Mindful Stewardship/Leadership
To conceive, design, build, support and promote spiritually-engaged sustainable futures, we need a new breed of young, innovative and spiritually-inclined leaders. We need to re-think and re-orient ourselves to dynamic forms of innovative leadership.
Toward a Theory of Spiritual Leadership (New)
By Louis W. Fry
A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and valuesbased approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.
Authentic Leadership: A Self, Leader, and Spiritual Identity Perspective (New)
By Karin Klenke
In this paper, I introduce a model of authentic leadership that rests on a single explanatory concept—identity—which specifies three interrelated identity systems: the self-identity system, the leader-identity system, and the spiritual-identity system, which, in turn, are comprised of multiple subidentities that include cognitive, affective, and conative elements. I offer a construct definition of authentic leadership that is explicated in a theoretical model which draws from humanistic psychology, existential philosophy, and social identity as well as self-categorization theory, leader prototypicality, and spiritual leadership theory. The fundamental premise of this paper is that spirituality and spiritual identity are at the core of authentic leadership. While much work remains to be done in terms of sharpening construct definitions of authentic leadership and operationalizing it, in the opinion of this author, authentic leadership is an important and provocative concept that holds promise for multiparadigmatic and multimethodological theoretical and empirical research.
Spirituality: The Emerging Context for Business Leadership (New)
By William C. Miller and Debra R. Miller
Over the last 100 years, four distinct contexts of business leadership have emerged around the globe: rationalist, humanistic, wholistic, and spiritual-based. Each context is now in varying stages of maturity and has its own influences from science and from either psychology or spirituality. Each measures leadership success by its own view of the purpose of business and leadership. And each operates by its own understanding of how to lead and manage people.
The Inevitable Role of Spirituality in the Workplace (New)
By Luidolf Bosch
It is a telling fact that in the literature on the issue of leadership in management has become a central focus of concern in the nexus of contemporary management studies. “Leaders are beginning to understand more fully the full impact that their behavior has on others, on organizations and the sustainability of the planet”. The purpose of this study is to use qualitative rather than quantitative methods and procedures to explore this subject. Whilst quantitative measure have been used in the literature and research, yet a qualitative approach allows the more subjective and introspective aspects to be communicated in research and analysis.
Toward Spiritual System in Organization through Spiritual Leadership
(New)
By Hamidreza Ghasemi
Leadership has a key role in organization by developing and directing structures and systems. Spiritual leadership is an emerging approach in organizational leadership literature. In context of spiritual leadership, there are many models and patterns that each them describe a kind of spirituality in leadership of organizations. Spirituality has a unity in itself but different people understand it in different ways. Spirituality is necessary for organizations and they need to develop a spiritual system to satisfy human resources. Here, there are some questions: how we can classify them or identify their types? How can organizations use spirituality through leadership to develop a system?This paper reviews some spiritual leadership models, and provides a typology about them. The typology includes identifying meanings, motives; definitions and typification of different spiritual leadership models in literature of organization and management. This is to do through a typological analysis, and supposes a spiritual system based on spiritual leadership.
Leadership and Spirituality (New)
By Robert Burke
Could spirituality produce better organizations and thus benefit society as a whole? This paper argues that it can. The aims and scope of this paper are to propose that through applying futures thinking centered on a higher level of consciousness about what kind of world we want to live and work in involves leaders to search for meaning and purpose beyond just that of material satisfaction.
The Effect of Spiritual Leadership on Organizational Learning Capacity (New)
By Bulent Aydin and Adnan Ceylan
In this original paper, we aimed to find the impact of spiritual leadership (SL) on organizational learning capacity (OLC), which may then improve the organizational development. To perform the study, we conducted research with 578 employees in metalworking manufacturing. We measured SL in dimensions of vision, hope/faith, altruistic love, meaning/calling and membership. After the data analysis, we determined that OLC has positive significant correlation with each of SL dimensions (at 0.000 level), however, the total explained variance of OLC - depending on SL- has come out a very low value (0.09), which the businesses should consider while planning their development processes.
The Spiritual Leadership Dimension
In Relation to Other Value-Based Leadership in Organization (New)
By Christea Frisdiantara and Pieter Sahertian
The aim of this article is to explore the concept of spiritual leadership in the context of organization and to show the several means by which spiritual leadership can be related to existing value-based leadership theories, especially relationship oriented and servant leaderships, though the direction of such an inquiry still requires much more observation, development and discussion. This article would also discuss several beneficial
perceptions and motivations which have stimulated the interest to understand deeper the spiritual leadership in academic and business settings. This article will be concluded with an argument that gaining deeper insight on the theoretical base of spiritual leadership in relation to other leadership theories is necessary so that this concept can be a valuable paradigm for the organization. Using rational-empirical approach, where inquiry is conducted based on data from various literature review (grand theory) and previous research findings, this study is expected to provide further contribution by showing and focusing on the relation between spiritual leadership and other value-based leadership theories and provide contribution for critical and theoretical understanding, which is necessary for the development of spiritual leadership which was initially a concept into a paradigm which has the potential to be applied in the organization. The result of this study shows that despite the relation between spiritual leadership and other value-based leadership theories, however gaining deeper theoretical insight into spiritual leadership is still an important objective, especially to be related to other leadership theories.
perceptions and motivations which have stimulated the interest to understand deeper the spiritual leadership in academic and business settings. This article will be concluded with an argument that gaining deeper insight on the theoretical base of spiritual leadership in relation to other leadership theories is necessary so that this concept can be a valuable paradigm for the organization. Using rational-empirical approach, where inquiry is conducted based on data from various literature review (grand theory) and previous research findings, this study is expected to provide further contribution by showing and focusing on the relation between spiritual leadership and other value-based leadership theories and provide contribution for critical and theoretical understanding, which is necessary for the development of spiritual leadership which was initially a concept into a paradigm which has the potential to be applied in the organization. The result of this study shows that despite the relation between spiritual leadership and other value-based leadership theories, however gaining deeper theoretical insight into spiritual leadership is still an important objective, especially to be related to other leadership theories.
Sustainable Leadership: The Inner Side of Sustainability (New)
By Tricia Webster
My own work in the field of leadership training and human capacity development has led me to a study of humankind and how we change, or perhaps more relevant, how we resist change. I’ve come to the conclusion that much of what we have historically taught as leadership skills are practices that are not "sustainable" in terms of human behavior. We treat people as "things" and even the term "human resources" reeks of this.
Embedded Spirituality as a Leadership Foundation for Sustainable Innovative Learning (New)
By David A. Cowan
In response to leaders being challenged to handle chronic dilemmas with increasingly scarce resources, I resurface important findings of a worldwide study conducted by Botkin, Elmandjra, and Malitza (1979). Commissioned by the Club of Rome, the study illuminates a critical need for innovative learning, serving as a call for leaders – if not for everyone – to become more anticipatory and participatory. My argument enriches the call by describing how indigenous notions of embedded spirituality provide a more sustainable foundation for today's troubled world. By promoting practical stewardship for all life on earth, an embedded spirituality naturally promotes anticipation and participation.
Engaged Leadership
The new public service managerialism (Wales-based Case study). Also see here.
Evolutionary Leadership
The embodiment of system being. In our blindness to our own power as participants and co-creators - as leaders - in community, we too often give up our right and responsibility to co-author the narrative of our lives. Also see here. And here.
Insights into Leadership:
Leading from the Future as it Emerges – Theory U
Successful leadership depends on the quality of attention and intention that people bring to any situation. Two leaders facing the same circumstances and doing the same thing can bring about completely different outcomes, depending on the inner place from which they each operate. Scharmer explores this inner place in leaders - he calls it the "source" - in the "Theory U" model.
Also See Here.
Also See Here.
Zen and the Art of Organizational Maintenance
by Ronald E. Purser
This paper draws from the “Zen arts” as a means for reimagining management as a mindful
practice known as “organizational maintenance.” Zen Buddhism has had a profound influence on Japanese arts — such as calligraphy, sumi-e drawing, the tea ceremony, landscape garden design, archery, and Haiku poetry. The Zen aesthetic, often referred to as wabi sabi, and its associated notions as being an “artless art” that values “controlled accidents” is explored for its import value as a form of aesthetic inquiry. I propose that organizational maintenance is a noninstrumental form of artistic experimentation, involving the creative resolution of dilemmas. In such a nondualistic perceptual framework, organizational maintenance is concerned with revealing an aesthetics of ineffability, a “quality without a name.” I suggest that by reframing creative dilemma resolution as a contemporary form of Zen koan practice, it becomes an analogous artifact that can stimulate a creative inquiry into the true nature of organizations. Full Text Here.
practice known as “organizational maintenance.” Zen Buddhism has had a profound influence on Japanese arts — such as calligraphy, sumi-e drawing, the tea ceremony, landscape garden design, archery, and Haiku poetry. The Zen aesthetic, often referred to as wabi sabi, and its associated notions as being an “artless art” that values “controlled accidents” is explored for its import value as a form of aesthetic inquiry. I propose that organizational maintenance is a noninstrumental form of artistic experimentation, involving the creative resolution of dilemmas. In such a nondualistic perceptual framework, organizational maintenance is concerned with revealing an aesthetics of ineffability, a “quality without a name.” I suggest that by reframing creative dilemma resolution as a contemporary form of Zen koan practice, it becomes an analogous artifact that can stimulate a creative inquiry into the true nature of organizations. Full Text Here.
The Making of an Awakened Leader
Joan F. Marques & Satinder Dhiman
This paper introduces the meta-leadership style called ―Awakened Leadership‖, which is characterized by a heightened awareness of leadership as an activity, leadership context, and followership. This style of leadership is highly flexible and can be applied in all types of situations and with all types of followers. The paper subsequently highlights ten qualities of awakened leaders, following a consistent pattern of explaining the commonly understood meaning of the leadership trait, grace notes to elaborate on the interpretation of the trait presented, a quotable quote that captures the essence of the trait, and a tale to illustrate the application of the trait in the myriad contexts. This felicitous structure makes for a clear understanding of these traits and helps in bringing out their inner meaning more succinctly. (Keywords: Awakened leadership, Mindfulness, Self-Awareness, Acceptance, Non-judgment, Creativity, Compassion, Humility, Unlearning, Connectedness, Zestfulness.) Full Text Here.
Maximizing the Triple Bottom Line & Spiritual Leadership:
The CEL Story
by Louis W. Fry, Lynne Sedgmore & Yochanan Altman
One of the greatest challenges facing leaders today is the need to develop new business models
that accentuate leadership, employee well-being, and sustainability without sacrificing
profitability, revenue growth, and other indicators of financial performance. This article seeks to
address top managers‟ need to simultaneously maximize the so-called triple bottom line, or
“People, Planet, Profit.” In doing so, we draw from the emerging fields of workplace spirituality,
spiritual leadership, and performance excellence to present a spiritual leadership balanced
scorecard business model to simultaneously optimize employee well-being, social responsibility,
organizational commitment, and financial performance. Research conducted with the Centre for
Excellence in Leadership (CEL) is offered as a case study of a company that may serve as a role
model for organizational spiritual leadership as key to maximizing the triple bottom line.
Full Text Here.
that accentuate leadership, employee well-being, and sustainability without sacrificing
profitability, revenue growth, and other indicators of financial performance. This article seeks to
address top managers‟ need to simultaneously maximize the so-called triple bottom line, or
“People, Planet, Profit.” In doing so, we draw from the emerging fields of workplace spirituality,
spiritual leadership, and performance excellence to present a spiritual leadership balanced
scorecard business model to simultaneously optimize employee well-being, social responsibility,
organizational commitment, and financial performance. Research conducted with the Centre for
Excellence in Leadership (CEL) is offered as a case study of a company that may serve as a role
model for organizational spiritual leadership as key to maximizing the triple bottom line.
Full Text Here.
Mindful Leadership
by Emma Dolman & Dave Bond
The practice of meditation in the business world is increasingly moving from the fringe to the mainstream, and already features as a key part of a number of international management and organisation development programmes. Emma Dolman and Dave Bond review the impact that
meditation practices have made, and report on a meditation research study conducted at Ashridge. Full Text Here.
Note:
The practice goes beyond the business world.
meditation practices have made, and report on a meditation research study conducted at Ashridge. Full Text Here.
Note:
The practice goes beyond the business world.
Spiritual Leadership as a Paradigm for Organization Transformation and Development
by Louis W. (Jody) Fry and J.Lee Whittington
Drawing from the emerging fields of positive organizational scholarship and workplace
spirituality, we use the characteristics of authentic leadership to critique transformational and
servant models of leadership. Next, we extend our understanding of authentic leadership by
discussing spiritual leadership theory as an emerging paradigm for organization transformation. We then offer legacy leadership as a more specific model of spiritual leadership that has the potential to guide organization transformation and the development of positive organizations. Full Text Here.
spirituality, we use the characteristics of authentic leadership to critique transformational and
servant models of leadership. Next, we extend our understanding of authentic leadership by
discussing spiritual leadership theory as an emerging paradigm for organization transformation. We then offer legacy leadership as a more specific model of spiritual leadership that has the potential to guide organization transformation and the development of positive organizations. Full Text Here.
Sustainable Leadership: Co-creating a Sustainable Future
By Mary A. Ferdig
Supporting the Next Generation of Sustainability Leadership
By Dagmar Timmer, Carolee Buckler and Heather Creech
From the Introduction:
There is a critical need to accelerate efforts to train the next generation of sustainable development leaders. First, there has been a lack of progress on the leadership front for sustainability and there is a strong need to scale up our efforts. This is tied to the fact that we live in a world on the cusp of dramatic global change. Innovative thinking is required to manage emerging issues such as the need for technical solutions to reduce CO2 emissions; mechanisms to ensure a reliable and sustainable food and water supply; management plans for protecting and enhancing biodiversity; the enforcement of pollution prevention and clean-up measures; and new incentives for harnessing the power of the market for sustainable development. People working in the sustainable development field must obtain training beyond the traditional disciplines and skills acquired during their formal education. Second, many current sustainability leaders are entering retirement and a new generation is needed to fill their shoes. How are organizations going to fast track the transfer of knowledge to the next generation in order to ensure the continuity of their work? Third, labour market research demonstrates that the need for personnel to deal with urgent environmental issues is growing faster than the ability of many nations to train new workers in this area. Fourth, there is a need to inspire and engage an entire generation before losing them to distrust, apathy and “status quo” consumption habits and lifestyles. Full Text Here.
The Understanding and Practice of Servant Leadership
By Larry C. Spears
The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then
conscious choice brings one to aspire to lead. The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? Full Text Here.
The Ancient Future of Servant-Leadership
By Antonio Lopez
Servant-leadership can be understood as bridging the modern necessity to work and lead within complex organizations and environments with the call for tapping into ancient wisdom that is absent from such settings. The servant-leader’s role is like that of the Peruvian chakaruna -- one that bridges the core reality of sacred ecology with that of civil society. Shamans have called upon chakaruna to mediate between what I call the dream of the world (global economic system) and the dream of the earth (embedded ecology). In terms of our world’s vernacular (that is, as educated members of the global system), a chakaruna is a “servant-leader,” one who serves life, but also knows how to leverage the system that he or she works in. The servant-leader has a foot in both worlds in order to bring them into harmony. Full Text Here.
There is a critical need to accelerate efforts to train the next generation of sustainable development leaders. First, there has been a lack of progress on the leadership front for sustainability and there is a strong need to scale up our efforts. This is tied to the fact that we live in a world on the cusp of dramatic global change. Innovative thinking is required to manage emerging issues such as the need for technical solutions to reduce CO2 emissions; mechanisms to ensure a reliable and sustainable food and water supply; management plans for protecting and enhancing biodiversity; the enforcement of pollution prevention and clean-up measures; and new incentives for harnessing the power of the market for sustainable development. People working in the sustainable development field must obtain training beyond the traditional disciplines and skills acquired during their formal education. Second, many current sustainability leaders are entering retirement and a new generation is needed to fill their shoes. How are organizations going to fast track the transfer of knowledge to the next generation in order to ensure the continuity of their work? Third, labour market research demonstrates that the need for personnel to deal with urgent environmental issues is growing faster than the ability of many nations to train new workers in this area. Fourth, there is a need to inspire and engage an entire generation before losing them to distrust, apathy and “status quo” consumption habits and lifestyles. Full Text Here.
The Understanding and Practice of Servant Leadership
By Larry C. Spears
The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then
conscious choice brings one to aspire to lead. The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? Full Text Here.
The Ancient Future of Servant-Leadership
By Antonio Lopez
Servant-leadership can be understood as bridging the modern necessity to work and lead within complex organizations and environments with the call for tapping into ancient wisdom that is absent from such settings. The servant-leader’s role is like that of the Peruvian chakaruna -- one that bridges the core reality of sacred ecology with that of civil society. Shamans have called upon chakaruna to mediate between what I call the dream of the world (global economic system) and the dream of the earth (embedded ecology). In terms of our world’s vernacular (that is, as educated members of the global system), a chakaruna is a “servant-leader,” one who serves life, but also knows how to leverage the system that he or she works in. The servant-leader has a foot in both worlds in order to bring them into harmony. Full Text Here.
