Toward a theory of spiritual leadership

Fry, Louis W.

doi:10.1016/j.leaqua.2003.09.001

Cited by 1,755 publications

(2,354 citation statements)

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“…A comparison of the spirituality and spirituality aspects of managers with lower and higher levels of company management experience is presented in Table 6. Analysis of the data showed that managers with higher company management experience have a more expressed 4 suprapersonal aspect of spirituality than those with less company management experience (p < 0,05).…”

Section: Research Results or Scientific Analysis Of The Problemmentioning

confidence: 99%

“…Ideoproxy's relationship with the latter component of spirituality is strongest (see Tables 7, 8). Internal personal spirituality reveals that managers grow by exploiting all their capabilities, their innate talents are used to the maximum, individual requirements are raised for their 6 …”

Section: Research Results or Scientific Analysis Of The Problemmentioning

confidence: 99%

“…By having a spiritual leader, employees become more productive and more committed to the organization. Spiritual leadership is the source of ethical and spiritual well-being and corporate social responsibility (Fry, 2005). By summarizing theoretical insights, we can argue that the purpose of spiritual leadership is to create a vision and value congruence across the strategic, empowered team and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity.…”

Section: Introductionmentioning

confidence: 99%

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Expression of spiritual leadership in Lithuanian businesses

Katilienė

Bakanauskienė

2012

MOSR

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The article determines the level of spirituality expression of Lithuanian mid-level businesses CEO's. The authors briefly present a scientific premise of spiritual leadership theory that was the basis for the research. Spirituality is represented in three different levels: intra-personal, supra-personal and inter-personal by identifying elements of each level that are interrelated. The article points out links with other similar scientific research, describes research methods and research instrument, provides research scope and stages, and indicates methodologically significant data collection and analysis procedures. Research findings show CEO's spirituality expression that leads to a conclusion that spirituality among leaders of mid-level Lithuanian businesses is not expressed enough in neither of the above spirituality levels. However, the presence of high score allows us to infer that there are some instances of spiritual leadership among these executive managers. Keywords: leadership, spirituality, management in businesses.Straipsnyje atskleidžiamas Lietuvos verslo organizacijų vadovų dvasingumo raiškos lygio tyrimo rezultatai. Straipsnyje trumpai pristatoma dvasinės lyderystės teorijos mokslinė prielaida, kuria remtasi atliekant tyrimą. Atskleidžiami dvasingumo lygiai: vidinis asmeninis, labai asmeninis ir organizacinis, išskiriant visų lygių elementus, kurie tarpusavyje susiję. Straipsnyje pateikiamos tyrimo sąsajos su kitais panašaus pobūdžio moksliniais tyrimais, aprašomi naudoti tyrimo metodai, apibūdinamas tyrimo instrumentas, pristatoma tyrimo imtis, tyrimo etapai, nurodomos metodologiškai reikšmingos duomenų rinkimo ir analizės procedūros. Tyrimo rezultatai atskleidžia vadovų dvasingumo raiškos lygį, kuris leidžia formuoti išvadą, kad Lietuvos vidutinio dydžio įmonių aukščiausio lygio vadovų dvasingumas nėra labai išreikštas nei viename iš įvardintų dvasingumo lygių. Tačiau labai aukštą vertinimą gavusių vadovų egzistavimas leidžia daryti išvadą, kad tarp vidutinio dydžio Lietuvos įmonių aukščiausio lygio vadovų yra dvasinės lyderystės apraiškų. Raktiniai žodžiai: lyderystė, dvasingumas, verslo įmonių vadyba.

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Section: Research Results or Scientific Analysis Of The Problemmentioning

confidence: 99%

Section: Research Results or Scientific Analysis Of The Problemmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Expression of spiritual leadership in Lithuanian businesses

Katilienė

Bakanauskienė

2012

MOSR

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“…L. Fry (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.…”

Section: Introductionmentioning

confidence: 99%

“…Membership in social groups expands understanding of the individual and draws them into a network of social relations, which last as long as the group has influence. According to W. A. R. Horton (1950), "We grow greater, longer lived, more meaningful in proportion as we identify ourselves with the larger social life that surrounds us" (in: Fry, 2003).A prerequisite of spiritual leadership is a spiritual leader -one who uses his vision as a mechanism for matching individual and organisational values. G. W. Fairholm (1998) claims that the leader's vision is a spiritual, not operational formula.…”

mentioning

confidence: 99%

Experience of Spiritual Leaders’ Interaction with Employees in Business Organisations

Katilienė

2017

Management of Organizations: Systematic Research

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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...

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