This article presents a study, the goal of which is to reveal experience of the spiritual leader's interaction with employees in business organisations. The study is based on P. Ricoeur's (2000) interpretations and the phenomenological hermeneutics method by A. Lindseth (2004) andA. Norberg (2004) dedicated to the interpretation of interviews. The article presents findings on the interaction of the leader and his/her followers in mid-sized Lithuanian organisations' culture, i.e., managers' experiences arising from their core assumptions and revealed through targeted actualisation of employee activities, satisfaction, meaningful work, experience of organisational identity, leader-instigated sense of community and appreciation, and employee awareness. Keywords: phenomenological hermeneutics, spiritual leader, leadership and organisational culture.Straipsnyje pristatomas kokybinis tyrimas, kurio tikslas -atskleisti dvasingų vadovų sąveikos su darbuotojais organizacijose patirtis. Tyrimas aprašomas remiantis Paul Ricoeur interpretacijos teorijos paremtu A. Lindseth (2004)
IntroductionAccording to G. W. Fairholm (1998), leaders cannot act as spiritual leaders or any other kind of leaders if they are in a leadership vacuum. It is a dynamic process, which through unique means incorporates the model's elements. According to V. Šilingienė (2012), with the appearance of a new paradigm of leadership theories, the range of leadership has been extended by the emotional, social, ethnic and moral aspects of impact on followers. They merge sociology, psychology, philosophy and create a new definition of leadership, using three main aspects: personal (leadership as self-improvement; as a way of life and thought), interrelationship (leadership as interaction with followers; ability to create a vision), and organisational (leadership as initiation of changes; creating an organisation). According to A. Skaržauskienė (2003) defines spiritual leadership as comprising the values, attitudes, and behaviours that are necessary to intrinsically motivate one's self and others so that they have a sense of spiritual survival through calling and membership. Interaction in spiritual leadership theory, unlike in theories on cognitive leadership (where the efficiency of leadership depends on personal characteristics and behaviour), is understood as social interaction -the relationship between the leader and their followers. These relationships are revealed through a sense of meaning, vocation and membership. According to L. W. Fry (2003), a sense of meaning and vocation is the feeling that a person's life has meaning and is influential. Members of an organisation feel that their work has an impact on people's lives and it is significant and meaningful to them. Membership is the feeling that a person is understood and appreciated. Members of an organisation feel that they and their work are appreciated by colleagues and thus they are respected. Therefore, the member feels that in he/she is appreciated both as an individual and a professional in...