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Leadership

1. 1
Spiritual Leadership as an Integrating
Paradigm for Positive Leadership
Development

2. 2
Authentic Leadership Development
as a Root Construct Underlying all forms of
Positive Leadership
Defined as leadership that:
Develops higher-level, universal moral values
and character.
Helps individuals in the search for meaning and
connection at work
Enhances employee well-being and sustained
veritable performance.

3. 3
•Positive psychological capital
•Positive ethics and moral perspective
•Positive modeling
•Positive social exchanges
•Positive, strength-based cultures
Components of
Positive Forms of Leadership

4. 4
Key Issues for ALD and PLD
Achieving consensus on universal values that are
necessary (but not sufficient) for positive forms of
leadership.
The role of positive forms of leadership in achieving
value congruence and consistency of values, attitudes,
and behavior across the individual, dyad, team, and
organizational levels.
The personal outcomes or rewards of positive forms
leadership.
How positive forms of leadership impact organizational
performance.

5. 5
© IISL
Spiritual Leadership

6. 6
RELIGION vs. SPIRITUALITY
Religion is concerned with faith in the claims of one
faith tradition or another, an aspect of which is
the acceptance of some form of heaven or
nirvana. Connected with this are religious
teachings or dogma, ritual prayer, and so on.
Spirituality is concerned with those qualities of the
human spirit-such as love and compassion,
patience tolerance, forgiveness, contentment, a
sense of responsibility, a sense of wholeness
and harmony-which bring happiness to both self
and others.

7. 7
RELIGION vs. SPIRITUALITY
The common bridge between spirituality and
religion is Altruistic love –regard or devotion
to the interests of others.
In religion this is manifested through the
golden rule which is common to all major
religions.

8. 8
RELIGION vs. SPIRITUALITY
From this perspective, spirituality is
necessary for religion but religion is not
necessary for spirituality.
Spiritual leadership can therefore either be
inclusive or exclusive of religious theory and
practice.

9. 9
SPIRITUAL LEADERSHIP
Spiritual leadership theory is a causal
leadership model for organizational
transformation designed to create an
intrinsically motivated, learning organization.
The theory of spiritual leadership was
developed within an intrinsic motivation
model that incorporates vision, hope/faith,
and altruistic love, theories of workplace
spirituality, and spiritual survival/well-being.

10. 10
SPIRITUAL LEADERSHIP
Comprises the values, attitudes, and behaviors
that one must adopt to intrinsically motivate
one’s self and others so they have a sense of
spiritual well-being through calling and
membership –i.e. they experience meaning
in their lives, have a sense of making a
difference, and feel understood and
appreciated.
Fleischman, 1990; Fry, 2003;
Maddock & Fulton, 1998

11. 11
SPIRITUAL LEADERSHIP
The purpose of spiritual leadership is to tap into
the fundamental needs of both leader and
follower for spiritual well-being through
calling and membership, to create vision and
value congruence across the individual,
empowered team, and organization levels
and, ultimately, to foster higher levels of
organizational commitment, productivity, and
maximize BOTH human well-being and
performance excellence.

12. 12
EXTRINSIC
MOTIVATION
=
EFFORT PERFORMANCE REWARD
(GIVE ME A REWARD TO WORK)
INTRINSIC
MOTIVATION
=EFFORT PERFORMANCE
REWARD
(MY WORK IS MY REWARD)
SPIRITUAL LEADERSHIP
Based in Intrinsic Motivation

13. 13
QUALITIES OF PERSONAL SPIRITUAL LEADERSHIP AS INTRINSIC MOTIVATION THROUGH
VISION, HOPE/FAITH and ALTRUISTIC VALUES
Vision(Performance)
•Broad appeal to key Stakeholders
•Defines the Destination and Journey
•Reflects High Ideals
•Encourages Hope/Faith
•Establishes a Standard of Excellence
Altruistic Values(Reward)
•Forgiveness
•Integrity
•Honesty
•Courage
•Humility
•Kindness
•Empathy/Compassion
•Patience
•Trust/Loyalty
Hope/Faith(Effort)
•Endurance
•Perseverance
•Do What It Takes
•Stretch Goals
•Expectation of Reward
•Victory
PERSONAL SPIRITUAL LEADERSHIP
Qualities

14. 14
Comparison of scholarly fields emphasizingvalues relating tohuman well-being
Spiritual
leadership
(Fry, 2003)
Workplace
spirituality
(Giacalone &
Jurkiewicz
, 2003)
Religion
(Smith, 1991;
Kriger & Hanson,
1999)
Character
ethics &
education
(Josephson,
2002)
Positive
psychology
(Snyder &
Lopez,
2001)
Vision
Hope/Faith
Altruistic Love:
Trust/Loyalty
Forgiveness/
Acceptance/
Gratitude
Integrity
Honesty
Courage
Kindness
Empathy/
Compassion
Patience/
Meekness/
Endurance/
Excellence
Fun
Honesty
Forgiveness
Hope
Gratitude
Humility
Compassion
Integrity
Vision of Service/
Letting Go of Self
Honesty
Veracity/Truthful-
ness
Charity
Humility
Forgiveness
Compassion
Thankfulness/Grati-
tude
Trustworthiness
Honesty
Integrity
Reliability
Loyalty
Respect
Civility
Courtesy
Dignity
Tolerance
Acceptance
Responsibility
Accountability
Excellence
Diligence
Perseverance
Continuous
Improvement
Fairness
Process
Impartiality
Caring
Citizenship
Optimism
Hope
Humility
Compassion
Forgiveness
Gratitude
Love
Altruism
Empathy
Toughness
Meaningfulness
Humor

15. 15
Spiritual Leadership Theory
Organizational Commitment,
Productivity,
Human Well-Being, &
Performance Excellence
SPIRITUAL
WELL-BEING
CALLING
Make a Difference
Life has Meaning
MEMBERSHIP
Be Understood
Be Appreciated
EFFORT
(Hope/Faith)
PERFORMANCE
(Vision)
REWARD
(Altruistic Love)
INNER LIFE
Spiritual Practice

16. 16
FUNDAMENTAL PROPOSITIONS OF
SPIRITUAL LEADERSHIP
Workplace spirituality is defined as:
A framework of organizational values
evidenced in the culture that promotes
employees’ experience of transcendence
through the work process, facilitating their
sense of being connected in a way that
provides feelings of compassion and joy.

17. 17
FUNDAMENTAL PROPOSITIONS OF
SPIRITUAL LEADERSHIP
To be successful in the 21st century, global, Internet age,
organizations must adopt and implement the learning
organizational paradigm
The fundamental element/building block of the learning
organization is the empowered team:
–Must be based in trust
–Must have a sense of calling and membership
–Must have essential characteristics necessary for an
empowered team.
What is required for workplace spirituality is an inner lifethat
nourishes and is nourished by calling or transcendence of self
within the context of a community or membershipbased on
the values of altruistic love.

18. 18
FUNDAMENTAL PROPOSITIONS OF
SPIRITUAL LEADERSHIP
Satisfying these spiritual needs in the workplace positively
influences human health and psychological well-being and
forms the foundation for the new spiritual leadership
paradigm.
By tapping into these basic and essential needs, spiritual
leaders produce the follower trust, intrinsic motivation, and
commitment that is necessary to simultaneously optimize
organizational performance and human well-being in learning
organizations.
Spiritual survival/spiritual well-being is an outcome of spiritual
leadership

19. 19
FUNDAMENTAL PROPOSITIONS OF
SPIRITUAL LEADERSHIP
Positive human health, and psychological well-being and
organizational commitment, productivity, and performance
excellence are outcomes of spiritual survival/spiritual well-
being.
Ethical well-being (Manifested as joy, peace, serenity) is an
outcome of authentically living (values-attitudes-behavior) the
values of altruistic love.
A. Ethical well-being + calling = spiritual well-being.
B. Ethical well-being is necessary for spiritual well-being.

20. 20
FUNDAMENTAL PROPOSITIONS OF
SPIRITUAL LEADERSHIP
The fundamental proposition that should be
tested in future research –that spiritual
leadership and the learning organizational
paradigm are necessary for organizations to
achieve BOTH human well-being and
performance excellence in the 21st century.

21. 21
The Strategic Model of Performance Excellence through
Spiritual Leadership depicted in the next Figure
providesa process for ultimately impacting customer
satisfaction and financial performance by fostering the
development of the motivation and leadership required
to drive both human well-being and excellent
operational performance.
STRATEGIC MODEL OF PERFORMANCE
EXCELLENCE

22. 22
Spiritual Leadership as the Keystone
Spiritual
Leadership
Organizational
Commitment
Productivity
Quality
Customer
Satisfaction
Financial
Performance
Human
Dignity
Calling
Membership
Ethical &
Spiritual Well-
being
ALD, PLD
Employee
Well-Being
Performance
Excellence

23. 23
Strategic Scorecard Model of
Performance Excellence through Spiritual Leadership
Calling
Make a Difference
Life Has Meaning
Calling
Make a Difference
Life Has Meaning
Commitment
Learning &
Growth
Commitment
Learning &
Growth
Performance
(Vision)
Performance
(Vision)
Membership
Be Understood
Be Appreciated
Membership
Be Understood
Be Appreciated
Reward
(Altruistic
Love)
Reward
(Altruistic
Love)
Effort
(Hope/Faith)
Works
Effort
(Hope/Faith)
Works
Mission &
Vision
Mission &
Vision
Internal &
External
Analysis
Internal &
External
Analysis
Strategy &
Objectives
Strategy &
Objectives
Implementation
Implementation
Evaluate
Evaluate
Strategic Management Process
Leading Indicators/Managing MetricsOutcome Indicators/Strategic Performance Indicators
Customer
Satisfaction
Customer
Satisfaction
Financial
Performance
Financial
Performance
Leadership Process
Outputs:
Quality
Delivery
Outputs:
Service
ProcessesProcesses
Inputs
Scorecard)
Inputs
Input/Output Model
Strategic
Scorecard
Performance
Categories
BS
SS
Quality

24. 24
Authentic Leadership Development
as a Root Construct Underlying all forms of
Positive Leadership
Defined as leadership that:
Develops higher-level, universal moral values
and character.
Helps individuals in the search for meaning and
connection at work
Enhances employee well-being and sustained
veritable performance.

25. 25
•Positive psychological capital
•Positive ethics and moral
perspective
•Positive modeling
•Positive social exchanges
•Positive, strength-based cultures
Components of
Positive Forms of Leadership

26. 26•Positive Psychological Capital
•Positive Ethical/Moral Perspective
•Positive Modeling
•Positive Social Exchanges
Positive Forms of Leadership
SPIRITUAL
LEADER
Hope/
Faith
Vision
Altruistic
Love
SPIRITUAL
FOLLOWERS
Hope/
Faith
Vision
Altruistic
Love
Positive Strengths-Based Culture
Model of How Positive Forms of
Leadership Result in the Development of the Values, Attitudes
and Behaviors of Spiritual Leadership in Leaders and Followers

27. 27
Key Issues for ALD and PLD
Achieving consensus on universal values that are
necessary (but not sufficient) for positive forms of
leadership.
The positive psychological capacities (confidence, optimism, hope
and resiliency) underlying the positive psychological capital
positive form of leadership are derived from positive psychology
and are also considered to key to the universal consensus values
proposed in SLT.

28. 28
Key Issues for ALD and PLD
The role of positive forms of leadership in achieving
value congruence and consistency of values, attitudes,
and behavior across the individual, dyad, team, and
organizational levels.
The positive ethics and moral perspective positive form of
leadership helps to further define how one moves from self-based
to other-based values, attitudes, and behaviors -the essence of
ethical well-being and authenticity (Fry, 2005).
The positive modeling and positive social exchanges positive
forms of leadership define the key processes whereby both
leaders and followers may positively develop themselves and
their relationship within the intrinsic motivation model of SLT.

29. 29
Key Issues for ALD and PLD
The personal outcomes or rewards of positive forms
leadership.
How positive forms of leadership impact organizational
performance.
A positive, strengths-based culture is needed to provide the
organizational-level context necessary to nurture the application
and practice of positive forms of leadership to further increase the
effectiveness of the spiritual leadership process at all levels. And,
ultimately, maximize BOTH human well-being and Performance
Excellence.

30. 30
Spiritual Leadership as an
Integrating Paradigm for Positive
Leadership Development
SLT is an ideal model. In other words it is effective to
the extent that organizational leaders and followers
have and exhibit the values, attitudes, and behaviors
of altruistic love. Positive leadership and positive
leadership development can be viewed as components
of SLT that are necessary for spiritual leadership
development at the individual, team, and
organizational levels.

31. 31
Spiritual Leadership as an
Integrating Paradigm for Positive
Leadership Development
While SLT explicitly prescribes universal values based
in altruistic love as essential for effective spiritual
leadership, positive forms of leadership provide the
essential components that leaders and followers utilize
to develop these universal values. In other words,
implementing the five components essential for
positive forms of leadership is the essence of positive
leadership development within SLT.

32. 32
SPIRITUAL LEADERSHIP
Intrinsic Motivation Through
Hope, Faith, and Altruistic Love
Employee Well-Being, OrgProductivity
Commitment, &
Performance Excellence
Empowered
Teams
Strategic Leaders
Team
Members
(Personal Leadership)
EFFORT
(Hope/Faith Works)
Endurance
Perseverance
Do what it takes
Stretch Goals
Excellence
REWARD
(Altruistic Love)
Forgiveness/Acceptance
Gratitude
Integrity
Honesty
Courage
Humility
Kindness
Compassion
Patience/Meekness/Endurance
Trust/Loyalty
CALLING
Make a Difference
Life has Meaning
MEMBERSHIP
Be Understood
Be Appreciated
PERFORMANCE
(Vision)
Culture
Value/Ethical
System
INNER LIFE
Spiritual Practice

33. 33•Positive Psychological Capital
•Positive Ethical/Moral Perspective
•Positive Modeling
•Positive Social Exchanges
Positive Forms of Leadership
SPIRITUAL
LEADER
Hope/
Faith
Vision
Altruistic
Love
SPIRITUAL
FOLLOWERS
Hope/
Faith
Vision
Altruistic
Love
Positive Strengths-Based Culture
Model of How Positive Forms of
Leadership Result in the Development of the Values, Attitudes
and Behaviors of Spiritual Leadership in Leaders and Followers