A Vignette of Spiritual Intelligence and Transformational Leadership

Abstract

The United Nations (UN) has identified 17 Sustainable Development Goals aimed to end poverty, hunger and inequality, act on climate change and the environment, improve access to health and education, and build strong institutions and partnerships. A style of leadership, ingrained in an altruistic and holistic approach that acknowledges the interrelationships of all beings, is a pre-requisite to achieve sustainable development. The projects undertaken by Amrita Institutions, under the guidance and leadership of its founder, Sri Mata Amritanandamayi Devi, are in tandem with the Sustainable Development Goals identified by the UN. Results of a survey conducted to unravel the observable components of Spiritual Intelligence (SI) and Transformational Leadership (TL) of Sri Mata Amritanandamayi Devi, suggest a classic blend of SI and TL. Emulation of the convergence of SI and TL is projected to be an approach for mankind to transcend the differences of race, culture, and ideology, and regard one another as entities of a single all-encompassing consciousness. This prospective is predicted to promote fulfilment, purpose and meaning to life of individuals, communities, nations, and the world at large. The preliminary study illustrating this concept needs to be explored as recommendation for a future research, encompassing qualitative and quantitative analysis, to yield a holistic view of leadership characteristics. Longitudinal studies could also be pursued to deduce their trajectories over longer periods in time.

Emotional and spiritual quotient for sustainable education’s service quality

“…Spiritual quotient significantly is an aid in problem-solving and goal attainment on a daily basis [19], [20] and supports in obtaining positive organizational outcomes [21]. Prominent spiritual quotient characteristics also transcend all races, cultures and ideologies [22]. SQ also highlighted the role of spiritual leadership effectiveness as previous researchers [23], [24] found that SQ practices have encouraged women leaders to assist people to grow throughout their careers and enhanced their respective institution's credibility and long-term sustainability.…”