Louis Fry
Sergio Caredda
Fry, L.W. (2003). Toward a Theory of Spiritual Leadership. The Leadership Quarterly, 14(6), pp.693–727. doi:https://doi.org/10.1016/j.leaqua.2003.09.001.
Description:
Developed by the International Institute of Spiritual leadership, “is an emerging paradigm within the broader context of workplace spirituality designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors necessary to intrinsically motivate one’s self and satisfy fundamental needs for spiritual well-being through calling and membership, which positively influences employee well-being, sustainability and corporate social responsibility, and financial performance – the Triple Bottom Line.”
According to the model, the source of spiritual leadership is “an inner life or spiritual practice, such as spending time in nature, prayer, religious practice, meditation, reading, yoga, or writing in a journal”. As such the model does not assume one specific faith or is an expression of a religious stance. However, I decided to list this under the Value-Based category exactly for its reference to this faith dimension.
Notes:
Other Sources:
Spiritual Leadership Model
Spiritual leadership is an emerging paradigm within the broader context of workplace spirituality designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors necessary to intrinsically motivate one's self and satisfy fundamental needs for spiritual well-being through calling and membership, which positively influences employee well-being, sustainability and corporate social responsibility, and financial performance - the Triple Bottom Line.
iispiritualleadership.com
The Effect of Spiritual Leadership on Employee Effectiveness: An Intrinsic Motivation Perspective
Drawing on spiritual leadership theory and intrinsic motivation theory, we proposed a homologous multilevel model to explore the effectiveness of spiritual leadership on employees’ task performance, knowledge sharing behaviors and innovation behaviors at the individual level. With questionnaires rated by 306 pairs of employees and their supervisors in 26 teams from the energy industry in mainland China, we conduct multilevel analysis to examine our hypotheses. The results show that spiritual leadership was positively related to employee task performance, knowledge sharing behaviors and innovation behavior, when we controlled for possible confounding effects of moral leadership and benevolent leadership, and ruled out alternative explanation of ethical leadership. The theoretical and practical implications are discussed.
www.frontiersin.org
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