The study sought to evaluate the personal values profile, the predominant leadership styles, the leadership effectiveness, the relationship between personal values balance and leadership effectiveness, the relationship between leadership effectiveness and organizational differentiation, and the relationship between personal values balance and organizational differentiation of a group of Brazilian executives of several organizations. In order to evaluate the personal values profile a closed instrument of the rank order type has been developed and applied. To identify the predominant leadership styles, as well as the leadership effectiveness of the involved executives, it has been used an instrument available in the market. To verify the relationship between personal values balance and leadership effectiveness, it has been used the linear regression method computing the linear correlation coefficient between the before mentioned variables, involving 400 executives. To compute the organizational differentiation, an existing model, the Organizational Differentiation Model, has been applied leading to the organizational differentiation index for each one of the 48 organizations involved. To investigate the relationship between leadership effectiveness, taken the average value per organization, and organizational differentiation, it has been used the linear regression computing the linear correlation coefficient between the before mentioned variables. The same procedure was used to investigate the relationship between personal values balance, taken the average value per organization, and organizational differentiation. The study has shown that the executives have an unbalance in their personal values profile, with predominance of economic and theoretical values. Additionally the study has uncovered lack of flexibility regarding the leadership styles, presenting styles of selling and sharing ideas as dominants. The study also showed that the leadership effectiveness of the involved executives was at a moderate level. Finally, the research pointed out a high positive relationship between personal values balance and leadership effectiveness, and, furthermore, it showed that both variables present a high positive relationship with the overall success of organizations measured by their organizational differentiation indexes.

https://acervo.ci.fdc.org.br/AcervoDigital/Artigos%20FDC/Artigos%20FDC%202008/Leadership%20and%20performance%20beyond.pdf

Leadership and performance beyond expectations

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less conceptually confounded. And, by incorporating calling and membership as two key follower needs for spiritual survival, spiritual leadership theory is inclusive of the religious- and ethics and valuesbased approaches to leadership. Finally, the process of organizational development and transformation through spiritual leadership is discussed. Suggestions for future research are offered.

https://iispiritualleadership.com/wp-content/uploads/2012/10/SLTTheory.pdf

Toward a theory of spiritual leadership

Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

A review of servant leadership attributes: developing a practical model

A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed answer to how does servant leadership work, and how can we apply it? We conducted a systematic literature review (SLR), a methodology adopted from the medical sciences to synthesize research in a systematic, transparent, and reproducible manner. A disciplined screening process resulted in a final sample population of 39 appropriate studies. The synthesis of these empirical studies revealed: (a) there is no consensus on the definition of servant leadership; (b) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; (c) researchers are using multiple measures to explore servant leadership; and (d) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers. This study contributes to the development of servant leadership theory and practice. In addition, this study contributes to the methodology for conducting SLRs in the field of management, highlighting an effective method for mapping out thematically, and viewing holistically, new research topics. We conclude by offering suggestions for future research.

/pdf/a-systematic-literature-review-of-servant-leadership-theory-29282wrt9g.pdf

A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts

Spiritual leadership theory (SLT) is a causal leadership theory for organizational transformation designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors required to intrinsically motivate one’s self and others in order to have a sense of spiritual survival through calling and membership—i.e., they experience meaning in their lives, have a sense of making a difference, and feel understood and appreciated. The effect of spiritual leadership in establishing this sense of leader and follower spiritual survival is to create value congruence across the strategic, empowered team, and individual levels to, ultimately, foster higher levels of organizational commitment, productivity, and employee well-being. The primary purpose of this research is to test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas. The results provide strong initial support for SLT and its measures. A methodology was developed for establishing a baseline for future organizational development interventions as well as an action agenda for future research on spiritual leadership in general and Army training and development in particular. We conclude that spiritual leadership theory offers promise as a springboard for a new paradigm for leadership theory, research, and practice given that it (1) incorporates and extends transformational and charismatic theories as well as ethics- and valuesbased theories (e.g., authentic and servant leadership) and (2) avoids the pitfalls of measurement model misspecification.

/pdf/spiritual-leadership-and-army-transformation-theory-53u9dkzmke.pdf

Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline

If you ask a half–dozen or so people concerning their view of your organization’s mission, vision, principles and values and fail to receive consistent, compatible, and uniﬁed answers, then you should question to what extent the sharing actually exists...

Stephen R. Covey

Papers

Principle-Centered Leadership