Toward a theory of spiritual leadership
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...The theory of spiritual leadership advanced by Fry (2003) likewise includes an implicit recognition of the role of leader self-awareness with a focus on vision and leader values and attitudes that are broadly classified as altruistic love and hope/faith....
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...However, this seminal work sparked a debate about the ethics of transformational and charismatic leadership with scholars weighing in on both sides of the issue....
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...…values, attitudes, and behaviors that are necessary to intrinsically motivate one's self and others so that they have a sense of spiritual survival through calling and membership” (Fry, 2003, p. 711) and “is inclusive of the religious-and ethics and values-based approaches to leadership” (693)....
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...Fry’s (2003) operationalization of spiritual leadership focuses on organizational culture rather than on actual leadership behavior....
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...Fry’s (2003) operationalization of spiritual leadership focuses on organizational culture rather than on actual leadership behavior. As such, despite some overlap in the proposed outcomes in terms of experiencing life as a calling and feeling understood and appreciated, servant leadership theory seems a more sophisticated theory that explicates the leader–follower relationship. Besides, it has been positioned by Greenleaf as a secular theory, thereby avoiding the lack of clarity and confusion that at present comes with the term spirituality at work, which according to Giacalone and Jurkiewicz (2003) may mean different things to different people. The final leadership theory that I compare servant leadership to is self-sacrificing leadership. Self-sacrifice is defined by Choi and Mai-Dalton (1999: 399) as “the total/partial abandonment, and/or permanent/temporary postponement of personal interests, privileges, or welfare in the (1) division of labor, (2) distribution of rewards, and (3) exercise of power.” The self-sacrificing behavior of the leader is proposed by these authors to lead to more charisma, legitimacy, and reciprocity. Recent studies confirm these propositions by showing that followers from leaders who show self-sacrificing behavior exhibit higher positive emotions and a stronger willingness to work together (De Cremer, 2006), are more motivated toward prosocial behavior (De Cremer, Mayer, Schouten, & Bardes, 2009), and rate their leaders as more effective (Van Knippenberg & Van Knippenberg, 2005). Contrary to servant leadership, however, self-sacrificing leadership, with its roots in transformational leadership, focuses primarily on the organization instead of the followers (Matteson & Irving, 2005). Nevertheless, it is to be expected that similar psychological processes will appear as in followers of servant-leaders. Singh and Krishnan (2008) showed that self-sacrifice as defined by Choi and Mai-Dalton is closely related to altruism, defined as acting prosocial toward others in the organizations (i....
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...Fry’s (2003) operationalization of spiritual leadership focuses on organizational culture rather than on actual leadership behavior. As such, despite some overlap in the proposed outcomes in terms of experiencing life as a calling and feeling understood and appreciated, servant leadership theory seems a more sophisticated theory that explicates the leader–follower relationship. Besides, it has been positioned by Greenleaf as a secular theory, thereby avoiding the lack of clarity and confusion that at present comes with the term spirituality at work, which according to Giacalone and Jurkiewicz (2003) may mean different things to different people....
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References
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"Toward a theory of spiritual leader..." refers background in this paper
...The basic building blocks of a generalized model of the motivation process are needs or expectations, behavior, goals or performance, rewards, and some form of feedback (Galbraith, 1977; Steers & Porter, 1983) .M ost contemporary theorists assume that people initiate and persist at behaviors to the extent that they believe the behaviors will lead to desired outcomes or goals ( Deci & Ryan, 2000 )....
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...Intrinsic motivation ( Deci & Ryan, 2000 ) Intrinsic...
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...This process of providing directed autonomy, competence, and relatedness also is the foundation for and essence of both intrinsic motivation and empowerment ( Deci & Ryan, 2000; Ford & Fottler, 1995)....
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...Spiritual leadership through vision, hope faith, and altruistic love thus provides the basis for strong intrinsic motivation through task involvement and goal identification because it meets the higher order needs of individuals, such as self-efficacy, and provides a sense of autonomy, competence, and relatedness ( Deci & Ryan, 2000 )....
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