researchers should avoid potentially biased practices when collecting and
interpreting data (Maxwell, 2013) Potentially biased language or opinions could be used in the
interview process if the survey results were already collected and reviewed before meeting with
church leaders. Therefore, although surveys were distributed and collected while interviewing
church leaders, the data was not reviewed until after the interview process was completed.
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The marketing teams at each church distributed the Qualtrics electronic surveys and
information sheets through weekly emails and social media posts that I crafted. The surveys were
sent to any individual who attended at least one service, small group, class, or event hosted by
either Orange Church or Green Church within the last two years. While the focus of this study
was to determine how church leaders influence young adult churchgoers, the study accepted
survey feedback from any churchgoer that was willing to participate. This larger pool of results
outlined the similarities and differences between the values of young adult congregates in
comparison to those outside of this demographic. Upon the final collection of these surveys, I
sought feedback from a minimum of ten individuals that fall within the young adult congregate
demographic from each religious institution.
Data Analysis
The six interview transcripts were coded using a priori codes based on the conceptual
framework, which coded church leader answers based on knowledge, motivation, and
organizational influences. Then analytic/axial and open codes were applied to the transcripts
based on the research questions and conceptual framework to identify patterns and create
feedback summaries that, when combined with feedback from other church leaders, survey
results, and document analysis, developed knowledge, motivation, and organizational- based
findings. Analyzing the open-ended survey results took a similar data analysis approach,
however, unlike the interview feedback, the survey results had to be filtered between young
adults and non-young adults, and blank responses needed to be eliminated from consideration.
The Likert-like scale survey results were analyzed using frequencies and percentages to compare
the results and response rates amongst young adults and between young adult and non-young
adult respondents. Finally, the documents that were provided, such as the attendance records
62
from Orange Church and the social media initiatives at both churches we analyzed in a document
analysis chart provided in Appendix C. The document and artifact analysis processes were
straightforward. To gain insights into the organizational cultures, document analysis measured if
each organization had a documented feedback strategy, welcome packets, church attendance and
engagement records, and church marketing and publication materials. The churches were also
assessed on the frequency in which these strategies were implemented, and materials were
utilized.
Credibility and Trustworthiness
The research study maintained credibility and trustworthiness through a series of
strategies that align with the data collection process. Credibility is related to the level of accuracy
and believability felt behind the data collection process and the finding of a study and
trustworthiness is based on the amount of rigor involved in carrying out the study (Merriam &
Tisdell, 2016). The first strategy the study implemented to maintain credibility and
trustworthiness was through the triangulation of data. The process of triangulation involved
collecting data from a diverse range of participants and settings using various methods of data
collection. This reduced the risk of potential systematic biases (Maxwell, 2013). In the research
study, data was collected across two organizations from both church leaders and congregates
through interviews, surveys, and document analysis.
The second way the study-maintained credibility and trustworthiness was by clarifying
and acknowledging my potential bias throughout the study. Since I was within the demographic
of the young adults that were measuring, my world views might have presented a biased
interpretation of the findings. As such, I took several steps to decrease the likelihood that bias
would influence my findings. First, before finalizing my interview and survey questions, I had
63
colleagues outside of the young adult age range review my questions for biased or leading
language. Second, before data collection, I distributed an information sheet to interviewees and
survey participants reflected my age, background, and my purely evaluative role in the study.
Finally, when coding my survey findings, I used a priori and axial/analytic codes in a manner
where results were I removed any age demographic information from the findings and found
themes and codes based purely on the words that were used and how they related to each
influence and the conceptual framework. Once data themes were identified, the age demographic
information was reapplied. This allowed me to avoid potential positionality bias when reviewing
responses from those who fell in the young adult category and those who did not
The third strategy the study implemented to maintain credibility and trustworthiness is
through member checking and respondent validation. Before I finalized the question asked in the
interview process, I provided these questions to church leaders outside of this study to determine
if the terminology used in the questions are familiar and the language is not leading. The study
also implemented the same process for the interview questions being asked of church
congregates. Once the data was collected, the findings were relayed back to the respondents to
ensure they are not misinterpreted. These tactics were used throughout the study across the two
participating organizations to maintain the credibility and trustworthiness of the research
findings.
Ethics
The qualitative research study examined the success rate of two churches as they worked
to increase young adults’ attendance rates in their respective congregation. The study solicited
the qualitative feedback of churchgoers and church leadership members via open-ended surveys
and individual interviews. Since the study relied on gathering feedback from human participants,
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it was my responsibility, as the researcher, to remain ethical throughout the data collection
process so that no harm is done to those involved in the study (Marriam & Tisdell, 2016). To
ensure ethical data collection practices were being enforced, Marriam and Tisdell (2016)
recommend gathering informed consent from each voluntary participant, while maintaining the
confidentiality of these individuals and the data collected in a secured location.
Gaining informed consent before the data collection process let potential participants
know their involvement was voluntary, bringing attention to any potential repercussions of the
study that could affect their well-being, and informing them that they may freely cease
participation at any time (Glesne, 2011). In the case of the research study, all potential
participants were adults, which eliminated some potential barriers with the University of
Southern California Institutional Review Board (IRB). Regardless, I distributed information
sheets to all potential participants of this study before the data collection process. These
information sheets outlined the purpose of the study, the data it looked to collect, it gained
permission to record the responses provided by those involved and clearly defined the rights of
voluntary participants. As an outsider to these churches, I also avoided a potential conflict of
interest related to the results of this study.
As mentioned, qualitative data was collected through the individual interviews I
administered with church leaders. To protect the privacy of these individuals, I replaced their
names with participant numbers and used a pseudonym for the religious institution they were
affiliated with. In addition to the interviews that took place during the study, I also collected
surveys from individuals who attended at least one of these religious organizations to gain
insights about their overall church experience and learn more about what drew them to attend.
The survey included a section where respondents indicate their age. The responses allowed me to
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differentiate the views of those who are in the target demographic, aged 21 to 35, and those who
are not. As an ethical researcher, honesty and transparency must be demonstrated to those being
studied (Rubin & Rubin, 2012). As such, I began each interview with an overview of the purpose
of this study, clarified any questions the participants might have had, and I allowed time for these
individuals to opt-out should they feel so inclined. This solidified the voluntary nature of the
study and ensured that pressure was not placed on individuals to participate. Finally, to maintain
the confidentiality of each participant, those who filled out surveys were assigned a number in
place of their name. This was the only identification information collected during this study and
will remain stored in my locked computer only to be viewed by my chair, the IRB, and myself.
Finally, the last aspect that needed to be addressed to remain ethical is to acknowledge
how my own biases, assumptions, and worldviews could potentially skew the results and
direction of this study. While I am not a member of either church that was examined and I did
not act as a participant in the study, I still brought potential biases to the study. First, my age fell
within the young adult demographic I was studying. Second, I had personal views about why
young adults may or may not choose to attend religious institutions. If left unchecked, both
worldviews could create potentially skewed research. Creswell and Creswell (2018) emphasized
the importance of acknowledging potential biases and assumptions before conducting research
studies. This helps researchers create a plan that will help ensure the validity of their study. Since
I fall into the young adult category, it was incredibly important that I prefaced every interview
and survey by addressing my role as an evaluative researcher and not a participant. This
information was attached to all electronic surveys and was verbally addressed at the beginning of
each interview. To avoid any potentially biased language used in interviews or surveys, all
questions were submitted to my chair and the IRB. By conducting ethically sound research, this
66
helped to avoid potential questions regarding the validity of a study, while proactively protecting
the rights of the participants involved.
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Chapter Four: Results and Findings
The purpose of this research study was to identify any knowledge, motivation, and
organizational influences that were impeding the performance of church leaders at Orange
Church and Green Church as they worked towards their stakeholder goal of implementing
strategies that would increase annual church attendance rates for young adults aged 21 to 35.
Using a modified gap analysis framework and the four research questions listed below to guide
this study, the data collection efforts undertaken to answer these questions included video
interviews with church leaders, electronic surveys distributed to church members, and document
analysis of publicly available marketing materials used at both churches. The questions that
guided the study include:
1. To what extent are Orange Church and Green Church meeting the goal of increasing the
attendance rates of young adults?
2. What is the knowledge of church leaders regarding why young adults are not attending
and what motivates church leaders to increase young adult attendance rates?
3. What are the interactions between organizational culture and context and the knowledge
and motivation of church leaders?
Participating Stakeholders
To provide a clear picture of the potential knowledge, motivation, and organizational
influence- based gaps experienced at Orange Church and Green Church, six church leaders, three
from each organization, participated in a semi-formal and semi-structured Zoom interview from
June 26
th
to July 15
th
, 2020. Each survey lasted approximately 45 minutes long and was made up
of eight questions. For anonymity, I will only refer to the participants by number and by title.
Participants one through three will refer to those who work at Orange Church, while four through
six will refer to those who work at Green Church. Table 5 provides the titles and church tenure
of each interviewee. To further triangulate the research and determine a better understanding of
68
the knowledge, motivation, and organizational influences, electronic surveys were distributed via
email and social media platforms to all church members and visitors of Orange Church and
Green Church and were completed from June 26
th
to July 15
th
, 2020. As outlined in Table 6, the
Orange Church survey yielded 86 responses, while the Green Church survey received 133
responses. Of those who participated in the survey, 10 survey responses from each church fell
into the young adult category, aged 21 to 35.
Table 5
Interview Participants
Church Title Church Tenure
Participant 1 Orange Pastor 5 years
Participant 2 Orange Congregational
Connector
8 years
Participant 3 Orange Director of Student
ministries
8 months
Participant 4 Green Pastor of
Congregational Care
2.5 years
Participant 5 Green Chair of Church
Council
30 years
Participant 6 Green Director of Youth
Ministries
22 years
Table 6
Survey Participants
Young Adult N Non-Young Adult N
Orange Church N 86 10 76
Green Church N 133 10 123
Total N 219 20 199
Research Question 1: To what extent are Orange Church and Green Church meeting the
goal of increasing the attendance rates of young adults?
Orange Church findings. Orange Church is not able to meet its goal of increasing
young adult attendance rates. This finding is supported by interviews and an analysis of
documents available. Interviews conducted with three members of the Orange Church leadership
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team provided context to the likelihood that Orange Church would meet their goal. Throughout
the interviews, comments were made that indicated that there was not a unified strategy to meet
their young adult attendance goal. When asked what Orange Church was doing to increase young
adult attendance, participant two said “I don’t know that we are totally focusing on young adults
per se...I think there is a small handful of people right now trying to reach young adults, but there
is a small portion of our church doing that right now.” When asked the same question, participant
three explained that with the COVID-19 pandemic, “I think this church, like so many others, is
kind of baffled right now about what they are going to do,” citing that the church priorities have
shifted to switching all operations to a virtual medium.
Participant one also emphasized their current shortcoming in meeting their young adult
attendance goal. To illustrate their point, participant one explained the missed opportunities that
surround Orange Church. After looking at the demographics in the mosaic segments of their city,
participant one found that “Young adults are the largest population within a 10-mile radius of our
church.” After describing this finding, participant one acknowledging that at their current rate,
Orange Church was not going to successfully meet their goal. Regarding their efforts to increase
young adult attendance, participant one declared, “Now we’re at square one and whatever we’ve
done in the past, it doesn’t matter. We’re starting over.” This feedback indicates that participant
one does not have faith in their ability to meet their young adult attendance goals by January
2021.
Another emerging theme found in the interviews that provided support to the finding that
Orange Church will not meet their goal was the inability to accurately measure their success.
When asked about how they measure their success concerning increasing young adult attendance
rates, participant two explained that, before the pandemic, they were determining their success
70
by “tracking their attendance numbers each week.” Participant three expressed concern that,
despite the pandemic and the inability to collect adequate attendance data, “I’d like us to do more
and see more development there, you know, right now our goals are 100% limited to attendance,
you know, are we attracting people who are engaged?” Drawing concern with a purely
quantitative analysis of success, participant one explained:
I don't think it's helpful to measure success through attendance numbers, I think it's been
the gold standard for a while, but it's not helpful for us because it does not measure
engagement interest. You're asking people to sit down and put their butts in the seat or to
watch the screen. So how do you say okay, what's a better measurement of engagement?
Is it how many people commented on that particular feed? How many young adults’
comment on that feed? How many people liked your page for the first time? How many
first-time visitors were young adults? I think those are more helpful goal measures for
me.
The feedback provided by church leaders regarding both their inability to properly
measure their success, due to pandemic limitations, and the undesirability felt towards purely
using attendance data to measure success, viewing it as less informative, provides context around
the limitations of the document analysis process. Before the pandemic attendance documents
were able to be provided. A comprehensive analysis conducted on the Orange Church attendance
records indicated that only 13% of the total Orange Church members are individuals aged 21 to
35 years old. Unfortunately, since the pandemic began five months ago, Orange Church was not
able to successfully measure the age demographics of those who attended their virtual services.
Thus, document analysis of attendance records cannot be conducted for Orange Church and since
attendance is the only way they measured success; Orange Church will not be able to definitively
determine if they meet their young adult attendance goals. Hence, based on findings from
interviews and document analysis, Orange Church was not in a position to meet its young adult
attendance goal.
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Green Church findings. As of the time of data collection, the data provided was
inconclusive in determining if Green Church was positioned to meet their goal of increasing
young adult attendance rates by January 2021. Despite some of the shortcomings Green Church
faced, which are outlined in the following knowledge, motivation, and organizational finding
sections, Green Church appeared to be in a much better position than Orange Church to meet
their young adult attendance goals. Supporting this finding, throughout the interviews with three
members of the Green Church leadership team, the participants outlined a thorough strategy to
increase young adult attendance. Emphasizing the critical role communication has in goal
achievement, participant six discussed that “We have a weekly director level meeting. So, a
dozen or so people, clergy, and directors of specific areas meet together to work on [their goal].”
Understanding their limitations in engaging and supporting young adult desires, participant four
explained that Green Church will have “two new pastors next week” and explained that one of
the pastors will oversee supporting the needs of young adults. By meeting weekly to
communicate goal progress and investing in a pastor that can drive young adult engagement and
attendance, it appeared that Green Church was making great strides to achieve their young adult
attendance goal. Supporting this finding were survey results from both young adult and non-
young adult congregates who overwhelmingly indicated that Green Church is a “welcoming and
inclusive environment,” and also demonstrated engagement with the offerings that Green Church
provided as over 90% of survey participants were “somewhat interested” to “ interested” in their
classes and services.
The reason why the data cannot conclusively determine if Green Church was meeting
their young adult attendance goals was due to the COVID-19 pandemic. While the feedback
from Green Church indicated they were working hard to increase young adult attendance,
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participant four explained that, with the pandemic, “getting people safely back in the building”
became their top priority. Participant five emphasized that despite the limitations, Green Church
has been extremely adaptable to a virtual setting, citing:
We've had live streaming for, I don't know, five or six years and I've had both my knees
replaced so I sat and watched at that time you were watching a service you're basically an
observer of what was going on in a room and now it's actually reaching out to me sitting
in my chair. And we found that, you know, people are responding to that, and especially
the opportunities to serve, even though you can't go to the church and serve, there are still
plenty of opportunities and those are very well brought out now probably more so than
we were meeting in person.
This quote articulates that, in addition to being strategic, communicative, and dedicating
resources to supporting young adult attendance and engagement, the Green Church leadership
team is extremely adaptive, providing opportunities to keep their church community engaged and
connected. The inconclusive finding, however, is supported by the lack of performance data.
Echoing the issues Orange Church faced with data collection, the virtual attendance records
Green Church had, were unable to determine if they were meeting their young adult attendance
goals or not. Participant six explained, “We normally record attendance in a database, but right
now. Worship is online and probably will be for several months. So, we have attendance
numbers, but not breakdowns by name and age.” Unfortunately, without the ability to measure
their attendance-based progress, the data does not conclude whether Green Church will meet
their young adult attendance goals.
Research Question 2: What is the knowledge of church leaders regarding why young adults
are not attending and what motivates church leaders to increase young adult attendance
rates?
Knowledge Findings
The first component outlined in the Clark and Estes (2008) gap analysis framework was
knowledge. Specifically, the framework described knowledge as an influence that can impact
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performance and goal achievement. For this study, it was crucial for church leaders to have
(declarative) knowledge of what young adults’ value in their religious institutions and possess
(procedural) knowledge of how to utilize their resources and support to increase young adult
attendance rates. Table 7 outlines the assumed knowledge influences as well as a summary of the
knowledge-based findings.
Table 7
Assumed Knowledge Influences and Summary of Findings
Assumed Knowledge Influence Influence Identified as Need,
Strength, or Undetermined
Church leaders need to know what young
adults’ value in their religious
organizations.
Church Leaders Need to Know how to
Utilize Their Resources and Support to
Increase Young Adult Attendance Rates
Need identified. Church leaders at
both churches lack declarative
knowledge of young adult values.
Need identified. Church leaders at
both churches do not possess the
procedural knowledge necessary to
effectively utilize their resources
and support to increase young adult
attendance rates.
Declarative Knowledge
To achieve their attendance-based goal, church leaders needed to know what young
adults’ value in their religious organizations. The findings indicated that church leaders at
Orange Church and Green Church lack declarative knowledge of young adult values. The
feedback from the interviews and surveys identified knowledge gaps in both the understanding
of what young adults’ value in religious organizations and what aspects of the two churches deter
young adults from attending. Without this declarative knowledge, it is highly unlikely that
church leaders will be able to successfully implement strategies that increase young adult
attendance by January 2021. The data analysis sections below support these findings.
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Orange Church findings. Interview participants one, two, and three from Orange
Church showed a shared knowledge about what young adults’ value in religious organizations
and what deters young adults from attending their church. When asked about what young adults’
value in religious organizations, the overall themes were young adults value inclusion, deep
thought, progressive ideals, and community. Participant one said “I think young adults look for
progress. They want to move an organization forward into the 21
st
century.” Participant one went
on to emphasize that young adults desire an “authentic community” where they can have “deep
thoughts and deep theological reflection.” Providing a similar sentiment, participant two
explained that young adults are “mission-oriented [and are looking for] good people with good
morals and ethics” to be in a community with. Aligning with the thoughts of participant one
about young adults craving deeper theological reflections, participant two explains that young
adults aren’t looking for the “labels of Christianity [and] don’t want to be told what the bible
says,” rather, participant two explains, young adults want to be reflective on their own beliefs.
Regarding the themes of young adults valuing an authentic service-driven community where a
deeper theological experience exists, participant three said the following:
I think what they value is religious organizations that really will get to the heart of a
discussion, the truth of the discussion and at the same time, allow them opportunities to
truly serve what they're passionate about. Serve in what they're passionate about.
These findings indicate that all three of the Orange Church interview participants had an aligned
declarative mindset about what young adults’ value in religious organizations.
When the three participants were asked what they believe deter young adults from
attending Orange Church, two themes were unanimously echoed in all three interviews, outdated
non- progressive practices and an exclusionary atmosphere. Supporting their previous thought
that young adults value a progressive religious experience, participant one explained that young
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adults are deterred from attending Orange Church due to some of the outdated practices the
organization embraces. Participant one elaborates:
We are living in the past. I don’t know if that’s the right way to say it, but when we’re not
looking forward as a church. We’re looking back and trying to do things the way things
used to…always used to be.
Proving an example of how Orange Church currently lacks progressive thinking and is stuck in a
fixed mindset, participants one explains that Orange Church primarily only offers their space to
external non-profit organizations on Sundays and Wednesdays, but participant one argues that
this practice is outdated and could be a missed opportunity to bring more membership traffic to
the church. Participant one explains that, “You are looking backwards if you saying we’re only
doing this for Sunday and Wednesday night programming. You’re going backwards instead of
moving forwards.”
Echoing the notion presented by participant one that young adults are deterred from
attending Orange Church because of their outdated practices, participant three explained, “I don’t
think they necessarily value doing things just because we’ve always done it. They don’t value,
necessarily, some of the traditions that are traditions only because they’ve always been there.”
While participant two agreed that Orange Church has outdated practices that could deter young
adults, they explain that these non-progressive practices are just one component of a less than
welcoming atmosphere provided towards young adults’ members and visitors. Elaborating,
participant two said young adults “embrace all types of positive welcoming aspects of
everything.” Participant two elaborated that young adults do not want to attend a church where
they feel “judged or pushed aside because of socioeconomic background or because of
appearance… or if they feel like they’re being disregarded because of their youth as opposed to
looking to all the strengths that they provide to the table.”
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Based on the survey results provided by ten young adults at Orange Church, the
declarative knowledge church leaders possess about what young adults value and what deters
them from attending Orange Church were somewhat aligned with the feelings of this
demographic. For instance, when asked the survey question “When deciding to attend a church,
what did you look for?” the most common themes amongst the responses were: community,
openness to all, acceptance, and multigeneration involvement. While a majority of the survey
responses aligned with the feedback provided by the three church leaders, who emphasized that
young adults find value in authentic communities, service, and a progressive, welcome, and open
community mindset, the young adult definition of a progressive church did not align with the
description church leaders provided.
Supporting this finding, when young adults were asked “In your opinion what could the
church leadership team do to increase attendance and engagement?” one overarching response
was for churches to provide a more inclusive and progressive environment that embraces all
visitors, especially young adults and members of the LGBTQ+ community. Unlike church
leaders, such as participant one, who defined a desirable progressive environment as one where
they can “ move an organization forward into the 21st century [and] not live in the past,” young
adults linked their definition of a progressive church with inclusivity, specifically as it related to
accepting the LGBTQ+ community. Supporting the definition of what a progressive church
environment looks like, one young adult survey participant notably requested for church leaders
to “Take a stand against the rejection of the LGBT members of the church,” while another
respondent simply stated “Promote inclusivity. I worry about the LGBTQ community.”
Another overarching response to what church leaders could do to increase attendance and
engagement was for church leaders to create events, services, and projects that are geared
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towards young adults. One notable response stated “Have more options for people my age. They
are great for older members and for those with children, but not so much for younger adults.”
One young adult survey participant made the following request:
We need to have more activities that are outside of working hours, it seems like all the
[bible] studies are aimed at people who are either stay at home parents or retired. And no,
5:30 or 6 isn’t always enough time to leave the office and make it all the way back to the
church with traffic.
These two pieces of feedback reflect that church leaders, who emphasized that their outdated
practices and offering were deterrent to young adult attendance, possess accurate declarative
knowledge on this topic. The survey results indicate that the declarative knowledge church
leaders at Orange Church possess about the needs and values of young adults as well as what
deters this demographic from attending their religious institution, were aligned amongst the
leaders, but do not fully and accurately reflect the feelings of their young adult members and
visitors.
Green Church findings. When discussing what they believed young adults’ value, all
three leaders from Green Church unanimously said that young adults value community and
service opportunities. Participant four said they value “being engaged in the community in a
meaningful way [with an] outward focus.” Participant five said young adults “want to make a
difference for others and for their community.” Participant six followed suit and said, “I think
they value service and connection.” When asked what young adults’ do not value and, more
specifically, what could deter young adults from attending Green Church, the responses from the
three church leaders varied. Participant four that young adults would not value a church “where
you would just sit in a pew on Sunday and there is no meaningful engagement beyond that
point.”
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Digging deeper into which aspects of Green Church deter young adults, participant four
explained that their “biggest demographic is older folks and so most things are accessible for the
retirees… there’s nothing intestinally focused towards young adults where they can be in a
community together.” Adding to the aspects that could deter young adults, participant five
discussed the location of the church as “in a suburban world,” explaining, “our big deterrent is
our location [since] that’s not where most [young adults] live.” Finally, participant six described
the detriment of having an older congregation by stating:
I think young adults might think a lot of people in a traditional church are old and would
not relate to them. They also have had probably a justifiable reason to believe that the
broader church is a hypocritical antiquated institution.
The interview feedback provided regarding young adult values set the framework for the
declarative knowledge gap found in Green Church survey results outlined in the next section.
When young adults were asked in the survey what they looked for when deciding which
church to attend, the results indicated a disconnect in the declarative knowledge of the church
leaders. The most common response themes amongst the young adults were outreach,
community, and inclusivity. While church leaders mentioned that young adults value outreach
opportunities and a sense of community, the surveys do not provide enough evidence that young
adults define a sense of community or inclusive the same way church leaders perceive their
definition. Similar to the Orange Church finding where church leaders and young adults had two
different definitions of the word progressive, the evidence does not support church leaders
having strong declarative knowledge about what young adults’ value in their religious
organizations.
The feedback provided by the three church leaders about what aspects of Green Church
deters young adults from attending does not align with the beliefs of the young adult survey
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respondents. Survey responses indicated that the main aspect of Green Church that deters people
from their demographic was a lack of community, groups, and activities geared towards young
adults, whereas church leaders believed that young adults were deterred based on their traditional
church environment and older congregation or the church location itself. Rather, the young adult
survey respondents complained that many of the church offerings meet the needs of the elderly
congregants, requesting for Green Church to provide “small groups and bible studies that better
fit schedules of working parents.” One respondent emphasized that to increase young adult
attendance, it is necessary for Green Church to “Provide more opportunities for young adults and
use social media more.” The feedback from both the interviews and the surveys support the
finding that the church leaders at Green Church are misaligned in their declarative knowledge of
young adult values.
Procedural Knowledge
To achieve their attendance-based goal, church leaders needed to possess procedural
knowledge of how to utilize their resources and support to increase young adult attendance rates.
The findings indicated procedural knowledge gaps for church leaders at both Orange Church and
Green Church. These gaps demonstrate that church leaders at both institutions do not possess the
knowledge necessary to effectively utilize their resources and support to increase young adult
attendance rates. Without this knowledge, it is highly unlikely that church leaders will be able to
successfully implement strategies that increase young adult attendance rates by 2021. The data
analysis sections below support these findings.
Orange Church findings. Participants one, two, and three were asked a series of
interview questions that measured their procedural knowledge of using resources to increase
young adult attendance. All three of the participants extensively outlined how Orange Church
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attempted to leverage its resources to increase young adult attendance. Participant one discussed
how Orange Church leveraged its employees to increase young adult attendance stating, “So I
think the staff is one of our biggest resources, they help young adults get connected to small
groups and become a part of the [Orange Church] community.” Participant one also explained
that, before the pandemic, Orange Church was seeing an increase in young adult attendance at
their modern worship service, attributing this success to how they leveraged the worship
messaging. Participant one elaborated that by finding a message that was “compelling and
interesting and something different than you’ve heard before… [young adults] are going to want
to come back next week.” To conclude this section, participant one provided some insights as to
how they were trying to leverage resources mid-pandemic. Participant one explained that
leveraging resources to increase young adult attendance “haven’t been as intentional [because]
we’ve never had to do this [virtually] before.”
Much like participant one, participant two provided a few examples of how they utilized
resources to increase young adult attendance before the pandemic but struggled to elaborate on
how they were effectively utilizing resources during a pandemic. Participant two said the
primary resources Orange Church utilized to increase young adult attendance were interpersonal
communications and their social media platforms. Elaborating on the interpersonal
communications, participant two explained:
Having personal contact and conversations is one of our best and most effective ways to
keep people engaged and returning. We try to get them involved in small groups and
services to help them build relationships with others and make them feel like it's their
church.
While this communication worked when churches were open, participant two emphasized,
“Facebook and email newsletters and social media is probably our only way of reaching out right
now … I think we need to work on that.” Unlike participants one and two, participant three could
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only speak to what resources they used to increase young adult attendance before moving
virtually. Participant three explained that, before the pandemic, they used their physical space to
attract new members and visitors stating, “We use space we try to provide, you know, meeting
opportunity space we tried to, you know, reach that age group of young working professionals
through worship service and small groups.” The feedback provided by the three Orange Church
participants supports the finding that the leaders had procedural knowledge of how they utilized
resources to increase young adult attendance before the pandemic but lacked procedural
knowledge of how they leveraged resources during the pandemic.
While the interviews indicate that church leaders were moderately familiar with how they
leverage resources to increase young adult attendance, surveys and document analysis were used
to gain insight into the effectiveness of their resource utilization. When examining the results of
the church community opinion survey, a knowledge gap was found in how church leaders utilize
their physical space to increase young adult attendance. Supporting this finding, when asked in
the survey what church leaders could do to increase attendance 50% of the young adult responses
indicated that Orange Church “needs to provide more space and opportunities for the young adult
members in their community.” This quote emphasizes that while church leaders used their space
to increase young adult attendance, as described by participant three, Orange Church needed to
provide more physical space for young adults. Another notable gap in procedural knowledge was
found when examining social media demographics. During the interview, participant two
discussed that Orange Church was leveraging social media platforms to increase young adult
attendance. An evident knowledge gap emerged when participant one later admitted that when
conducting ant analysis on the demographics of who was watching the Facebook live-streamed
services, they were surprised to find out their average viewers were white women in their mid-
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forties, instead of their young adult target audience. In conclusion, while the interviews found
that Orange Church leaders were familiar with what resources they used, prior to the pandemic to
support young adult attendance goals, the feedback from surveys and document analysis indicate
that church leaders lack the procedural knowledge of how to properly utilize their resources to
increase young adult attendance.
Green Church findings. To determine if Green Church leaders possessed the procedural
knowledge necessary to properly utilize their resources to increase young adult attendance,
participants four, five, and six were asked a series of questions surrounding their understanding
of current organizational practices, including how Green Church leverages resources to increase
young adult attendance. The results from the three participants were aligned in their knowledge
of organizational practices. For example, all three leaders emphasized that Green Church puts a
great amount of resources into community service-based endeavors and developing small groups
to meet the needs of their young adult members, with the hope that it will create an increase in
young adult attendance. Supporting their current practices, participant five explained that one of
the most successful ways Green Church leveraged its resources to increase young adult
attendance is through providing community-building opportunities that appeal to young adults.
Namely, participant five described that doing providing service opportunities builds community
and supports attendance rates, they said:
The opportunities to serve. I think as a society, we’ve realized the value and that’s
definitely one of the huge values of [Green Church] is the ability to help others in our
community and not just right around the church, but in the greater [city] area.
Regarding other ways Green Church leveraged resources to increase young adult attendance,
both participant four and six describe that, over the years, they have developed a variety of
worship services to attract different aged demographics. Most notably, Green Church created a
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modern worship service that takes place on Saturday nights with the hope that it would attract
younger congregates. Participant four explained that “I would say a lot of our young adults
appreciate a more relaxed style of worship service.” While participant four witnessed young
adults attending the Saturday night worship service, Green Church did not have an accurate way
to determine if proving the resources necessary to create a modern worship service was
successfully increasing young adult attendance rates. Participant four elaborated:
For a long time, the pastor in charge of that service said that young adults didn’t want to
sign in. They didn’t want to be contacted until they were ready to be contacted. So, it
took a long time to establish an attendance ritual with that community.
This quote demonstrates that while participant four is familiar with how they have previously
used resources to increase young adult attendance, they lack definitive knowledge about the
success of this resource utilization.
While all three of the church leaders were familiar with their history of using resources to
increase young adult attendance rates, they all acknowledged that as an organization, they lack
the procedural knowledge of how to properly utilize their resources to increase young adult
attendance. Participant four explains that Green Church “struggles with events that attract
younger families and especially younger single people.” Participant six explains that the only
events that tend to get some reception from younger adults are when they have small groups at
restaurants outside of church property, but those gatherings “are more casual and aren’t worship
related.” Ending this series of responses on a hopeful note, participant four elaborated that while
Green Church is “only at the beginning” of their young adult outreach efforts “Starting July one,
we will have a small group pastor and she’ll be focused on building our younger adult
community.” The interview responses indicate that Green Church made multiple efforts to use
their organizational resources to engage and attract young adults to their church, but they lack
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procedural knowledge about how to properly utilize resources to achieve their young adult
attendance goal.
The results from the opinions surveys align with the feedback provided by the church
leaders. First, the consensus from both young adult and non-young adult participants are that
Green Church is extremely community-service oriented and they offer a variety of options for
worship services. Unfortunately, the results also acknowledge the shortcomings that the church
leaders mentioned. When the survey respondents were asked what they thought church leaders
could do to increase attendance rates, 60% of young adults responded with comments requesting
more opportunities for young adults. These comments included but were not limited to “It would
help to have young adult-focused activities,” “more young adult events,” and “gain more young
people in the congregation.” Notably, six comments from non-young adult respondents requested
a similar call to action. They made comments such as “invite and program for younger people,”
“reach out even more to young families,” and most notably, “not sure how we get younger adults
engaged. So many are totally disinterested even though it appears they are not really grounded in
anything else.” In conclusion, the results from the three interviews, the data analysis, and the
church community surveys indicate that Green Church leaders lack the procedural knowledge
necessary to properly utilize their resources and meet their goal of increasing young adult
attendance by 2021.
Motivation Findings
The second component outlined in the Clark and Estes (2008) gap analysis framework
was motivation. Specifically, the framework described motivation as an influence that can
impact performance and goal achievement. For this study, it was crucial for church leaders to
believe in their ability to increase young adult attendance rates and see their efforts as
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contributing to achieving their young adult attendance goals. Table 8 outlines the assumed
motivational influences as well as a summary of the motivation-based findings.
Table 8
Assumed Motivation Influences and Summary of Findings
Assumed Motivation Influence Influence Identified as Need,
Strength, or Undetermined
Church leaders need to believe in their
ability to increase young adult attendance
rates in their church
Church leaders need to see their efforts as
contributing to achieve their young adult
attendance goal.
Need identified. Church leaders at
Orange Church had mixed feelings
of self-efficacy and the leaders at
Green Church had low feelings of
self-efficacy regarding their
individual abilities to achieve their
young adult attendance goal.
Need identified. Church leaders at
both churches do not see their
efforts as contributing to achieve
their young adult attendance goal.
Self-Efficacy
To achieve their attendance-based goal, church leaders needed to believe in their ability
to increase young adult attendance rates. The interview data below determined that church
leaders at both organizations have self- efficacy- based motivation gaps. These findings indicate
that the church leaders at Orange Church had mixed feelings of self-efficacy and the leaders at
Green Church had low feelings of self-efficacy regarding their individual abilities to achieve
their young adult attendance goal. Without increased feelings of self-efficacy, it is unlikely that
church leaders will be motivated to successfully implement strategies that increase young adult
attendance rates by 2021. The data analysis sections below support these findings.
Orange Church findings. Participants one, two, and three from Orange Church reflected
mixed feelings of self-efficacy towards their ability to make the changes necessary to increase
young adult attendance rates at their church. The primary finding in all three interviews was the
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varied levels of confidence church leaders had regarding their ability to make the effective
changes necessary to increase young adult attendance. When asked about their confidence in
their ability to increase young adult attendance rates, participant one indicated that they feel “a
lot more confidence,” citing that they made “big strides in for young adults [when they]
redesigned the modern worship service.” Participant one noted that, prior to the COVID-19
pandemic, there was a “slight increase in young adult attendance” at the modern worship service.
However, as participant one explained their feelings further, the increased level of self-efficacy
expressed earlier in the interview seemed to decrease. A primary example of lower levels of self-
efficacy felt by participant one is when they began describing their current plans and limitations
to achieve the young adult attendance goal. Participant one said that “There’s no real committee
or team that kind of says ‘this is our young adult thing,” concluding this interview section by
stating they are “fairly confident in the work [they] are doing for young adults.” This notable
shift from a feeling of “a lot more confidence” regarding their ability to support young adult
attendance growth to “fairly confident” demonstrated that in the context of their current
limitations, participant one had lower levels of self-efficacy.
Reflecting a similar mixed feeling of self-efficacy to participant one, participant two
began to answer the question by expressing the importance of achieving their young adult
attendance goal but seemed to feel less confident in their ability to achieve said goal. Explaining
this lack of confidence, participant two said:
I do feel like I would like to do more research and figure out ways to reach out to them
more. So, I would like to try to get more focused on that, if I didn’t have so many other
responsibilities as the church… if I didn’t have 15 other responsibilities that would be
one thing I would like to focus on.
Providing a similar tone of self-efficacy as the first two participants, participant three
reflected the importance of increasing young adult attendance but expressed concern about the
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ability to achieve the goal due to a lack of strategy and overworked church leaders. Participant
three explained, “Unfortunately, what has happened is our staff is stretched so thin that we don’t
have someone that is just marked in and in that position to work on introducing and growing that
demographic,” they also went on to say that as a church leader, “I’m pretty confident that we
could do it as long as people would stand up and be a part of it.” This means that participant
three would feel greater levels of self-efficacy if they were not overworked and if they had
someone to help lead the young adult attendance growth effort. The themes that emerged from
all three interviews was the unified feeling of importance related to achieving the young adult
attendance goal, followed by statements that, under ideal circumstances, they would feel
confident in their ability to meet the young attendance goals, concluded with providing
immediate reasons why they felt they cannot successfully meet their goal in their current
condition. These reasons ranged from overworked church staff to a lack of planning to fear that
church members would not participate in their different approaches to this goal. The interview
feedback provided solidifies the finding that, at Orange Church, church leaders have mixed
levels of self- efficacy regarding their ability to achieve the young adult attendance goal.
Green Church findings. To determine the level of self- efficacy felt by the leaders of
Green Church, the interviewees were asked to describe their level of confidence as it relates to
their ability to achieve the young adult attendance goal. The responses from the three participants
varied, but there was an overall hesitation to indicate that they were confident in their ability to
create the changes necessary to meet their young adult attendance goals. Participant four
responded to this question with the most confidence, explaining that their age makes them the
most suited church leader to understand and support the needs of young adults. Participant four
explains, “When young adults are looking for a pastor, they’re coming to me first because I am
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30 and sometimes, they find that more accessible and they feel I can relate to them in a lot of
ways.” Elaborating on their role in trying to increase young adult attendance, participant four
described that as a pastor who is also a young adult, they feel a personal obligation to use their
platform to reach that demographic. They state, “As a young adult I am always looking for how
my ministry is something that extends out to the young adult community.” Digging deeper into
their role, participant four explained that the position they are in where young adults turn to them
to support their needs is a “unique situation” compared to what other church leaders might
experience. While this feedback demonstrated the obligation participant four felt to increase
young adult attendance due to their positionality within the church, it did not speak directly to
the level of self-efficacy felt. That said, later in the interview, when describing their
organizational limitations, participant four opened up about their own ability to affect change.
Participant four said, “it is really difficult [to increase attendance] because we don’t have young
adult programming yet.” This quote indicates that although participant four feels obliged to
support young adult attendance growth, a lack of organizational programming reduced their
feeling of self-efficacy towards enacting this change.
Demonstrating a lower sense of self-efficacy, both participant five and participant six
articulated a disconnect between their perceived current abilities and achieving their young adult
attendance goals. Participant five supported their low self-efficacy with circumstantial evidence,
citing the COVID-19 pandemic as to why they feel slightly helpless about their ability to meet
this goal. Participant five stated, “Covid came along and now it’s to the point where some of
these goals we had before [have been] put on the wayside or on the sidelines for now.”
Displaying low motivation to pursue efforts that increase young adult attendance, participant five
also explained that even when they can safely meet in person again, “My job is not necessary
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around younger adults.” While participant six worked directly with children and teenagers,
preparing them to continue their relationship with Green Church after high school, when asked
about their level of self-efficacy, they could not speak to their individual ability to increase
attendance. Rather, participant six used several “we” statements, discussing collaborative efforts.
Most notably, participant six said, “I think my confidence in our collective ability will go up
when we are able to meet again…and when we have the new Director of Small Groups and
Community Life.” This quote yields two findings. First, participant six connected personal
confidence in goal achievement with external factors, which does not inherently imply a strong
feeling of efficacy regarding their ability to meet the attendance-based goal, let alone a strong
feeling of self-efficacy. Second, due to the lack of feedback provided about their individual
ability to increase young adult attendance, a conclusive finding cannot be drawn on the self-
efficacy of this church leader. With that being said, the feedback provided by all three church
leaders supports the finding that church leaders at Green Church do not have strong feelings of
self-efficacy about their ability to increase young adult attendance.
Attributions
To achieve their attendance-based goal, church leaders needed to see their efforts as
contributing to achieve their young adult attendance goal. The interview data below found
church leaders at both organizations having attribution- based motivation gaps. These findings
indicate that the church leaders at Orange Church attribute young adult outcomes as a result of
external and uncontrollable factors, rather than internal effort. Similarly, Green Church leaders
only view attributions internally when they can draw a direct relationship between their efforts
and a successful outcome, however, if they feel the outcome is negative, they attribute said
outcome to external factors. Without church leaders definitively viewing their efforts as a
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contributing factor to young adult attendance outcomes, it is unlikely that church leaders will feel
motivated to successfully implement strategies that increase young adult attendance rates by
2021. The data analysis sections below support these findings.
Orange Church findings. Assessing the attributions felt by church leaders, the three
participants at Orange Church were asked a series of interview questions that measured how they
perceive their efforts as contributing towards the achievement of the young adult attendance
goals. They were asked to provide an overview of how their efforts impact young adult
attendance, how they measure the success of their efforts, and what other aspects of Orange
Church that they were involved in contributing to young adult attendance. Much like the
responses to the self-efficacy questions, the three participants began their answers with how they
try to meet their goals followed by proving several internal and external factors that limit the
effectiveness of their efforts to achieve said goals. For instance, participant one began answering
these questions by explaining that in the last three years, they have seen their individual efforts in
revamping the modern worship service attract more young adults to the church. After elaborating
on some of the efforts made, participant one then provided three reasons why their current efforts
are not effective in achieving the young adult attendance goal. First, participant one explained
that their efforts are limited due to all the various new responsibilities they have as the current
head pastor in charge, stating:
Before all of this, before I was the head pastor in charge, I worked primarily in the
modern worship service crafting the worship service itself, recruiting volunteers, making
sure it sounds good and the lighting was good. Making sure the sermons were well done,
really focusing on trying to connect people to service, small groups, and our mission.
Now that I’m the head pastor in charge, I must step back from these efforts and look at
things in a much broader sense.
This quote from participant one demonstrated a dissociation between their efforts and the young
adult attendance outcomes. In the quote, participant one explained that since they were
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promoted, they no longer put as much effort into supporting young adult attendance. As such,
this indicates that they view this as an internal attribution, but since their efforts are now limited,
they no longer link their efforts with the attendance- based outcomes. Another notable finding
from this quote is the continued theme of being “stretched too thin” that was mentioned by
participant two when they answered the self-efficacy questions. As the interview went on,
participant one continued to disassociate any relationship between their efforts and goal
achievement. Citing the challenges associated with the COVID-19 pandemic, participant one
described that shifting to an online platform for church services and small groups had not only
limited their ability to influence and properly measure young adult attendance but it also
drastically impacted their ability to simply support weekly attendance in general. Finally,
participant one explained that when services were held in person and they could work on
increasing young adult attendance, their efforts were hindered by the look and feel of the church
itself. Participant one mentions “I don’t think we do a great job in our aesthetics; we kind of do
things mediocre and it is because our building is old…it doesn't really attract young adults.”
Solidifying their point, participant one concluded answering these questions by simply asking
“How do you make the church not smell just stingy and old?” The feedback provided by
participant one demonstrates that they perceive attributions towards young adult attendance
outcomes as external and uncontrollable, minimizing their motivation to support their young
adult attendance goals.
Participant two and three followed the same trend as participant one by first listing their
efforts and then describing the factors that make their efforts less effective. For example,
participant two and three began answering these questions using a lot of “I try” statements.
Participant two tries to “make people feel welcome [and] tries to support them coming back,’
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whereas participant three describes their efforts as “trying to start a small young adult group
[and] trying to stay connected with graduating high school seniors to maintain their relationship
with the church.” Participant two then explained that while they make efforts to encourage and
support increased young adult attendance their involvement is primarily to maintain attendance
records. When digging further into their efforts as it relates to seeing attendance changes, they
explained that it is mostly the worship team that is in charge of that and re-emphasized that they
would like to be more involved in creating these changes if they didn’t “have so many other
things happening.” While participant two initially described some of their efforts to increase
young adult attendance, when they discussed outcomes, participant one dissociated the
attributions as external to their own efforts. Participant three provided feedback that mirrored
participant two. The third participant explained that while they have made efforts to increase
young adult attendance through creating a small young adult group, external and uncontrollable
attributions such as low attendance and participation combined with the impact of Covid-19
made it challenging to positively impact young adult attendance rates. The three interviews with
the church leaders at Orange Church indicate that while they understand the value of increasing
young adult attendance and have made some efforts in achieving this goal, they ultimately
attribute the young adult outcomes to external and often uncontrollable factors.
Green Church findings. Much like the finding from the self-efficacy questions, the
feedback provided by church leaders indicates the attribution of success or failure they feel was
often linked to external and uncontrollable factors. For example, participant four began
answering these questions displaying both motivation and internal attribution towards goal
achievement. Participant four explained that they have made several outreaching efforts to
engage with and support the needs of young adults, noting that they measure the success of their
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efforts in both a quantitative attendance sense and by “involvement in the church.” Participant
four elaborated on the relationship between their efforts and outcomes by citing benchmarks of
success. Participant four indicated that they perceive their efforts as contributing towards their
young adult attendance goals if, after they work towards this initiative, they can ask the questions
“Who is doing outreach?” and “Who is volunteering?” and the answer to those questions include
increased numbers of young adults. This explanation implies that if positive outcomes occur,
participant four attributes this success to their efforts, however, when participant four discussed
failure this dynamic shifted. When describing circumstantial and external factors that hinder their
progress in young adult attendance. They explain that:
Personally, I think we do our best to connect young adults in order to build that
community, but I think it’s really difficult since we don’t have young adult programming
yet. So, that’s a big challenge because we connect them, and then where do they go from
there?
What is notable about this quote is the shift participant four made from attributing a relationship
between a successful outcome and their efforts to a negative outcome and external attribution
factors, such as no young adult programming.
Participant five similarly approached the attribution questions, they began by explaining
their efforts to increase young adult attendance, elaborating on how their “efforts are to provide a
lot of service opportunities” for young adults to feel engaged and integrated into the community.
Then the tone of motivation and attribution shifted as participant five described that, with the
circumstances around COVID-19, “The best I can do is invite folks to watch [services] right
now.” Following the same theme, participant six described how their role as a church director
contributes to their young adult attendance efforts, citing that they have “weekly director-level
meetings with a dozen or so other church leaders to discuss how to keep working on specific
areas” including young adult attendance. Participant six explained the importance of “walking
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the talk” when it comes to creating a church more attractive and engaging to a younger
demographic. Following the trend of participants four and five, participant six began displaying
low levels of motivation and attribution when describing their current reality. Participant six
explained that when it comes to measuring the success of their efforts, “We normally record
attendance in a database, but right now, worship is online and probably will be for several
months. So, we have attendance numbers, but not breakdowns by name or age.” With this
circumstantial description, participant six is unable to perceive how their efforts are contributing
toward their attendance goal and the document analysis for this study, measuring the success of
their efforts based on attendance records is not feasible. The feedback from the three members of
the Green Church leadership team supports the finding that these leaders only view attributions
internally when they can draw a direct relationship between their efforts and a successful
outcome, however, if they feel the outcome is negative, they attribute said outcome to external
factors.
Research Question 3: What are the interactions between organizational culture and
context and the knowledge and motivation of church leaders?
Organizational Findings
The third and final component outlined in the Clark and Estes (2008) gap analysis
framework was organizational influences. Specifically, the framework described how
organizational factors such as cultural models and cultural settings can influence performance
and goal achievement. For this particular study, under the cultural models that shape
organizational influences, churches needed to be receptive to feedback provided by members,
employees, and outside observers about their organizational practices. Additionally, churches
needed to embody a culture of welcoming and trust for all current and prospective church
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members. The cultural settings that inform the organizational influences of this study center
around church offerings. Namely, churches needed to provide services and classes that members
and visitors want to attend. The churches also needed to clearly publicize their church offerings.
Table 9 outlines the assumed organizational influences as well as a summary of the
organizational findings.
Table 9
Assumed Organizational Influences and Summary of Findings
Assumed Organizational Influence Influence Identified as Need,
Strength, or Undetermined
Churches need to be receptive to feedback
provided by members, employees, and
outside observers about their
organizational practices.
Churches need to embody a culture of
welcoming and trust for all current and
prospective church members.
Churches need to provide services and
classes that members and visitors want to
attend.
Churches need to clearly publicize their
church offerings
Need identified. Orange Church is
not receptive to feedback.
Strength identified. Green Church is
receptive to feedback.
Need identified. Orange Church
does not embody a culture of
welcoming and trust.
Need identified. Green Church does
embody a culture of welcoming and
trust
Strength identified. Both churches
provide services and classes that
members and visitors want to attend.
Need identified. Both churches do
not clearly publicize their church
offerings.
Cultural Models
Receptive to feedback. To achieve their attendance-based goal, churches needed to be
receptive to feedback provided by members, employees, and outside observers about their
organizational practices. The survey and interview responses find an organizational influence
gap at Orange Church, citing an organizational culture where feedback is not adequately
collected nor utilized to inform organizational decisions. Green Church interviews and surveys
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found an organization that is receptive to feedback. Without both churches having organizational
cultures that demonstrate a receptiveness to feedback, it is unlikely that both churches will meet
their young adult attendance goals. The data analysis sections below support these findings.
Orange Church findings. The interviews with church leaders and the church community
opinion surveys indicated that when it comes to accomplishing the organizational goal of
increasing young adult attendance rates by 2021, the disjointed organizational strategy
surrounding church feedback negatively affects the knowledge and motivation of church leaders
necessary to accomplish their goal. Research finds that young adults are more likely to attend
and feel engaged in churches that value their feedback and provide offerings that meet their
interests (Gallagher & Newton, 2009). To gain insight about organizational practices related to
choosing which church offerings to provide, church leaders were first asked how Orange Church
makes these decisions, and then they were asked to describe how feedback to classes and
services are measured. Participant one walked through the process of how worship service
options are selected at Orange Church. They said, “We have a committee, a kind of worship
committee that works to figure out what type of services they want to offer.” While Orange
Church has a committee, made up of various church leaders, that decide what worship services to
offer, this collaborative feedback is often not extended to its members. When discussing how
Orange Church measures member feedback for the classes they provide, participant one
explained that although they have a wide variety of Sunday school and Wednesday night classes
that individuals can sign up for:
Feedback for classes and services, I think we don’t do a good job. Let’s just be honest. I
think for some classes we do have feedback grids…but for most other classes, I don’t
think we don’t collect feedback. We just measure participation quantitatively.
Contradicting the knowledge participant one has about their current lack of a feedback strategy
for staying engaged in the needs of their young adult visitors and members, participant three
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explains that there is “Someone on staff works really hard at collecting feedback and does a lot
of surveys.” Speaking with the person participant three is referring to, participant two indicates
that they mostly collect feedback via “word of mouth,” explaining “I don’t know that we keep
track of feedback on it, I just hear what people say overall.” After explaining that participant two
collects survey feedback, participant three mentions that the problem with surveys is the lack of
responses from “people who will actually take the survey.” The comments by the three church
leaders indicate that Orange Church does not have a culture that promotes an open feedback
system between leaders and the church community. In turn, when feedback is requested by
church leaders, they receive a low response rate, thus decreasing the motivation felt by church
leaders to request future feedback.
Survey feedback provided by young adults emphasized a desire for Orange Church to be
more inclusive and to “listen and respond to the needs of the congregation.” When members of
the Orange Church community were asked their level of interest in church offerings, 20% of
young adult participants indicated that they were somewhat disinterested, compared to 3.9% of
non-young adults who answered the same way. While there were mixed responses about interest
levels in church offerings, young adults were not the only members sharing a desire to be heard.
For example, one non-young adult respondent said, “we haven’t had surveys of the congregation
in a long time as to interest and spiritual needs.” Another non- young adult respondent shared
their frustration stating:
Originally, [Orange Church] was welcoming, vibrant, full of life, and many people
attended. However, over time, it was clear there was only one way [Sr. Pastor’s way] or
the highway. It was also clear there was no ‘real’ system of checks and balances and the
member’s concerns were not being addressed. Those in a position to do so for us were
being ignored and overridden.
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The feedback provided by surveys indicated that, while there is an age-based cultural divide
amongst members about values and perception of the Orange Church community, the one area
that individuals in the church agree on is that there needs to be a clear and organized feedback
system between the church leadership team and their congregation. The survey and interview
responses describe an organizational culture where feedback is not adequately collected nor
utilized to inform organizational decisions.
Green Church findings. The knowledge and motivation of the Green Church leadership
team are largely informed by the frequent feedback they collect from the members of their
church community. Based on the church community surveys, over 90% of the respondents were
at least somewhat interested in the worship services, community engagement projects, small
groups, and classes Green Church provides. Attributing to this success, participant six explains
that every time Green Church creates a new offering, whether it be a class or a small group,
“Leaders, students, and parents provide feedback on a standard form,” this form, participant six
explains, “informs how we make changes.” In addition to the summative evaluation form,
participant four explains that each director decides on the classes and services to offer under their
field. For example, the Youth Director designs the Sunday School curriculum, and the Music
Director decides what music to perform. Although these church leaders have the final say in the
church offerings Green Church provides, participant four elaborates that they frequently collect
summative feedback by “put their ears to the ground” and measure the performance and success
of church offerings by reviewing attendance records. Adding to their data collection process,
participant five explains that whether an individual is highly involved in Green Church or not,
they will be frequently asked to provide feedback via a church-wide survey or through word of
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mouth. Participant five concludes by simply stating “We are always on the lookout for how we
can do things better.”
An open communication channel and strategic feedback collection are two aspects of the
Green Church culture that inform the knowledge and motivation of church leaders. The feedback
provided by members and visitors informs the declarative knowledge of the church leadership
team regarding the needs and desires of their church community. Another result of frequent
feedback collection is it allows church leaders to measure how their efforts and abilities are
contributing towards their young adult attendance goal. The challenge with feedback informing
the knowledge and motivation of church leaders is inaccurate results could hinder or misinform
their efforts. For instance, Green Church leaders lack the procedural knowledge to properly
utilize their resources to increase young adult attendance. This finding is supported by the survey
feedback from young adults who indicated that they desired “more young adult activities,” “more
young adult events,” “small groups and bible studies that better fit schedules of working
parents,” and “a greater social media presence.” This feedback was provided by young adults,
despite all three church leaders describing in detail all of their attempts to increase young adult
attendance rates. One of the primary reasons for this knowledge gap is because church leaders
are informed by surveys about the needs of their congregates, however, based on interview
comments and the data collection process for this study, young adults do not frequently provide
survey feedback. In turn, the knowledge and motivation of church leaders are misinformed. In
summary, data from interviews and surveys inform the finding that while Green Church is
receptive to feedback, the limited young adult feedback they receive misinforms the knowledge
and motivation of church leaders.
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Culture of welcoming and trust. To achieve their attendance-based goal, churches
needed to embody a culture of welcoming and trust for all current and prospective church
members. For the purposes of this study, a culture of welcoming and trust is defined an inclusive
culture where all members and visitors feel welcomed and embraced by their respective church
communities (Hayes, 2009). Based on the interview and survey feedback, only non-young adult
congregates perceived Orange Church as embodying a culture of welcoming and trust, whereas
Green Church feedback demonstrated a culture that is unified in a desire to be welcoming to all
congregates. If both organizations do not embody a culture of welcoming and trust for all
congregates, it is unlikely that both churches will meet their young adult attendance goals. The
data analysis sections below support these findings.
Orange Church findings. Based on the interview and survey feedback, there is a
cultural divide between young adults and non-young adults regarding their perception of the
Orange Church culture as it relates to how welcomed they feel. When asked about how people
feel when they visit Orange Church, the responses from the three church leaders ranged from
feeling welcomed to feeling isolated and unwelcomed. The three participants explained that they
make several initial attempts to help visitors feel welcome including, but not limited to providing
first-time visitors with a special parking spot, giving these individuals a tour of the campus, and
sending welcome cards in the mail. Participant two indicated that while they have “overheard
members say they feel welcome,” they also said, “I have heard people say that nobody has said
hi to them before.” Participant one elaborates that “I think we do a really good job at welcoming
people once they get here…the thing I don’t think that we’re great at, as a congregation is
congregate to congregate relationships.” In the context of what the church does to make new
members and visitors feel welcome, participant three explained:
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I think we do very well at the high and then we walk back over to our area and to our
comfort level and we don’t necessarily bring visitors in with us to the maybe family feel
we have at our church as far as new members.
All three interviewees indicated that although they feel that they work hard to make people feel
welcomed, it can be challenging to anticipate the needs of all their visitors and members
regarding what makes them feel welcome and valued at Orange Church.
Emphasizing the differences between what makes individuals feel welcome, the survey
results from young adults and non-young adult participants differ significantly. When asked how
they would describe the church culture to new members or visitors, many non-young adults
indicated that the culture is welcoming and friendly, whereas the young adult participants
responded as “welcoming, but sometimes hard to find your place in the church,” “welcoming
but a bit focused on the elderly,” “overall it’s welcoming, but can be cliquish.” All these
statements by young adults start with a feeling of welcoming followed immediately by a reason
why they do not feel completely welcomed. This is concerning since, according to the survey,
the number one thing young adult look for when deciding to attend a church is a “welcoming
community,” “community and acceptance,” and a “community and openness to all.” Adding to
the cultural divide over the perception of the church community, a few notable non-young adult
participants elaborated that Orange Church is “trying to be open to all but, they are held back by
a strong conservative minority,” while another participant said they are “divided right now due to
the argument over gays.” This is in reference to the recent decision by the United Methodist
Church to split into factions between reconciling churches, where those in the LGBTQ+
community are more widely accepted, and the traditional United Methodist Church, which does
not support homosexuality. The mixed responses that were provided in the surveys and the
interviews regarding how members of the Orange Church community feel and what they value
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reflects an age-based cultural divide that often hinders the knowledge and motivation of church
leaders as they attempt to implement changes that make individuals feel more welcomed and
increase young adult attendance.
Green Church findings. Gaining insights about how the cultural settings and models of
Green Church interact and inform the knowledge and motivation of church leaders, church
leaders, and the church community were asked a series of questions about how they perceive the
organizational culture. When survey participants were asked to describe the culture, 40.6% of all
participants (both young adults and non-young adults) described the culture as welcoming. Other
common themes included describing Green Church as outreach-oriented, inclusive, and
progressive. In part, the feedback about the “progressive” nature of Green Church could be due
to their stance on welcoming the LGBTQ+ community into their church. Providing more context
to the culture of Green Church, when survey participants were asked what they looked for when
picking a church, the feedback provided by both young adults and non-young adults alike were
extremely uniform across results. The common themes amongst respondents were a sense of
community, openness, LGBTQ+ friendly, welcoming, and progressive ideals.
Supporting the findings of the Green Church community, all three church leaders
described the church culture as welcoming. Participant four attributes this feeling to their
organizational message of “love and kindness,” explaining that Green Church is “the smallest big
church you’ll find.” Providing context for this claim, participant four explained that if you are a
new member or visitor, “People will latch onto you,” welcoming you into the church, getting
you information about their “Exploring Green Church” class, and connecting you with small
groups and service projects. This approach is similar to that of Orange Church but seems to yield
a different result in the levels of engagement and unity between the church community. One
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potential reason for the united feeling of welcoming at Green Church could be the result of their
unified stance with the LGBTQ+ community. When asked about why they perceive the Green
Church community feeling welcome, participant six explained that this is “because [Green
Church] is a reconciling congregation and definitely progressive in theology.” The data collected
from the interviews and surveys demonstrate a culture that is unified in a desire to be welcoming,
service-driven, and progressive.
Cultural Settings
Provide desirable church offerings. To achieve their attendance-based goal, churches
needed to provide desirable church offerings. Based on interview and survey data, both Orange
Church and Green Church provide desirable church offerings, however, the culture of Orange
Church makes updating or changing church offerings to increase young adult attendance
challenging. The data analysis sections below support these findings.
Orange Church findings. The primary finding from the interviews and surveys is that
Green Church does provide offerings that both young adults and non-young adults want to
attend. A secondary finding, however, is that Orange Church has an organizational culture that
struggles to accept change, thus making it difficult for church leaders to improve interests based
on the needs and desires of their young adult congregates. The primary finding is supported by
survey data collected from both young adults and non-young adults. Using a Likert-like scale,
survey participants were asked, from disinterested to interested, to indicate their level of interest
in attending the services and classes Orange Church provided. Eighty percent of young adults
say they were somewhat interested or interested in attending the services and classes Orange
Church offers and 94.7% of non-young adults provided the same feedback. This data supports
the finding that congregates generally find the services and classes desirable.
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Supporting the secondary finding, a common theme found throughout the interviews and
surveys was an organizational culture that struggles with accepting change. During the
interviews, participants one and three outlined provided insights into this overarching issue as
they described how the inflexibility of non-adult members has made it difficult to make changes
to church offerings that they deemed necessary to increase young adult interest. Participant one
explained:
[Non-young adults] want what [they] want. [They] want [their] Sunday School class at
this time, [they] want our worship at this time, [they] want our church meals at this time
and [they] are not going to pay more than five dollars for it.
Adding support to the description participant one provided, participant three explained that non-
young adult members will say things like “this is my seat, don’t sit in it. You must use this hymn.
You have to have this order.” The feedback provided by the surveys and interviews supports the
finding that although church members seem moderately interested in the church offerings they
provide, a culture that does not support change makes updating offerings to increase young adult
attendance challenging.
Green church findings. Based on interview and survey data, the primary finding is that
Green Church provided services and classes that congregates of all ages wanted to attend. When
Green Church congregates were asked in a survey to select their general interest levels in the
services and classes Green Church provided, 90% of young adults were somewhat interested or
interested in attending the services and classes that Green Church provided and 96.8% of non-
young adult congregates responded the same way.
Interview participant six attributes the history of congregate interest in church offerings
to communication and planning. They explain that when church leaders decide what offering to
provide, “We work a year ahead based on suggestions that people make and [the offering’s]
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previous success rates.” Participant five explained that at Green Church “We frequently keep
track of people’s interests so we can plug them into our church community.” This quote re-
affirms the previous finding that Green Church has a unified and organized feedback strategy
that informs their decision making. Finally, participant four attributes congregate interest in
church offering to strategy and big picture decision making. First, participant four explained that
at Green Church it is common for church leaders to meet as a group to assess the offerings they
provide, when they meet “The team of pastors assess what was well attended and what wasn’t
well attended [and] the lay leaders listen to what people are saying [about church offerings].”
The second thing church leaders consider when deciding what church offerings to provide,
participant four explained, is “keeping the vision and mission in the forefront of their minds [by]
eradicating social isolation and disconnection.” The feedback provided by the three interview
participants support the finding that high interest levels of churchgoers have expressed towards
church offerings is supported by an organizational culture that is receptive to feedback, strategic
in their decisions, and intentional in the offerings they provide.
Clearly publicize church offerings. To achieve their attendance-based goal, churches
needed to clearly publicize its offerings. Based on interviews, document analysis, and survey
data, neither Orange Church nor Green Church clearly and effectively publicizes its offerings to
their respective church communities. Without clearly publicizing church offerings, it is unlikely
that either church will meet their young adult attendance goals. The data analysis sections below
support these findings.
Orange Church findings. Participant one explained that, at the time of the interview,
“The first place [they publicize offerings] is the website. And that’s where you can sign up for
classes, watch services online, and you can reserve anything you want to do.” Then participant
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one described that, during the pandemic, Orange Church is primarily using social media to
publicize offerings, citing that, “We’ve been working on YouTube and Facebook...we boosted
our Facebook page to increase engagement.” Participant two described a few more ways Orange
Church publicizes their offerings. “So, we have a marquee on our front lawn...we have a website,
we have a Facebook page, we have an email newsletter, and we have bulletin boards. We also
have signs on property [where offerings] are posted. Much like participant one, participant two
then explained that during the pandemic, “Facebook and email newsletters are the main way we
reach out now.” Participant three listed the same publication mediums, but added:
Those bulletin boards aren't beneficial if you aren’t campus...so what we’ve learned
through COVID is that our digital platform was very antiquated. What we have tried to
do over the last few months is to get on the social media platforms more ...but that is
something that we continue to battle.
The feedback provided by church leaders outlined how Orange Church historically publicized
offerings, while also describing their communication limitations they were experiencing during
the pandemic.
The second question that needed to be answered is how frequently is Orange Church
publicizing their offerings and to how many people? To answer this question, document analysis
was conducted on the Orange Church social media channels since that was their primary channel
of communication during the time of data collection. Document analysis found that, in addition
to a few smaller groups and pages, Orange Church maintains both a Facebook and an Instagram
page for their church as a whole and then another Facebook and Instagram page for their modern
worship service. Their main church Facebook and Instagram pages update the public daily about
church activities and service opportunities. This Facebook page had 1,766 followers and
Instagram had 620. The modern worship service page, which provided the public with church
updates and future worship music approximately twice a week, has 269 Facebook followers and
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267 Instagram followers. This data generates two findings. First, Orange Church is publishing its
offerings relatively frequently. Second, with a church population of 1300 and a Facebook
following of 1,766, Orange Church is publicizing to a large audience, relative to their size.
While studies have found that social media can be a beneficial tool for increasing traffic
to organizations, the cavoite of its effectiveness is based on an organizational culture where
social media is embraced as a primary form of communication (Moore, 2016; Richardson, 2013).
The third and final question that needed to be answered was how effective Orange Church was in
publicizing its offerings. This final question was answered via surveys when respondents were
asked “How did you hear about your church and its offerings?” The survey findings, as outlined
in Figure 2 indicated that only 40% of young adult survey participants said that they use
Facebook or Instagram to stay informed about church announcements and offerings. Since social
media was the primary communication channel for Orange Church at the time of data collection,
the data support the finding that, despite the frequency of their social media posts, Orange
Church if not clearly nor effectively publicize their offerings to their church community.
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Figure 2
Orange Church Young Adult Feedback- Publicized Offerings
Green Church findings. Following the same process, I used to answer this question for
Orange Church, interviews measured how Green Church publicized their offerings. When
participant four was asked how Green Church publicized offerings and they replied:
I've been trying to change it since I've been here. It's this little book. It's this paper book.
And quite honestly, like by the time it's printed, it's already out of date. But all that to say
is, I think our new executive director is going to work on this. We do have a website, but
we only have one person that updates the website in addition to everything else... so I
don't like the little booklet, however, you've got an older congregation that doesn't really
navigate online well and so there's that little booklet.
This quote from participant four provided information about how Green Church communicated
and described some of its organizational shortcomings in this functionality. Participant five cited
another communication issue Green Church has experienced during the pandemic, explaining
that despite older congregates having difficulties with technology, “The biggest way we
publicize our offerings is through the website [or] in an email that goes out every Friday.” They
also added that Green Church relied heavily on church bulletins and word of mouth. Participant
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six provided the same feedback as the last two participants noting that congregates get
information from “a book like this or all of it is also available on the website.” The interview
feedback provided context surrounding what communication channels Green Church was using.
The feedback also described some of the obstacles they were facing during the pandemic.
Another notable finding from the interview was that none of the church leaders mentioned social
media, despite Green Church having a social media presence.
Building on the findings from the interviews, document analysis addressed the question
around the frequency in which information is communicated from Green Church as well as the
audience size of said communication. As mentioned in the interview data, during the time of the
data collection process, all communication channels were digital. The primary communication
channel that informed members of the church about offering was their church website, which the
public has access to and was updated by one person weekly. Second, it was determined that
Green Church sends out a newsletter every Friday, which reaches approximately 2000 members.
Finally, document analysis was conducted on the social media platforms Green Church used to
publicize their offerings. At the time of data collection, Green Church had a Facebook page with
1700 likes that averages four posts a week, but no other social media pages for this organization
could be found. Document analysis informed the finding that between their website, weekly
newsletter, and their limited and often neglected social media presence, Green Church publicizes
offering frequently and to a sizable audience.
Interviews informed the channels of communication, document analysis informed the
frequency of communication and to whom, however, the question remains about whether Green
Church effectively and clearly publicized their church offerings. The survey results answered
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this question and emphasized that church leaders need to do more to communicate with young
adults. Most notably, one young adult said:
I have been a member of the church since I was 13 years old. I have been very
uninvolved since college, but I would likely pick up where I left off if there was someone
reaching out to keep me involved.
Continuing the request for more communication, another young adult requested that church
leaders to “use social media more.” Supporting the finding that Green Church does not
effectively or clearly leverage social media to publicize their offering is data from a survey
question that asked how individuals found out about church offerings. The most notable finding
from this survey question was that 0% of young adults indicated that they hear about church
offerings on social media platforms and only 5% of non-young adults use these platforms for
church information. Figure 3 provides a visual representation of how young adults responded to
this survey question. The data from the survey questions solidified the finding that, while Green
Church used several platforms to publicize their offerings, they were ultimately unsuccessful and
unclear in reaching older congregates, who struggle with technology, and young adults, who are
unfamiliar or simply do not acknowledge their social media presence.
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Figure 3
Green Church Young Adult Feedback- Publicized Offerings
Summary
Data compiled from semi-formal interviews with six church leaders, surveys distributed
to the Orange Church and Green Church communities, and document analysis inform the
following findings. Both Orange Church and Green Church leaders alike demonstrated that they
lacked declarative knowledge of what young adults ‘value in religious organizations. Also,
neither group of church leaders had the procedural knowledge necessary to effectively utilize
their resources to meet their young adult attendance goals. Motivationally, both the leaders of
Orange Church and Green Church had mixed to low levels of self-efficacy. Similarly, church
leaders at both organizations did not view their efforts as contributing to their young adult
attendance outcomes. Rather, they indicated that external and often uncontrollable factors
determine their young adult outcomes. Organizationally, Orange Church and Green Church were
not as similar. Green Church leaders strategically used various feedback channels to inform
decision making and had a unified and welcoming church culture, while Orange Church leaders
lacked a unified feedback strategy and were experiencing a cultural divide of values between
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their older and younger members. Where the two organizations aligned was their cultural
settings. Both organizations provided services and classes that members and visitors wanted to
attend, however, neither organization clearly publicized said offerings. Regardless of the
strategy, both churches experienced low young adult attendance rates and, in their current
position, neither church will meet their organizational goal of increasing young adult attendance
rates by January 2021. The next chapter provides an outline of solutions and recommendations
for both organizations to properly execute strategies to increase young adult attendance rates.
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Chapter Five: Solutions and Recommendations
This study explored the knowledge, motivation, and organizational influences that are
affecting church leaders’ ability to implement strategies that successfully increase young adult
attendance rates. Chapter Four provided a qualitative data analysis of the knowledge, motivation,
and organizational influence-based findings of the study. This chapter provides evidence-based
recommendations to address the influences validated by the data analysis presented in Chapter
Four. The chapter begins with an overview of principle-based recommendations for each of the
knowledge, motivation, and organizational influences, framed in the context of the two churches.
Following the recommendation section, an implementation and evaluation plan guided by the
Kirkpatrick and Kirkpatrick (2016) New World Kirkpatrick Model is presented. This chapter
combines the assets and needs of church leaders, as revealed through the Clark and Estes (2008)
gap analysis framework, with the rigorous implementation plan designed by Kirkpatrick and
Kirkpatrick (2016) to increase the probability that church leaders will meet their goal of
increasing young adult attendance rates by January 2021.
Recommendations for Practice to Address KMO Influences
General Recommendations
The findings in chapter four demonstrated that church leaders at both Orange Church and
Green Church lacked declarative knowledge of young adult values and procedural knowledge of
how to utilize resources to increase young adult attendance. One potential reason why church
leaders experienced these knowledge gaps could be the lack of young adult representation in
church leadership roles. Interviews with participant one at Orange Church and participant four at
Green Church highlighted the value churches get out of having young adults in leadership
positions. At the same time, based on the survey responses from young adults at both churches,
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individuals who fell into the 21 to 35 age range knew what they wanted and had detailed plans
for how to make each church more welcoming and appealing for individuals in their age range.
The general recommendation then is for churches to create a leadership committee made up of
all age groups where young adult volunteers have a voice in the organizational decisions that are
made while providing church leaders with crucial insights into young adult values and desires.
Not only would this committee help to close the knowledge gaps experienced by church leaders
but creating this committee would demonstrate diversity and support a culture of welcoming and
trust, which was found to be missing from the Orange Church culture. Research found that
effective organizations are ones that demonstrate, through inclusive action, a commitment to
diversity (Angeline, 2011; Prieto, Phipps & Osiri, 2009). Additionally, by creating this diverse
committee featuring young adults, church leaders, such as participant one and participant six,
who viewed attributions as external due to their lack of daily involvement with their young adult
attendance goals, could see their efforts as contributing. Thus, creating this inclusive committee
could potentially increase the internal attributions felt by church leaders. Due to the diverse
makeup of this leadership committee, which will represent the values of a variety of
stakeholders, these individuals should lead the implementation and evaluation strategies outlined
below. They should provide formative and summative feedback, host training, and evaluate the
success of the implementation strategies. The following sections outline the knowledge,
motivation, and organization-based recommendations and describe what the implementation and
evaluation strategies would look like with the leadership committee supporting these initiatives.
Knowledge Recommendations
In the context of my study, church leaders needed to understand on a declarative level
what young adults, aged 21 to 35, value in religious organizations. To achieve their attendance
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goals, this knowledge influence should be the top priority of church leaders since it was crucial
to understand the desires of young adults before strategically targeting that demographic.
Without this declarative knowledge, resource allocation could be misused on aspects of religious
organizations where young adults do not derive value. Therefore, declarative knowledge is the
first assumed knowledge influence and the top priority outlined in Table 1. The final assumed
knowledge influence outlined in Table 1 is procedural and centers around the assumption that
church leaders needed to how to properly utilize their resources and support to increase young
adult retention. To re-emphasize, the proper utilization of these resources would be challenging
to fully understand without first attaining the previous declarative knowledge.
Based on a review of relevant literature, previous demographic attendance rates at both
Orange Church and Green Church, and the feedback provided from the interviews I have
conducted and the survey I have collected, church leaders lacked the declarative factual and
procedural knowledge necessary to achieve their attendance-based performance goals. Both the
declarative and procedural knowledge influences are priorities in supporting the goals of church
leaders. Guiding the assumed declarative knowledge influence are the principles outlined by
Rueda (2011) as well as Schraw and McCrudden (2006). These principles emphasize how
declarative knowledge is stored and supported as well as emphasizing the importance of
declarative knowledge as it relates to understanding a particular topic or subject, such as the
values of young adults. Guiding the assumed procedural knowledge influences was literature
from Rueda (2011) and Krathwohl (2012) who define procedural knowledge in the context of
completing a task or achieving a goal.
Based on the theoretical principles associated with declarative and procedural knowledge,
I have proposed a few context-specific recommendations, outlined in Table 10. These
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recommendations include maintaining declarative knowledge by helping church leaders connect
new feedback-based knowledge to prior knowledge of young adult values. To improve the levels
of procedural knowledge surrounding resource utilization, I recommend an education that
provides frequent outreach practice paired with guidance, modeling, coaching, and scaffolding
throughout. More details of the assumed knowledge influences and the context-specific
recommendations can be found in Table 10.
Table 10
Summary of Knowledge Influences and Recommendations
Knowledge Influence
Knowledge Type Principle and
Citation
Context-Specific
Recommendation
Church leaders need to
know what young adults’
value in their religious
organizations
Declarative
(Factual)
Information learned
meaningfully and
connected
with prior
knowledge is stored
more quickly and
remembered
more accurately
because it is
elaborated with prior
learning
(Tharp &
Gallimore,1989).
Provide
opportunities for
leaders to construct
meaningful and
lasting declarative
knowledge based on
the feedback
provided by church
members who
participated in the
value surveys,
information should
be provided to
church leaders that
compare this new
level of knowledge
with their prior
knowledge of young
adult values.
Church leaders need to
know how to utilize their
resources and support to
increase young adult
attendance rates. (P)
Procedural Providing
scaffolding and
assisted performance
in a person’s ZPD
promotes
developmentally
appropriate
instruction (Scott &
Palincsar,
2006).
Young adult
committee members
should provide
church leaders with
continued practice
in church outreach,
supported by
guidance, modeling,
coaching,
scaffolding, and
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feedback that will
build procedural
knowledge of
effective resource
utilization.
Church leaders need to know what young adults’ value in their religious
organizations. Since the data analyzed from survey and interview indicated that church leaders
at both organizations lack declarative knowledge of the needs and values of young adults, church
leaders need to improve this declarative knowledge to successfully meet their goal of increasing
young adult attendance rates. To support this declarative knowledge the information processing
theory, which is a theory that describes the various ways our brains filter and store information,
informs an effective way to address this declarative knowledge-based gap. Schraw and
McCrudden (2006) found that information learned meaningfully and connected with prior
knowledge is stored more quickly and remembered more accurately because it is elaborated with
prior learning. This would suggest that providing church leaders with information that connects
prior knowledge to new knowledge would improve their retention and recollection of declarative
knowledge. The recommendation then is to provide information to church leaders that compare
new knowledge with their prior knowledge of young adult values. By providing information to
church leaders that compare current to previous knowledge of young adult values, it should
improve their declarative understanding of the topic and subsequently inform future actions.
Research finds that the most successful strategies to improve young adult church
attendance rates begins with a deep declarative knowledge of what young adults’ value in their
religious organizations (Brown, 2016; Moore, 2016; Puffer, 2017; Salmon, 2016). One of the
most effective ways for church leaders to improve this declarative knowledge is by connecting
previous knowledge of young adult values with new findings collected from various feedback
channels. This context-specific strategy that echoes the principles outlined by Schraw and
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McCrudden (2006) is demonstrated in a notable 2015 study. Chan, Fawcett, and Shu-Kam
(2015) conducted a study that examined how church leaders attempt to fulfill the needs of their
members. The findings suggested that church leaders who could keep their members engaged
and returning were individuals who looked beyond their initial understanding of member values.
These successful leaders conducted interviews, surveys, or focus groups to gain a better
understanding of their members’ desires. In turn, this data helped the church leaders close their
knowledge gap (Chan, Fawcett, & Shu-Kam, 2015). This evidence affirms the strategy of
providing information to church leaders that compares previous and current knowledge of young
adult values to improve their declarative knowledge of this subject.
Church leaders need to know how to utilize their resources and support to increase
young adult attendance rates. Data analyzed from interviews and surveys determined that both
organizations lacked the procedural knowledge necessary to effectively leverage their resources
and support to increase young adult attendance rates. As such, improving this knowledge is a
priority. The sociocultural theory informs an effective way to address this procedural knowledge-
based gap. Tharp and Gallimore (1989) suggest that providing scaffolding and assisted
performance in a person’s ZPD promotes developmentally appropriate instruction. This would
suggest that providing church leaders with continued practice in utilizing their resources and
support to increase young adult attendance rates, coupled with feedback and other forms of
scaffolding, would promote their development of this procedural knowledge. The
recommendation then is to provide continued practice in church outreach, supported by
guidance, modeling, coaching, scaffolding, and feedback. By providing frequent practice and
continued support, church leaders will build procedural knowledge of effective resource
utilization.
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Moore (2016) exemplified the procedure in his recent study where he examined how
churches were leveraging their resources to support their attendance and retention rates. The
study concluded that the key to successful resource utilization is frequent practice and honest
feedback. The churches in the study that were most successful in using their resources effectively
often sought feedback from other external church leaders, current members, and visitors from the
local community on how to improve their current practices. As mentioned, another key finding
from Moore (2016) was the importance of frequent practice in the field of resource utilization.
This practice included churches frequently using their financial resources and physical spaces to
outreach to external organizations and community groups, such as rehabilitation groups, local
scouting chapters, and community recreation teams. In turn, the churches experienced an
increase in membership and visitor traffic (Moore, 2016). This evidence affirms the strategy of
providing frequent outreach practice coupled with scaffolding and other educational support will
improve the procedural knowledge of church leaders as it relates to utilizing their resources and
support to increase young adult attendance.
Motivation Recommendations
In the context of my study, motivation will play a crucial role in whether church leaders
can achieve their attendance-based goals. The following motivational framework, outlined in
Table 11, is based on Clark and Estes (2008) who assert that the three motivational indicators in
task performance and achievement are choice, persistence, and mental effort. One assumed
motivational influence tied to mental effort and persistence is the self-efficacy-based assumption
that church leaders need to believe in their ability to increase young adult attendance rates in
their church. To achieve their attendance goals, this self-efficacy influence should be the top
priority of church leaders since high levels of self-efficacy often correlate to higher levels of
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motivation, which is a crucial factor in achieving desired goals (Pajaras, 2006). Without high
levels of self- efficacy, it can be assumed that church leaders will lack the motivation to carry out
their goal of implementing strategies that will increase annual church attendance rates for young
adults aged 21 to 35.
The second assumed knowledge influence is grounded in the attribution theory, which
directly links learning and motivation to how individuals attribute their overall success or failure
to their efforts (Anderman & Anderman, 2006). The assumed attribution-based motivational
influence is that church leaders need to see their efforts as contributing to achieve their young
adult attendance goals. Based on the Clark and Estes (2008) research, the success or failure of
these motivational influences can be indicated by the amount of persistence and mental effort
being put into this task. Based on the notion that high levels of self- efficacy and internal
attributions are beneficial to increase motivation, both influences should be deemed a priority in
this study. Table 11 outlines, context-specific recommendations entailing increased practice in
outreach, providing constructive feedback, and frequent opportunities to provide church leaders
with appropriate education.
Table 11
Summary of Motivation Influences and Recommendations
Motivation Influence Motivation
Type
Context-Specific
Recommendation
Context-Specific
Recommendation
Church leaders need to believe
in their ability to increase
young adult attendance rates in
their church.
Self- Efficacy High self-efficacy
can positively
influence
motivation
(Pajares,
2006).
Feedback and
modeling
increases self-
efficacy
(Pajares, 2006).
Young adult
committee
members should
provide church
leaders with
feedback and
modeling based
on attendance
data that reward
their progress and
abilities in this
field of young
121
adult outreach
while
acknowledging
some of their
challenges related
to increasing
young adult
attendance rates.
Church leaders need to see their
efforts as contributing to
achieve their young adult
attendance goal.
Attributions Learning and
motivation are
enhanced when
individuals
attribute success or
failure to effort
rather than ability
(Anderman &
Anderman, 2006).
Provide feedback
that stresses the
process of learning;
including the
importance of
effort, strategies,
and potential self-
control of learning
(Anderman &
Anderman, 2006).
Young adult
committee
members should
provide church
leaders with an
education that
emphasizes how
the efforts of
church leaders
directly attribute
to the success or
failure of
increasing young
adult attendance
rates.
This education
should be
supported by
accurate feedback
that identifies
what skills and
knowledge they
lack, along with
communicating
the skills and
knowledge that
can be learned,
followed by the
teaching of these
skills.
Church leaders need to believe in their ability to increase young adult attendance
Rates in their Church. Based on the data that has been analyzed for this study, a motivation gap
was discovered based on the self-efficacy felt by church leaders. This motivation influence
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reflects the need for church leaders to believe in their ability to increase young adult attendance
rates in their church. The self-efficacy motivation theory is an effective way to address this
motivation gap. The theory makes a direct correlation between motivation levels and the levels
in which an individual believes in their ability to meet a goal or accomplish a task. Parajas
(2006) finds that feedback and modeling increase self-efficacy, which high self-efficacy can
positively influence motivation. This would suggest that providing church leaders with feedback
and modeling based on their outreach performance would increase their level of self-efficacy,
which, in turn, will increase their overall motivation to improve the young adult church
attendance rates. The recommendation then is for young adult members of the leadership
committee to provide church leaders with feedback and modeling based on attendance data that
reinforces their progress and abilities in this field of young adult outreach, while still
acknowledging some of their challenges related to increasing young adult attendance rates.
Specifically, the feedback and modeling would use church attendance data broken down by age
demographics over a designated period. To demonstrate the relationship between the efforts of
church leaders and the changing attendance data, young adult committee members should
provide church leaders with a timeline of the church leader’s efforts inserted with attendance
data surrounding these efforts. By providing frequent opportunities for this feedback and
modeling, church leaders should develop higher levels of self-efficacy and motivation as it
relates to their abilities to increase young adult attendance rates.
Bandura (2005) found a positive correlation between individual performance and the
level of self-efficacy felt. Parjas (2006) explains this correlation by linking high levels of self-
efficacy with motivation and linking motivation with overall performance. In a 2016 study that
examined the performance of church leaders as it relates to making changes and promoting
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congregate engagement, Wright, O’Halloran, and Stukas found, through scale surveys and
interviews, two self-efficacy based findings that support Bandura and Parajas, First, they found
that the church leaders who were the most successful in keeping their members engaged were
those who believed in their abilities to accomplish this task. Wright, O’Halloran, and Stukas
(2016) explain that the feedback provided also found that church members felt more comfortable
and engaged by leaders who reflected confidence in their abilities. The study also found that
church leaders attribute their confidence and success to the frequent open feedback they received
from their members about their performance. This evidence affirms the strategy of increasing
self-efficacy levels by providing church leaders with feedback and modeling based on attendance
data that reward their progress, while demonstrating some of their performance-based
challenges.
Church leaders need to see their efforts as contributing to achieve their young adult
attendance goals. Based on the data that has been analyzed for this study, an attribution-based
motivation gap was found. This motivation influence reflects the need for church leaders to see
their efforts as contributing to achieve their young adult attendance goals. The attributions
motivation theory, which is a theory that describes how humans derive motivation from
outcomes that they feel their behaviors control, informs an effective way to address this
motivation gap. Anderman and Anderman (2006) found that learning and motivation are
enhanced when individuals attribute success and failures to effort, rather than ability. To support
this attributions-based motivation, Anderman and Anderman (2006) also found it beneficial to
provide feedback that stresses the process of learning, including the importance of effort,
strategies, and potential self-control of learning. This would suggest that providing church
leaders with feedback that emphasizes their efforts, strategies, and potential self-control as an
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imperative factor of the overall success of their goals should increase their feeling of attribution,
which, in turn, should increase their overall motivation to make an effort that contributes towards
improving young the young adult church attendance rates. The recommendation then is for
young adults in the leadership committee to provide church leaders with feedback that
emphasizes how the direct efforts of church leaders are attributed to the success or failure of
increasing young adult attendance rates. This education should be supported by accurate
feedback that identifies what skills and knowledge they lack, along with communicating the
skills and knowledge that can be learned, followed by the teaching of these skills. By providing
church leaders with frequent opportunities to receive this education supported by feedback,
church leaders should develop greater feelings of attribution and motivation as it relates to their
efforts in achieving their attendance-based goals.
Unlike self-efficacy, which emphasizes how individual beliefs about ability can inform
motivation (Parajas 2006), attribution theory emphasizes how motivation is influenced when
individuals attribute a particular result to their direct efforts (Anderman & Anderman, 2006). In a
study that examined dwindling church attendance rates, Korn, Rosenblau, Buritica, and
Heekeren (2016) found that pastors who attributed low attendance to external influences such as
weather closures, church construction, or the vacation schedules of attendees, had less
motivation to make changes than pastors who attributed attendance numbers directly to their
efforts. The study also found that providing meaningful feedback about how their efforts impact
their desired outcomes positively supported the motivation and efforts of the clergy. These
findings affirm the strategy of increasing attributions by providing church leaders with education
supported by data-driven feedback that emphasizes how their efforts impact the success or
failure of increasing young adult attendance rates.
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Organizational Recommendations
In the context of my study, organizational influences played a crucial role in whether
church leaders could achieve their attendance-based goals. Gallimore and Goldberg (2001)
explain that cultural models and cultural settings, which describe the organizational values and
activities that are present as performance occurs, must align with the organizational goals to be
achieved. Data findings, outlined in chapter four, determined that both churches provide services
and classes that members and visitors want to attend. Therefore, a recommendation is not
necessary for this influence. Therefore, Table 12 outlines three assumed organizational
influences instead of four. The three influences are made up of two cultural models and one
cultural setting, that influences the achievement of the attendance-based goal. First, churches
need to be receptive to feedback provided by members, employees, and outside observers about
their organizational practices. Second, Churches need to embody a culture of welcoming and
trust for all current and prospective church members. Third, churches need to clearly publicize
their church offerings. Table 12 provides detailed explanations of context-specific
recommendations, informed by learning principles, to close each one of these assumed
organizational gaps. These recommendations and principles emphasize the importance of open
and honest feedback, the proper utilization of data, and the necessity of diversity and inclusion.
Table 12
Summary of Organizational Influences and Recommendations
Organization Influences
Organizational
Type
Principle and
Citation
Context-Specific
Recommendation
Churches need to be receptive to
feedback provided by members,
employees, and outside
observers about their
organizational practices.
Cultural Model Effective leaders
regularly engage
in the
process of
reflection to
ensure their
Churches should
frequently utilize
and reflect on both
the critical and
positive feedback
they receive from
multiple sources
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actions promote
an atmosphere of
inclusion
and diversity.
(surveys, word of
mouth, social
media reactions)
about the
effectiveness of
their
organizational
practices as it
relates to
supporting the
diverse needs of its
members,
employees, and
external observers.
Churches need to embody a
culture of welcoming and trust
for all current and prospective
church members.
Cultural Model Effective leaders
demonstrate a
commitment
to valuing
diversity through
inclusive action.
They promote an
organizational
culture that
promotes equity
and inclusion and
cultivate
an atmosphere
where diversity is
viewed as
an asset to the
organization and
its
stakeholders
(Angeline, 2011;
Prieto, Phipps &
Osiri, 2009).
Churches should
establish a
commitment to
valuing diversity
and inclusion by
creating a
committee of
diverse
individuals,
including young
adults, who
actively seek out
feedback and
opinions from all
stakeholder groups
who experience
the church culture,
while frequently
considering how
organizational
decisions and
practices influence
individual
perceptions of the
church culture.
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Churches need to clearly
publicize their church offerings.
Cultural Setting Effective leaders
are knowledgeable
of
communication
processes and how
to use
them for effective
organizational
change (Denning
2005; Lewis,
2011)
Churches should
be trained by
young adult
committee
members on how
to effectively use
communication
strategies to
publicize their
offerings. Based
on data collected,
this can range from
increasing the
social media
presence to
updating the
websites.
Churches need to be receptive to feedback provided by members, employees, and
outside observers about their organizational practices. Data analyzed for the study indicates
that Orange Church is less receptive to feedback than Green Church, therefore, there is an
organizational influence gap that should be prioritized. This organizational influence reflects the
need for churches to be receptive to feedback provided by members, employees, and outside
observers about their organizational practices. A diversity-based organizational theory informs
an effective way to address this organizational gap. Bensimon (2005), DiTomaso et. al. (2007)
found that effective leaders regularly engage in the process of reflection in order to ensure their
actions promote an atmosphere of inclusion and diversity. Effective leaders facilitate problem-
solving strategies that promote objectivity, equity, and inclusivity. In the context of the study,
this principle suggests that churches should frequently seek out opportunities to be reflective
about how their practices could impact their ability to create a culture of inclusion and diversity,
specifically as it relates to young adult visitors and members. The recommendation is for
churches to frequently utilize and reflect on both the critical and positive feedback they receive
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from multiple sources, such as surveys, word of mouth, and social media reactions, about the
effectiveness of their organizational practices as it relates to supporting the diverse needs of its
members, employees, and external observers. An example of this strategy in practice could
involve churches, specifically those on their leadership team, hosting a monthly operations
meeting, open to the public, where individuals could provide feedback on current church
practices. This feedback could then inform future decision making, goal setting, and provide
valuable context when churches assess the overall performance of their current operations.
Research finds that feedback and reflection are two crucial components of organizational
success. Langley et. al. (2009) found that the organizations that create successful lasting change
are those who utilize various feedback channels and are reflective and actionable about the data
they collect about their current practices. In a context-specific study, Hill and Matsubayashi
(2009) found that young adults are more engaged and willing to attend churches where they feel
their feedback was considered and the church showed a willingness to adapt their practices
accordingly. These findings affirm the strategy of churches frequently utilizing and reflecting on
both critical and positive feedback provided through multiple feedback channels to adapt
practices in a manner that would support the diverse needs of their patrons.
Churches need to embody a culture of welcoming and trust for all current and
prospective church members. Data analyzed for this study indicated that while Green Church
embodied a culture of welcoming and trust and Orange Church had a divided less welcoming
organizational culture. Despite the differing findings, both churches must embody a culture of
welcoming and trust for all current and prospective church members. A diversity-based
organizational theory informs an effective way to address this organizational gap. According to
Angeline (2011), Prieto, Phipps, and Osiri (2009), effective leaders demonstrate a commitment
129
to valuing diversity through inclusive action. They promote an organizational culture that
promotes equity and inclusion and cultivate an atmosphere where diversity is viewed as an asset
to the organization and its stakeholders. Using this principle in the context of the study, for
churches to embody a culture of welcoming and trust, they should promote an environment that
supports equity and inclusion and utilize diversity as an asset. The recommendation then is for
churches to establish a commitment to valuing diversity and inclusion by creating a committee of
diverse individuals who actively seek out feedback and opinions from all stakeholder groups
who are familiar with the church culture. While receiving this feedback, church leaders should
frequently consider how organizational decisions and practices influence individual perceptions
of the church culture. In practice, this recommendation would involve the formation of
committees in each church, made up of a diverse group of church leaders, members, and visitors
of all demographics. These committees should accurately and frequently assess the needs of their
various stakeholder groups, via feedback collected and evaluate how their organizational
practices could be revised to promote and sustain a culture of welcoming and trust for all.
Research finds that organizations that embody a culture of trust and welcoming are built
on sustained from the actions and values demonstrated from the top down (Hayes, 2009;
Korsgaard, Brodt, Whitner, 2002). In the context of this study, this means that for patrons to feel
a culture of trust and welcoming at their church, leaders should actively demonstrate their efforts
and support for inclusivity. Hayes (2009) found that churches, or more specifically church
leaders, that are transparent and reflective about their efforts to promote diversity and inclusion
are perceived by young adults as trusted and welcoming. This finding re-emphasizes Baard
(1994), who found that young adults are much more likely to stay at a church if they feel that the
inclusivity and trust are core values upheld by church leaders. Korsgaard, Brodt, and Whitner
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(2002) suggested that leaders often inform whether an organization has a culture of trust. To
support this, leaders need to take actionable and visible steps to build to promote a culture of
trust and inclusivity to all visitors, members, and employees. These findings affirm the strategy
of church leaders establishing a commitment to valuing diversity and inclusion by creating a
committee made up of diverse individuals. This committee would actively seek out feedback and
opinions from all stakeholder groups who are familiar with the church culture, to help inform
how organizational decisions and practices influence individual perceptions of the church
culture.
Churches need to clearly publicize their church offerings. The data analyzed from
surveys, interviews, and document analysis indicated that while both churches publicized their
offerings, young adults are not familiar with or utilize all their communication channels. This
reflected a larger problem that there is an organizational influence-based gap that needs to be
prioritized. This organizational influence reflects the need for churches to clearly publicize their
church offerings. A communication-based organizational theory informs an effective way to
address this organizational gap. Denning (2005) and Lewis (2011) found that effective leaders
are knowledgeable of communication processes and how to use them for effective organizational
change. In the context of my study, this means that church leaders should be knowledgeable
about how to utilize various communication channels to drive their organizational change of
increasing young adult attendance rates. The recommendation then is for churches to be trained
by a diverse committee, including young adults, on how to effectively use communication
strategies to publicize its offerings. This recommendation in practice looks could involve church
leaders and those in charge of marketing being trained on how to properly utilize their platforms
to inform and attract young adults to their church offerings. Based on the survey data collected,
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some of the most impactful ways to inform and lead members and visitors to attendance are
having an increased social media presence as well as having a user-friendly website that clearly
publicizes details about church events.
One of the most effective ways to increase attendance rates among church members and
visitors of all demographics is to clearly publicize church offerings (Rodrigue, 2002; Salmon,
2016). In a 2016 research study, Salmon sought to examine the effectiveness of religious
marketing as it relates to church growth. The study found that the three most effective marketing
techniques that yielded the largest return on investment were invest and invite, direct marketing,
and events. Of those three, invest and invite, which involves growing an organization from the
inside by promoting offerings to current members who will then bring external guests, and direct
marketing, which is done through external channels such as websites and social media pages are
historically the most successful way to increase religious traffic. Rodrigue (2002) found that
churches who know how to leverage various communication channels are more successful in
maintaining and growing their membership numbers than those who use more traditional
communication channels such as word of mouth or church bulletins. This research, as well as the
data collected from my surveys, support the strategy of training church leaders on how to
properly utilize their platforms to inform and attract young adults, specifically in the platforms of
church websites and social media pages.
Integrated Implementation and Evaluation Plan
This section addresses an implementation and evaluation framework that supports the
solutions outlined in the previous sections. In the New World Kirkpatrick Model, Kirkpatrick and
Kirkpatrick (2016) informs an implementation strategy based on the Kirkpatrick Four Level
Model of Evaluation they originated a decade prior (Kirkpatrick & Kirkpatrick, 2006). With
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origins in organizational training, the Kirkpatrick Four Level Model to implement meaningful
change takes a top-down approach, beginning with level 4 (results), then level 3 (behaviors),
level 2 (learning), and finally level 1 (reaction). Using level 4 as a starting point, the evaluator
begins with the end in mind as they outline the expected outcomes of the initiatives, the metrics
that will assess these outcomes and the methods used for the external and eternal outcomes.
Moving to level 3, the evaluator assesses the critical behaviors that impact the desired outcomes
indicated in level 4. The evaluator also outlines the drivers of these crucial behaviors including
metrics used to measure behaviors, methods, and the timing for the evaluation. In level 2, the
evaluator assesses the levels in which individuals who participated in the initiatives possess the
necessary skill, knowledge, and motivation to deliver on the initiative. Finally, in level 1, the
reactions of the key performers of the initiative are measured based on their levels of
engagement, relevance to the topic at hand, and overall satisfaction. Using Kirkpatrick and
Kirkpatrick (2016) framework, the following sections outline how the recommendations for
Orange Church and Green Church will be implemented and evaluated.
Field Purpose, Need and Expectations
Both Orange Church and Green Church have organizational missions that revolve around
the principles of inclusion, service, and developing the next generation's relationship with God
(Green Church, 2020; Orange Church, 2020). To build a relationship with the new generation of
Christians, while financially sustaining their organizations, the field goal for this study is for
Orange Church and Green Church to increase their young adult attendance rates by January
2021. Based on several research studies that outline the financial damage churches face if they
do not branch out from their historically older membership base, this goal is incredibly necessary
for both Orange Church and Green Church (Marsh et. al., 2006; Waters & Bortree, 2012).
133
Research also finds that while many factors influence the attendance, engagement, and
ultimately, retention rates of church members and visitors, the actions and choices made by
church leaders can be extremely influential on whether or not individuals choose to attend a
church (David et al., 2016; Irwin & Roller, 2000). This is why the primary stakeholder group are
church leaders whose goal is to implement strategies that will increase annual attendance rates
for young adults aged 21 to 35. The following recommendations outline a comprehensive
training and assessment program, that when followed, will provide church leaders with the tools
necessary to develop, implement, and evaluate strategies that could increase young adult
attendance rates at both churches.
Level 4: Results and Leading Indicators
Table 13 provides an overview of the Level 4 internal and external outcomes, the metrics
used to measure results, and the evaluation methods used to provide churches with updates on
their progress as it relates to achieving the attendance-based goals.
Table 13
Outcomes, Metrics, and Methods for External and Internal Outcomes
Outcome Metric(s) Method(s)
External Outcomes
Churches are perceived to
embody a culture of trust
and welcoming to all
visitors and members
The number of diverse attendees
and participants
Quarterly evaluate attendance,
giving, and service records,
broken down by various
demographics
Young adults recruit new
members from their
communities to join the
churches
The number of guests that
young adults bring to church
services, classes, and small
groups
Monthly attendance records of
all new guest involvement.
Churches are viewed as a
staple amongst the
community, drawing in
many external groups
The number of external group
activities held on the church
campuses, such as recreational
leagues, 12 step programs, or
scout meetings.
Quarterly evaluate the number
and variety of external group
activities held at each church
134
Internal Outcomes
Church leaders are
receptive to feedback
about how to improve
organizational practices
Frequency in which changes to
organizational practices are
made based on the feedback
provided by various stakeholder
groups
Monthly evaluation of church
feedback responses
Church leaders
understand the values and
priorities of young adults
in their religious
institutions
Frequency in which efforts are
made by church leaders to
understand the values and
priorities of young adults to
more adequately support their
implementation strategies to
increase young adult attendance.
Quarterly collecting attendance
and giving records broken down
by age demographics
Church leaders
effectively utilize and
leverage their physical
and financial resources to
increase young adult
attendance
Number of young adults visiting
and joining the churches
Quarter attendance and
membership records are broken
down by age demographics
Level 3: Behavior
Critical behaviors. The stakeholder group of focus were church leaders at Orange
Church and Green Church. To achieve their young adult attendance- based goals, church leaders
will need to embrace the following three critical behaviors. First, church leaders should
frequently collect and reflect on feedback provided from a variety of stakeholder groups on
communication channels regarding church practices and offerings. Second, church leaders
should frequently collect and evaluate surveys from members, especially young adults, about
their interests and values. Third, church leaders should frequently practice outreaching to young
adults by using their financial and physical resources. Table 14 outlines the specific metrics,
methods, and timing for each of these critical behaviors that should be fulfilled and measured.
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Table 14
Critical Behaviors, Metrics, Methods, and Timing for Evaluation
Critical Behavior Metric(s) Method(s) Timing
1. Church leaders
will frequently
collect and reflect on
feedback provided
by a variety of
stakeholder groups
regarding church
practices and
offerings
Number of times church
leaders collect and
evaluate feedback from
various stakeholder
groups and number of
times church leaders
make changes based on
feedback
Church leaders collect and
evaluate feedback via
word of mouth, surveys,
interviews, and small
group discussion about
their current practices
Monthly
2 Church leaders
frequently collect
and evaluate surveys
from members,
especially young
adults, about their
interests and values
Number of times church
leaders reach out to
young adults about their
interest and values
Church leaders reach out
to young adults via
surveys and focus groups
to understand their
interests and values as it
relates to religious
organizations
Quarterly
3 Church leaders
should frequently
practice outreaching
to young adults by
using their financial
and physical
resources.
Amount of money and
physical resources
church leaders use in
their young adult
outreach efforts
Church leaders leverage
their financial and
physical resources for
young adult outreach
Quarterly
Required drivers. For church leaders to meet the desired critical behaviors listed above,
several required drivers must be in place to support these critical behaviors. The required drivers
are categorized under the methods of reinforcing, encouraging, rewarding, and monitoring. Table
15 demonstrates the recommended drivers that will support the critical behaviors of church
leaders as well as the timeframe for evaluating the drivers.
Table 15
Required Drivers to Support Critical Behaviors
Method(s) Timing Critical Behaviors Supported
Reinforcing
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Church leaders educated via on the
job training by a diverse
committee, including young adults,
and members about the
inclusiveness and the general
interest levels of their current
organizational practices
Weekly 1, 3
Church leaders will be provided
continued practice in church
outreach, supported by guidance,
modeling, coaching, scaffolding,
and feedback that will build
procedural knowledge of effective
resource utilization.
Ongoing 3
Provide opportunities for leaders to
construct meaningful and lasting
declarative knowledge based on the
feedback provided by church
members who participated in the
value surveys, information should
be provided to church leaders that
compare this new level of
knowledge with their prior
knowledge of young adult values.
Weekly 5
Encouraging
Church leaders will be encouraged,
via feedback and modeling based
on attendance data that encourage
their progress and abilities in the
field of young adult outreach. The
feedback will come from various
groups of internal and external
stakeholders about the
effectiveness of their current
growth-based practices.
Ongoing 1, 3
Rewarding
Church leaders will be recognized
for their improved efforts in
increasing young adult attendance.
They will be recognized via
positive feedback and modeling
received from other leaders and
members regarding their outreach
activities. This feedback can range
Ongoing 1, 2, 3
137
from positive social media
responses to encouraging
attendance records.
Monitoring
Track the effectiveness and
frequency of outreach efforts
Ongoing 2
Churches will effectively use
communication strategies to
publicize its offerings. Based on
data collected, this can range from
increasing their social media
presence to updating their websites.
Monthly 2
Churches will monitor and evaluate
the effectiveness and general
interest levels of the services and
classes they provide. For data-
driven instruction and decision
making, they will create mid-
course evaluations, collect
complete sets of data from
participants, and be action-oriented
in response to what the data is
reflecting.
Monthly 2
Organizational support. As noted in Table 6, Orange Church and Green Church will
reinforce the critical behaviors of church leaders by hosting weekly meetings with committees to
discuss the needs of all internal and external stakeholders, including those that fall within the
young adult category. To reinforce the procedural knowledge of successful young adult outreach,
church leaders will be provided frequent opportunities to practice outreach initiatives, paired
with guidance, modeling, coaching, scaffolding, and feedback to improve their practices. To
encourage critical behaviors, church leaders will be provided ongoing positive affirmations and
data that demonstrates the direct relationship between their efforts and increased young adult
engagement or attendance. In turn, this encouraging feedback will support an increased level of
attribution felt by church leaders regarding how their efforts support lasting change.
138
Similar to the way church leaders will be encouraged to continue critical behaviors, they
will also be rewarded through ongoing positive feedback from other leaders and members within
the church regarding their outreach efforts. This feedback can range from informing church
leaders of positive social media responses to making these individuals aware of encouraging
attendance records. To monitor the progress and continuity of critical behaviors, church leaders
will receive ongoing tracking about the effectiveness and frequency of their outreach efforts.
Monthly, the communications department will provide church leaders with training on how to
effectively leverage different communication channels to publicize church offerings and increase
membership traffic. In addition to this training, church leaders will be evaluated on how
frequently they collect and use general interest course feedback to inform action-oriented
responses for the types of services and classes they provide. These organizational supports will
provide church leaders with the necessary tools to main the various critical behaviors necessary
to make lasting positive changes.
Level 2: Learning
Learning goals. Following the completion of the recommended solutions, church leaders
will be able to:
1. Understand and explain what young adults’ value in religious organizations (DF)
2. Implement a plan that effectively utilizes organizational resources to increase young adult
attendance rates (P)
3. Articulate confidence in their ability to increase young adult attendance rates (SE)
4. Articulate how their efforts are contributing to achieving their young adult attendance
goal (A)
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Program. Based on the interviews conducted with church leaders, survey feedback from
the church communities, and document analysis of attendance records and marketing materials, it
was recommended that the most effective approach to closing the knowledge, motivation, and
organizational gaps identified should consist of 1) monthly leadership meetings with embedded
training and 2) open forum round table with church leaders and younger members of the church
community to seek feedback about their progress on goals and current practices. The embedded
training taking place in monthly leadership meetings will provide leaders with education and
tools in the following areas: outreach in the social media age, how to support and celebrate
church inclusivity and diversity, and how to create opportunities for feedback collection and
proper analysis. The training will support and open dialogue between leaders on the effectiveness
of current practices and discuss how feedback from various internal and external stakeholder
groups could be utilized to set goals and inform future decisions.
In conjunction with providing ongoing surveys about church offerings to members at
both church communities, hosting open forum round tables four times a year would provide
young adults of the church communities with opportunities to openly communicate with leaders
about their needs, values, and interests. This would support the declarative knowledge of church
leaders, close potential knowledge gaps, and hold church leaders accountable to enact changes
that support the needs and values of their younger adult members. By providing church leaders
with various forms of education via monthly training, leadership meetings, and ongoing
opportunities for feedback, church leaders will be able to gain a better understanding of how
their efforts contribute towards achieving their young adult attendance goals as well as feel
confident in their ability to meet said goals. Thus, this program will support improved levels of
self-efficacy and attributions felt by church leaders. The duration of this program should last a
140
year. This will adequately measure the effectiveness of this program and will align with annual
goal setting. Although this program will only last twelve months, it is encouraged for church
leaders to keep these feedback channels open indefinitely.
Evaluation of the components of learning. While it is important to evaluate if church
leaders can apply their new-found knowledge, it is equally important to assess how they have
grown in both their confidence to utilize this knowledge and if they understand the value of what
they are learning as it relates to their role in their respective church. Table 16 lists the evaluation
methods and timing of these components of learning
Table 16
Evaluation of the Components of Learning for the Program
Method(s) or Activity(ies) Timing
Declarative Knowledge “I know it.”
Explain what young adults’ value in religious
organizations
During and after
Explain what previously deterred young adults
from their church
During and after
Procedural Skills “I can do it right now.”
Demonstrate how individual action and improve
young adult attendance
During and after
Apply strategies effectively using resources to
increase young adult attendance
During and after
Implementation of inclusive practices and
launching a diverse committee of church leaders
including young adults
During and after
Attitude “I believe this is worthwhile.”
Discussions about the importance of learning
how to be more inclusive and support the needs
and values of young adults.
During
Confidence “I think I can do it on the job.”
Taking temperature checks by asking questions
to measure church leader confidence in the
material
During and after
141
Open discussion amongst church leaders about
their ability to carry out necessary changes
During
Retrospective check-ins with church leaders After
Commitment “I will do it on the job.”
Discussions about how feedback and practice
will be used moving forward
During team meetings, training, and open
forums
Create an action plan to carry out new strategies
that support inclusion and young adult values
During team meetings, trainings, and open
forums
Level 1: Reaction
Table 17 below outlines the methods and tools that will be used to determine participant
reaction to the various learning events outlined above. The table also provides the timing in
which these methods will be utilized.
Table 17
Components to Measure Reactions to the Program
Method(s) or Tool(s) Timing
Engagement
Observed interactions and responses between
learners
During
Quick open group engagement poll to
determine overall feelings of participants
During, before, and after
Attendance During
Recollection of topics discussed in previous
meetings, trainings, or forums
During
Relevance
Temperature-check with church leaders via
group discussion (ongoing)
During and after
Customer Satisfaction
Feedback surveys completed by church leaders
regarding program satisfaction
After every meeting, training, and open forum
round table meeting
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Evaluation Tools
Immediately following the program implementation. At the end of the initial training
session, a survey will be administered to the church leadership teams to measure the Kirkpatrick
and Kirkpatrick (2016) Level 1 and Level 2 effectiveness. To gauge Level 1, the scale and open-
ended survey will evaluate the level of engagement, relevance, and satisfaction felt by church
leaders regarding the training. To measure the Level 2 effectiveness of the training, learning
scales and open-ended questions will gain insights as to the levels of declarative knowledge,
procedural skills, attitudes, confidence, and commitment felt by the church leaders. Appendix A
provides an example of this training survey.
Delayed for a period after the program implementation. Three months after the initial
training session, a second training session will take place and a follow-up survey will be
administered to the church leaders who participated in the training. This survey will Likert-like
scale and will gauge the learning, effectiveness, crucial behaviors, and outcomes that are outlined
in the Levels 1, 2, 3, and 4 Kirpatrick and Kirkpatrick (2016) framework.
Data Analysis and Reporting
The Level 4 Church Outcomes will be measured monthly and presented during church
leadership meetings and training via a Young Adult Attendance and Engagement Pamphlet. Said
pamphlet will outline data collected from the previous month including outreach initiatives
performed by church leaders, young adult attendance records, young adult engagement levels
broken down by financial gifts and church involvement, and notable pieces of feedback. The
purpose of the pamphlet is to monitor the levels in which the churches are meeting their desired
outcomes and act as an accountability tool for church leaders. A sample of the Young Adult
Attendance and Engagement pamphlet is provided in Figure 4.
143
Figure 4
Young Adult Attendance and Engagement Pamphlet
144
Summary
Keeping the organizational goals in mind, The New World Kirkpatrick Model
(Kirkpatrick & Kirkpatrick, 2019), guided the implementation and evaluation plan for this study.
The framework is designed to work backward from the desired outcomes through the aligned
critical behaviors and drivers that, when combined, would lead to attaining the desired outcomes.
This framework is also beneficial because it ensures that when designing an implementation and
evaluation strategy, the learning strategy and goals maintain alignment with the critical behaviors
and ultimately lead to the desired outcomes.
Strengths and Weaknesses of the Approach
Like all methodological approaches, the strategy of using a modified version of the Clark
and Estes (2008) Gap Analysis framework coupled with the Kirkpatrick and Kirkpatrick (2016)
New World Model came with a set of strengths and weaknesses. Among the strengths were the
comprehensive and highly structured nature of the Kirkpatrick and Kirkpatrick (2016)
implementation and evaluation model. In utilizing this model, the structure of starting with the
desired outcomes in mind created seamless alignment between the four levels and supported the
development of effective evaluation tools. The primary strength of using the Clark and Estes
(2008) KMO model was the systematic and guided way the framework helped categorize
influences and pinpoint potential knowledge, motivation, or organizational- based gaps. This
user-friendly approach made identifying performance shortcomings straightforward and
organized.
One weakness found in the modified gap analysis model was the lack of consideration the
framework gave to external influences that could impede the stakeholder performance. In the
case of this study, the unforeseen COVID-19 pandemic drastically influenced stakeholder
145
knowledge and motivation as well as the organizational culture and yet, influences that were
external to the organization were not properly considered within the framework (Clark & Estes,
2008). Another weakness of the modified gap analysis framework was the rigid structure of the
knowledge, motivation, and organizational influences. As the findings for research question one
indicated, some influences that affected stakeholders could be categorized as a combination of
three categories. The structure of the modified gap analysis framework made those findings
difficult to categorize. The only notable weakness found in the Kirkpatrick and Kirkpatrick
(2016) New World Model was determining possible external outcomes, unlike the internal
outcomes, which were grounded in the KMO influences, the external outcomes were not bound
by previous work or findings.
Limitations and Delimitations
While it is the responsibility of researchers to utilize ethical and valid data collection
processes, most studies have uncontrollable aspects that can alter the findings (Creswell, 2009).
These uncontrollable factors can include but are not limited to the responses of participants, the
organizational environments, or any unforeseen emergencies, such as a global pandemic.
Creswell (2009) also explained that due to these uncontrollable variables, it is important to
acknowledge the limitations and delimitations of a study. Not all studies are designed and
implemented perfectly, and my study is no exception. This section outlines the limitations and
delimitations of the study and findings and lays the framework and guidance for the future
research recommendations provided in the next section. The primary limitations of this study
pertain to the data collection process. One limitation was the honesty of my participants. I could
not determine if the participants in the surveys or interviews were telling the truth, exaggerating,
or lying. Another limitation of this study was how data was collected. The data collection
146
process of the study relied on convenience sampling. This means the sample was made up of
people who were available at the time of data collection, who were willing to volunteer (Johnson
& Christensen, 2015). Since this was the case, my findings relied on the idea that the sample I
collected represented the views of all young adults and church leaders within these religious
organizations. However, there is a chance that if I chose to collect data from another group at a
different time, they may yield different results.
Another limitation of the study was the data collected for document and artifact analysis.
The original intention for this data collection process was to take pictures at each organization to
capture the environment, collect all physical promotional materials, document electronic
marketing strategies, and evaluate young adult attendance records. While that was the intention,
the COVID-19 pandemic limited my ability to collect many of these documents and artifacts. In
the end, the only documents and artifacts I was able to fully assess were social media electronic
marketing efforts since attendance records broken down by age demographic was not possible in
online worship service settings nor could I visit each campus to collect physical promotional
materials. The pandemic limited my data collection abilities for document and artifact analysis,
but I was still able to yield enough data to triangulate my findings of how each church publicized
their offerings.
Finally, as alluded to above, the conceptual framework did not consider external factors
that influenced the organizational culture or the knowledge and motivation of my stakeholder
groups. In the case of this study, one external factor that limited my data collection and might
have influenced the results was the unforeseen COVID-19 pandemic. The pandemic shut down
all physical church locations during the time of my data collection, which meant that many of the
147
organizational practices church leaders were implementing to encourage young adults to
physically attend their respective churches recently changed because of the pandemic.
The delimitations of a study can help regulate some of the limitations that researchers
face. In the case of the research study, one delimitation was the type of questions that will be
asked in the surveys and interviews. While the surveys had a few multiple-choice questions,
many of the survey questions and all of the interview questions are open-ended by design. By
asking open-ended opinion- based questions, it made it harder for the respondents to provide
short, less than truthful answers since they would have to write it out. Regarding the limitations
of the convenience sampling method, the data collection process involved collecting feedback
from each church over two weeks. This time frame allowed for a larger sample size and a richer
set of data. While the conceptual framework did not consider external influences, the questions I
asked were a form of delimitation. These questions required church leaders to dig deep and
explain the root of their knowledge and motivations, elaborate on organizational norms, and
provide an overview of how external factors, such as a global pandemic affected their
performance.
Another notable delimitation of this study was the triangulation of data, while I had
trouble with the document and artifact analysis, triangulating the data through interviews,
surveys, and document analysis validated the findings and helped the study avoid potential biases
in the conclusions drawn. Another delimitation, that was I once considered a limitation was
shifting the interview meeting from in-person to Zoom. The original data collection strategy was
to conduct interviews with church leaders in person, however, the pandemic moved the interview
process to a Zoom platform. The delimitation of conducting Zoom interviews was the ability to
review the videos to ensure accuracy in the Zoom interview transcription and to assess the facial
148
expressions and pauses that often acted as an indicator for the knowledge and motivation of the
church leaders. Finally, the last limitation of the study is the usability of the findings and
recommendations. Although the study was field based, the recommendations were primarily
based on findings from the two organizations. As such, the recommendations are specifically
designed to support the needs of the two organizations evaluated and may not apply to different
churches who face other challenges related to young adult attendance rates. The next section
provides recommendations to strengthen future research in this field.
Recommendations for Future Research
This study evaluated eight assumed knowledge, motivation, and organizational influences
that affected the success of church leaders as they worked to increase young adult attendance
rates. While there were many strengths to the study, I have several recommendations that could
benefit future research on this topic. First, my most important recommendation is to collect data
from more churches and/or from larger churches. I have two reasons for this recommendation.
First, my study explored a large-scale problem that many churches face around the world,
however, only two small to medium-sized United Methodist Churches were evaluated. As such,
the findings and recommendations were only applicable to Orange Church and Green Church or
churches of a similar demographic and physical makeup, thus making it difficult to create broad
generalizations about the problem. Second, as my findings demonstrated, it was a challenge to
collect data from the young adults at Orange Church and Green Church. By adding more
churches or larger churches to future studies, it would hopefully increase the amount of rich data
collected from young adults and lead greater insights regarding young adult values.
The second recommendation for future research is to explore the mindsets of young
adults in greater detail by using multiple forms of data collection. My findings provide a basic
149
understanding of young adult values and needs within two Methodist Churches, based purely on
survey data. To truly understand the adverse relationship between young adults and churches, it
would be beneficial to speak with more young adults and measure their thoughts through
multiple feedback channels. Future researchers should also be prepared for low young adult
participation in the data collection process. While I felt that the study got rich data from the 10
young adults who participated in each church survey, getting the 20 total young adult
participants to fill out the survey was challenging. While this lack of engagement and
participation did support the finding that young adults are not attending nor are they as invested
in their religious organizations as non-young adults, the low response rate made creating
generalizations difficult. With survey data collection being limited and challenging, the
recommendation then is to find new ways to collect and measure young adult feedback.
Finally, my last recommendation for future researchers who use a modified version of the
Clark and Estes (2008) Gap Analysis approach is to explore the impact of external influences on
the performance of the primary stakeholder group. Although the study yielded findings about the
impact of external factors on stakeholder performance, specifically as it related to COVD-19, the
research would have benefitted from a section in the data collection process specifically designed
to measure external influences. The above recommendations will help future researchers yield a
richer set of data and ultimately greater findings.
Conclusion
The field problem this study addressed is the sustainability and growth issues that are
closing churches around the world as a result of low young adult attendance rates and the lack
of financial support that comes with it (Waters & Bortree, 2012). The purpose of this evaluative
research study was to determine the knowledge, motivation, and organizational influences
150
affecting the performance of church leaders as they worked to achieve the field goal of
increasing young adult attendance rates by January 2021. By learning this information, the
study was able to generate practical recommendations and a thorough implementation strategy
for church leaders to close the influence gaps that hinder their performance. The reason church
leaders were selected as the primary stakeholder group for this study was because they are
viewed as the face of an organization and their policies and procedures shape the perception of
young adults towards their church (Irwin & Roller, 2000). On a grander scale, the implications
of the case study not only inform the church leaders at both religious institutions, but the
practical research and methodology used can be applied in churches around the world. In turn,
the methods, results, and implementation plan will support the sustainability and growth of
churches and ensure that places of worship and the services they provide will remain
community staples for years to come.
151
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A Qualitative Examination of the Methods Church Leaders Use to Increase Young Adult
Attendance in Christian Churches: An Evaluation Study
APPENDIX A
Interview Protocol
I. Introduction
Thank you for agreeing to participate in this study. I also appreciate you signing the
consent form I emailed you earlier this week. I have also provided a printed-out version of this
form if you would like a copy. The purpose of this study is to examine what churches, much like
your own, are doing to recruit, engage, and retain young adults aged 21 to 35 years old. Even
though I am a part of this demographic, my role in this study is strictly evaluative and non-
participatory. Your feedback is beneficial in understanding how churches support these young
adult members and visitors. As we proceed, your answers will remain anonymous and a
pseudonym will be used in the place of your organization’s name. I also wanted to remind you
that your participation in this study is voluntary and if at any point you feel that you need to
remove yourself from the study, I will happily comply. Before we begin, I would like to ask your
permission to record this interview in addition to taking notes. The recording will make sure that
I am not missing anything from our conversation and the print out and audio files from this
interview will be provided to you within the next couple of weeks. Do I have your consent to
proceed with this recorded interview?
Begin Recording
Thank you for your consent and participation. As we begin this interview, please provide your title
and how long you have worked at your church.
II. Knowledge Section
Now we will start by discussing your knowledge of young adult interests.
164
1. What do you believe young adults value and do not value in religious organizations?
(Opinion/Value)
Thank you for sharing this. Now, let’s dig a little deeper into this concept of what you believe
young adults don’t value.
2. Please describe what you believe could deter young adults from attending your religious
organization. (Interpretive)
Briefly moving away from your thoughts on young adult interests, the next couple of questions
relate to your knowledge of organizational processes.
3. How does your church try to increase young adult attendance?
4. What resources do you utilize to increase young adult attendance rates?
Thank you for providing this insight. Now, let’s dig a bit deeper into these processes.
5. What aspects of your organization and its practices do you believe keep members engaged and
returning? (Opinion/Value)
III. Motivation Section
While on the topic of current practices, the next few questions will focus more on the role of
church leadership rather than the organization as a whole.
6. How confident are you in your ability to incase young adult attendance at your church? Please
explain why you feel this way.
7. Please provide an overview of how your efforts impact young adult attendance rates at your
church.
8. What other aspects of your church influence young adult attendance? How are you involved in
these aspects?
Thank you for that feedback. Now that we have touched on your efforts to achieve these goals,
let’s discuss the creation of these organizational goals and how you measure success.
9. How do you measure the success of your efforts as it relates to your attendance goals?
165
10. Please elaborate on your level of involvement as it relates to creating these young adult
attendance goals at your organization. What are your opinions of these goals? (Ideal)
IV. Organizational Section
Thank you for your feedback about the current practices of church leaders, such as yourself,
from your organization. To conclude this interview, we will be discussing the role of the
organization as it relates to young attendance.
11. How would you describe the church culture to new and prospective members?
While thinking about new members, please answer the following.
12. Please describe how new members are introduced to the church. How does your organization
make individuals feel when they visit?
Next, we will talk a little bit about what your church has to offer for visitors and members.
13. How does your church decide what classes and services to offer visitors and members?
14. How is feedback to these classes and services measured?
Finally, to wrap up this interview, I would like to touch on how church offerings are publicized.
15. Please describe how the church publicizes their offerings.
16. Suppose you were a potential visitor of this religious organization, how would you find out about
events, services, and other church-related details? How often would you utilize these resources?
V. Closing & Following Up
This will conclude the interview portion of this study. Thank you again for your time and
participation. Do you have any questions at this time? To reemphasize, everything that was
discussed today is strictly anonymous. You will be receiving an audio and written recording
of this interview within the next couple of weeks, but in the meantime, if you have any
questions or concerns, please feel free to send me an email or give me a call.
166
APPENDIX B
Survey Protocol
1. What is your age? _____
2. I am a (member/non-member) of this church. (Please circle one).
3. Approximately how often have you attended church services or church-sponsored classes
at this location over the last 12 months?
a) Never
b) Less than once a year
c) Several times a year
d) Once a month
e) 2-3 times a month
f) About weekly
g) Once a week
h) Several times a week
4. When deciding to attend a church, what did you look for?
5. In your opinion, what could the church leadership team do to increase attendance and
engagement?
6. How would you describe the church culture to new and prospective members?
7. How interested are you in attending the services and classes your church provides?
a. Disinterested
b. Somewhat Disinterested
c. Somewhat Interested
167
d. Interested
8. How did you hear about your church and its offerings? (Check all that apply)
_Facebook _Twitter _Instagram _Church Website _E-mails _Flyers _Bulletins _Word of
Mouth _Other___________ (please describe)
168
APPENDIX C
Document Analysis Rubric
Organizational Influences
Assumed Organizational
Influences
Document Analysis
Triangulation
Present
(Y/N)
Comments
Churches need to be receptive
to feedback provided by
members, employees, and
outside observers about their
organizational practices.
(CM)
The presence or
absence of a
documented
feedback-based
strategy
Churches need to embody a
culture of welcoming and
trust for all current and
prospective church members.
(CM)
The presence or
absence of
welcoming packets
and records of
engagement and
participation
Churches need to provide
services and classes that
members and visitors want to
attend. (CS)
The presence or
absence of
attendance records
for church services
and classes
Churches need to clearly
publicize their church
offerings. (CS)
The presence or
absence of marketing
materials that
publicize church
offerings and the
frequency in which
offerings are
publicized
169
APPENDIX D
Survey to Church Leaders Immediately Following Initial Training Session
(Level 1 and 2 Assessment)
170
171
APPENDIX E
(Levels 1-4 Assessment)
172
173
Abstract (if available)
Abstract
Churches across the United States struggle to remain sustainable due to low young adult attendance rates. The purpose of this study was to use a modified version Clark and Estes (2008) gap analysis framework to evaluate how knowledge, motivation, and organizational (KMO) influences impact church leaders at Orange Church and Green Church as they worked to increase their young adult attendance rates. Following a review of relevant literature, an overview of the assumed KMO influences, and a description of the conceptual framework that incorporated how the influences interact within the organizations, qualitative data collection was conducted. An analysis of the data collected from interviews, surveys, and documents was conducted to validate or invalidate the assumed KMO influences. Using the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016), a comprehensive implementation and evaluation plan was developed to assess the effectiveness of the KMO recommendations. The recommendations provided in Chapter Five are designed to support church leaders by closing the knowledge, motivation, and organizational gaps that hinder their abilities to achieve the field goal of increasing young adult church attendance rates.
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Flintoft, Brian Patrick
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Core Title
A qualitative examination of the methods church leaders use to increase young adult attendance in Christian churches: an evaluation study
School
Rossier School of Education
Degree
Doctor of Education
Degree Program
Organizational Change and Leadership (On Line)
Publication Date
11/13/2020
Defense Date
09/30/2020
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