Showing papers on "Transactional leadership published in 2002"

Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice

Abstract: In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.

Distributed leadership as a unit of analysis

Abstract: This article proposes a new unit of analysis in the study of leadership. As an alternative to the current focus, which is primarily on the deeds of individual leaders, the article proposes distributed leadership. The article shows how conventional constructs of leadership have difficulty accommodating changes in the division of labor in the workplace, especially, new patterns of interdependence and coordination which have given rise to distributed practice. A number of forms of distributed leadership are then outlined, in particular, three varieties of concertive action in which a key defining criterion is conjoint agency. These forms provide the basis for a taxonomy of distributed leadership and a review of examples in the literature. The article concludes with a consideration of some implications of the adoption of a revised unit of analysis, particularly for recent work on levels of analysis and for future research into leadership as a process.

Primal leadership : realizing the power of emotional intelligence

Abstract: Preface Acknowledgments Part I The Power of Emotional Intelligence 1. Primal Leadership 2. Resonant Leadership 3. The Neuroanatomy of Leadership 4. The Leadership Repertoire 5. The Dissonant Styles: Apply with Caution Part II Making Leaders 6. Becoming a Resonant Leader: The Five Discoveries 7. The Motivation to Change 8. Metamorphosis: Sustaining Leadership Change Part III Building Emotionally Intelligent Organizations 9. The Emotional Reality of Teams 10. Reality and the Ideal Vision: Giving Life to the Organization's Future 11. Creating Sustainable Change Appendix A EI versus IQ: A Technical Note Appendix B Emotional Intelligence: Leadership Competencies Notes Index About the Authors

Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

Abstract: This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximately 6 months after the assessment of leadership and was also measured from the viewpoints of managers, internal customers, and team members. Using multiple regression, the authors found both vertical and shared leadership to be significantly related to team effectiveness ( p .05), although shared leadership appears to be a more useful predictor of team effectiveness than vertical leadership. The increasing use of empowered teams and concomitant flattening of organizational structures (Mohrman, Cohen, & Mohrman, 1995) brings into question the more traditional models of leadership. What kind of leadership is more appropriate for this new team-based environment? Pearce (1997), Yukl (1998), Pearce and Sims (2000), and Pearce and Conger (in press) have suggested that shared leadership—leadership that emanates from the members of teams, and not simply from the appointed team leader— may provide the answer to this question. Thus, we investigated this issue within the context of change management teams (CMTs). The CMTs in this study are teams that, while not fully self-managing, have a very high degree of decision-making latitude for improving the operations in their respective areas of responsibility. Thus, our results are most applicable to highautonomy teams that engage in complex tasks, and they may not generalize to traditional work groups. The teams in this study are also all drawn from one organization, which helps to control for situational variables that might influence team effectiveness (e.g., organizational culture) but may limit the generalizability to alternate organizational contexts. More specifically, we explored how the behavior of the appointed team leaders (vertical leadership) versus distributed influence from within the team (shared leadership) accounted for the effectiveness of the CMTs. In this article, we briefly review the behavioral model of leadership that forms the basis of this study and then review literature related to the shared leadership process. We offer several hypotheses regarding the potential role of team leadership in team effectiveness. Subsequently, we describe our methods, present our results, and offer a discussion and conclusion.

A review of servant leadership attributes: developing a practical model

Abstract: 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.

Shared Leadership: Reframing the Hows and Whys of Leadership

Abstract: Preface Chapter 1 Introduction - All Those Years Ago: The Historical Underpinnings of Shared Leadership - Craig L. Pearce and Jay A. Conger Chapter 2 Shared Leadership: Paradox and Possibility - Joyce K. Fletcher and Katrin Kaeufer Chapter 3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership can Enhance New Product Development Team Dynamics and Effectiveness - Jonathan F. Cox, Craig L. Pearce, and Monica L. Perry Chapter 4 Can Team Members Share Leadership? Foundations in Research and Theory - Anson Seers, Tiffany Keller, and James M. Wilkerson Chapter 5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptiability - C. Shawn Burke, Stephen M. Fiore, and Eduardo Salas Chapter 6 Self-leadership and Superleadership: The Heart and Art of Creating Shared Leadership in Teams - Jeffrey D. Houghton, Christopher P. Neck, and Charles C. Manz Chapter 7 Assessing Shared Leadership: Development and Preliminary Validation of a Team Multifactor Leadership Questionnaire - Bruce J. Avolio, Nagaraj Sivasubramaniam, William D. Murry, Dongil Jung, and John W. Garger Chapter 8 A Group Exchange Structure Approach to Leadership in Groups - Scott Seibert, Raymond T. Sparrowe, and Robert C. Liden Chapter 9 Shared Leadership in Work Teams: A Social Network Approach - Margarita Mayo, James R. Meindl, and Juan-Carlos Pastor Chapter 10 Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work - Charles Hooker and Mihaly Csikzentmihalyi Chapter 11 Shared Leadership in the Management of Group Boundries: A Study of Expulsions From Officer's Training Courses - Boas Shamir and Yael Lapidot Chapter 12 When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership - James O'Toole, Jay Galbraith, and Edward E. Lawler, III Chapter 13 Leadership, Starting at the Top - Edwin A. Locke Chapter 14 Conclusion - A Research Agenda for Shared Leadership - Craig L. Pearce and Jay A. Conger

Leadership and Information Processing: Linking Perceptions and Performance

Abstract: Part 1 Leadership and information processing: introduction information processing and leadership. Part 2 Perceptuals and social processes: recognition-based processes and leadership perceptions inferential processes and leadership perceptions social perception, information processing, and change perceptions of women in management dyadic level leadership and perceptions and reciprocal influence culture, information processing, and leadership. Part 3 Leadership and organizational performance: direct and indirect effects of leadership on performance leadership succession a cusp catastrophe model of organizational performance executive leadership and organizational performance. Part 4 Stability, change and information processing: information processing, change, and executive leadership relations among power, leadership traits, and change conclusions and future research.

Organization Change: Theory and Practice

Abstract: Preface 1 Rethinking Organization Change The Paradox of Planned Organization Change Making the Case for Organization Change Personal Declarations and Points of View 2 A Brief History of Organization Change Scientific Management The Hawthorne Studies Industrial Psychology Survey Feedback Sensitivity Training Sociotechnical Systems Organization Development The Managerial Grid and OD Coercion and Confrontation Management Consulting 3 Theoretical Foundations of Organizations and Organization Change Open Systems Theory Characteristics of Open Systems Organization Change Is Systemic Toward a Deeper Understanding of Organization Change Capra's Three Criteria for Understanding Life Implications for Organizations and Organization Change 4 The Nature of Organization Change Revolutionary Change Evolutionary Change Revolutionary Change-Case Example Evolutionary Change-Case Example The Tools for Assessment and Ratings Data Summary of the Firm's Partners 5 Levels of Organization Change: Individual, Group, and Larger System Change in Organizations at the Individual Level Individual Responses to Organization Change Change in Organizations at the Group Level Group Responses to Organization Change Change in Organizations at the Larger-System Level 6 Organization Change: Research and Theory Reviews of Organization Change Research More Recent Approaches to Research and Theory Organization Models Organization Change Theory Current Thinking Regarding Organization Change and Theory System Responses to Organization Change 7 Conceptual Models for Understanding Organization Change Content: What to Change Process: How to Change -- A Theoretical Framework Process: How to Change -- Practice Frameworks Mini-theories Related to Organization Change The Content and Process of Strategic Change in Organizations Strategies for Effecting Change in Human Systems 8 Integrated Models for Understanding Organizations and for Leading and Managing Change What Is an Organizational Model? Why Use an Organization Model? Organization Models and Organization Change Weisbord's Six-Box Model The Nadler-Tushman Congruence Model Tichy's TPC Framework A Comparison of the Three Models 9 The Burke-Litwin Causal Model of Performance and Change Background The Model Transformational and Transactional Dimensions Support for the Model's Validity Influence of the External Environment The Transformational Factors The Transactional Factors 10 Application of the Burke-Litwin Model Case 1: Dime Bancorp, Inc. Case 2: British Broadcasting Corporation (BBC) 11 Leading Organization Change Does Leadership Matter? On Defining Leadership Toward Further Definition Phases of Organization Change and the Leader's Role The Pre-launch Phase The Launch Phase Post-launch-Further Implementation Sustaining the Change 12 Organization Change: Epidemics, Integration and Future Needs The Tipping Point Applying the "Tipping Point" Principles to Planned Organization Change Changing the Organization Organization Change: What We Need to Know Priorities Conclusion References Appendix: Annotated Bibliography Index About the Author

The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups

Abstract: This study is based on three premises: (a) Leadership style affects the level of concern for subordinate safety; (b) Concern for safety, operationalized with supervisory practices, provides the source for safety climate perceptions; and (c) Safety priority as assigned by higher superiors influences supervisory safety practice independently of leadership style. Assigned safety priority was expected to moderate the relationship between leadership style and injury rate in organizational subunits, with safety climate mediating this leadership–injury relationship due to its demonstrable effect on safety behavior. A within-group split-sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction. Leadership effects were moderated by assigned safety priorities and mediated by commensurate safety-climate variables. The results suggest that transformational and transactional leadership provide complementary modes of (mediated and moderated) influence on safety behavior of group members. Copyright © 2002 John Wiley & Sons, Ltd.

The work of leadership

Abstract: More and more companies today are facing adaptive challenges: changes in societies, markets, and technology around the globe are forcing them to clarify their values, develop new strategies, and learn new ways of operating. And the most important task for leaders in the face of such challenges is mobilizing people throughout the organization to do adaptive work. Yet for many senior executives, providing such leadership is difficult. Why? One reason is that they are accustomed to solving problems themselves. Another is that adaptive change is distressing for the people going through it. They need to take on new roles, relationships, values, and approaches to work. Many employees are ambivalent about the sacrifices required of them and look to senior executives to take problems off their shoulders. But both sets of expectations have to be unlearned. Rather than providing answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should let the pinch of reality stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders should draw the issues out. Instead of maintaining norms, leaders must challenge "the way we do business" and help others distinguish immutable values from the historical practices that have become obsolete. The authors offer six principles for leading adaptive work: "getting on the balcony," identifying the adaptive challenge, regulating distress, maintaining disciplined attention, giving the work back to people, and protecting voices of leadership from below.

Examining the relationship between leadership and emotional intelligence in senior level managers

Abstract: Investigates whether emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez‐faire leadership styles measured by the multifactor leadership questionnaire in 110 senior level managers. Effective leaders were identified as those who reported transformational rather than transactional behaviours. Emotional intelligence correlated highly with all components of transformational leadership, with the components of understanding of emotions (external) and emotional management the best predictors of this type of leadership style. The utility of emotional intelligence testing in leadership selection and development is discussed.

Toward a contextual theory of leadership

Abstract: We propose moving leadership theory and research to another level—one that recognizes that current leadership scholarship is not invalid but incomplete. Such scholarship needs to be looked at in different ways and with various approaches relevant for different circumstances. Macro views need increasing recognition, but to supplement rather than replace currently emphasized meso/micro perspectives. Also, human agency is not to be replaced with mechanistic prescription, but leadership scholars are in a position to contribute to the strategy and organization theory research that currently minimizes leader influence. This philosophy is illustrated through the interplay of leadership with the four contexts of: stability, crisis, dynamic equilibrium, and edge of chaos; the latter operationalized through a complexity theory/dynamic systems perspective. We discuss each context and leadership, in terms of patterning of attention and network leadership, and conclude with a brief measurement treatment. These contexts encourage researchers to reconsider temporality, causal relations, units of analysis, and dependent variables consistent with the social construction of human agency within the given context, to develop more robust models and leadership understanding.

Impact of leadership style and emotions on subordinate performance

Abstract: This article examines whether the emotions of frustration and optimism mediate, fully or partially, the relationship between leadership style and subordinate performance in the context of structural equation modeling. The findings show that transformational leadership has a significant direct influence on frustration and optimism, with the negative influence of frustration having a stronger effect on performance than the positive influence of optimism. Frustration and optimism are found to have a direct influence on performance, and the emotions, frustration and optimism, fully mediate the relationship between transformational leadership and performance. Thus, the effect of transformational leadership style on performance is significant, but indirect. (C) 2002 Elsevier Science Inc. All rights reserved.

Instructional Leadership in Schools: Reflections and empirical evidence

Abstract: This paper examines the notion of instructional leadership. The paper opens with a review of current work on school leadership, arguing that more inclusive, differentiated, holistic and learning-centred accounts are needed. Next the paper examines definitions of 'instructional leadership'. In the third section the discussion looks at the empirical evidence we have about such leadership, drawing upon work in the USA and England. The latter study was conducted into leadership in small primary schools. Parallels between the studies are drawn and links made with the definitions of instructional leadership. The concluding section highlights the importance of leaders being learners, the implications for leadership development and the importance of creating and sustaining certain organisational conditions which facilitate instructional leadership. The paper ends with the point that instructional leadership is becoming more significant with the growing emphasis on organisational learning.

How Firms Relate to Their Markets: An Empirical Examination of Contemporary Marketing Practices

Abstract: The authors examine 308 firms in the United States and four other Western countries to understand how different types of firms relate to their markets. Comparative analysis shows that though there is some support for consumer and goods firms being more transactional and business and service firms being more relational, there are many exceptions. The results also show that firms can be grouped into those whose marketing practices are predominantly transactional, predominantly relational, or a transactional/relational hybrid. Each group constitutes approximately one-third of the sample and includes all types of firms (consumer goods, consumer services, business-to-business goods, and business-to-business services). This suggests that marketing practices are pluralistic and managerial practice has not shifted from transactional to relational approaches per se.

Emotion and attribution of intentionality in leader-member relationships.

Abstract: In this article, we present a model of emotions and attributions of intentionality within the leader–member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion and attempt to evoke emotion in their members. The second is that leadership is a process of social interaction and is therefore appropriately defined in terms of social, psychological theories such as the attribution theory. Our focus is on the perspective of members, not the leaders. Specifically, members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either “true” or “pseudo” transformational leadership. These attributions are determined by and themselves influence the members' emotions. We describe each of the elements of the model and conclude with a discussion of the implications of the model for theory, research, and practice.

Change management--or change leadership?

Abstract: This paper argues that, while change must be well managed, it also requires effective leadership to be successfully introduced and sustained. An integrative model of leadership for change is proposed, reflecting its cognitive, spiritual, emotional and behavioural dimensions and requirements. The model comprises vision, values, strategy, empowerment, and motivation and inspiration. The paper concludes with a brief account of the application of the model in varied strategic change situations.

The many faces of emotional leadership

Abstract: This article focuses heavily on overviewing and analyzing the seven articles in this special issue on emotions and leadership. The articles are discussed in terms of four key leadership issues. The first issue concerns the traits necessary for leadership. Empathy is shown to be an important variable that is central to both emotional intelligence and leadership emergence. The second issue concerns the relationship of emotions to the leadership process. It is argued that a key leadership function is to manage the emotions of group members, especially with regard to feelings related to frustration and optimism. The third issue involves our perceptions about leaders. Leaders' emotional displays are demonstrated to have a larger impact on perceptions of leaders than the content of the leaders' messages, at least in some circumstances. The fourth area involves the relationship between leadership and performance. Leaders' influences upon emotional process variables are found to have a large impact on performance. The article develops several propositions that summarize the content of this special issue and, in addition, develops new propositions that suggest future areas of research. The article concludes by touching on the review process and acknowledges the reviewers for this special issue.

Developing Teacher Leaders: How Teacher Leadership Enhances School Success

Abstract: Teacher leadership is a transformative process that can drive school and community reform. This revised edition of the groundbreaking bestseller builds on current research to help teachers and administrators work together to foster, develop, and support teacher leadership. Principals and staff developers will learn how collaborating with teacher leaders can result in significantly improved school outcomes. With the Teachers as Leaders Framework, teachers can become leaders who facilitate communities of learning, strive for pedagogical excellence, confront barriers in the school's culture and structures, and nurture a culture of success.

The New Work of Educational Leaders: Changing Leadership Practice in an Era of School Reform

Abstract: Introduction PART ONE: THE ARCHITECTURE OF LEADERSHIP Designing Leaders A Distributed View of Leadership The Disengagement of Leaders PART TWO: THE ECOLOGY OF LEADERSHIP What do Leaders Do? Leaders' Committees and Meetings Leadership Teams The Emotion of Leaders Leadership as Greedy Work

Transformational leadership and moral reasoning.

Abstract: Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n=132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n=407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.

The New Leaders: Transforming the Art of Leadership into the Science of Results

Abstract: When leadership is resonant, followers become upbeat and enthusiastic and vibrate with the leaders. Resonance amplifies the emotional impact of leadership. When leadership is dissonant, people have a sense of being continually off key. Dissonant leaders lack empathy and also tend to transmit emotional tones that resound most often in a negative register. Dissonant leaders can range from the “abusive tyrant, who bawls out and humiliates people, to the manipulative sociopath.” Some dissonant leaders are more subtle. They use a surface charm or social polish, to mislead and manipulate.

Effective Leadership for School Improvement

Abstract: Section One: The Changing Context of Leadership 1. The Changing Context of Leadership: Research, Theory and Practice 2. The Changing Learning Needs of Heads: Building and Sustaining Effectiveness Section Two: Leadership and School Improvement 3. Instructional Leadership and School Improvement 4. Teacher Leadership and School Improvement 5. Building Capacity for Leading and Learning Section Three: Building Leadership Capacity 6. Building Capacity versus Growing Schools 7. Capacity Building, School Improvement and School Leaders 8. Building the Leadership Capacity for School Improvement: A Case Study Section Four: Future Directions and Implications for Leadership and School Improvement 9. Successful Leadership in the 21st Century 10. Professional Learning Communities and Performance Training Cults: the Emerging Apartheid of School Improvement

Perceived Integrity of Transformational Leaders in Organisational Settings

Abstract: The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-a-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positively with leader and organisational effectiveness measures.

The educational leadership challenge : redefining leadership for the 21st century

Abstract: Part I of the National Society for the Study of Education's 101st yearbook explores the changing context of educational leadership in the twenty-first century through the lenses of school improvement, social justice, and democratic community. Authors discuss topics such as leadership roles for teachers, principals, and superintendents; rethinking professional development for school leaders; school improvement processes for building instructional capacity; and the evolving role of leadership in education over time.

Leadership effects on organizational climate and financial performance: Local leadership effect in chain organizations

Abstract: Leadership research to date has mainly focused on leaders' subjective effects. In this study, we examine the effect of different leadership styles on two financial measures of organizational performance and three measures of organizational climate in 50 supermarket stores of a large supermarket chain in the Netherlands. Our findings show a clear relationship of local leadership with the financial performance and organizational climate in the stores. The findings also show that the leadership styles have differential effects. Charismatic leadership and consideration have a substantial effect on climate and financial performance in the small stores, suggesting the relevance of personal leadership of the store manager in these small stores. Initiating structure leadership had no effect on financial results or organizational climate, either in the small stores or in the large stores. Based on these findings, we have formulated some avenues for further research.

Toward a political theory of leadership

Abstract: Leadership has been an active area of scientific investigation for over half a century, with scholars developing different perspectives on antecedents, processes, and outcomes. Conspicuous in its absence has been a conceptualization of leadership from a political perspective, despite appeals for such a theory and the widely acknowledged view of political processes in organizations. In this article, we develop a model of a political theory of leadership in an effort to address this need, and to demonstrate the versatility of such a conceptualization for understanding both leadership and social influence processes in organizations. Because we define politics in organizational leadership as the constructive management of shared meaning, we demonstrate how a political perspective does not necessarily cast leaders in a personally ambitious, manipulative role. We proceed to show how this political perspective can contribute to effectiveness through both enhanced leader outcomes and the constituencies' consequences to which leaders are directing their efforts. The implications for a political theory of leadership are discussed, as are directions for future research.

Emotional intelligence, moral reasoning and transformational leadership

Abstract: Using university residence staff as our leaders of interest, we explored the association of emotional intelligence and moral reasoning to leadership style and effectiveness. A total of 58 residence staff completed questionnaires assessing their emotional intelligence and moral reasoning. Subordinates (n=232) rated the residence staff’s leadership behaviours and effectiveness. Residence staff’s supervisors (n=12) also provided similar effectiveness ratings. Analysis showed that leaders who reported higher levels of emotional intelligence were perceived by their followers as higher in transformational leadership and more effective. Interestingly, having high emotional intelligence was not related to supervisor’s ratings of effectiveness. Supervisors associated greater job effectiveness with higher moral reasoning. Theoretical implications and practical applications of these findings are discussed.

Spirituality and leadership praxis

Abstract: Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning and transformative leadership. This paper reviews leadership praxis from the frames of wider spiritualities, links spirituality search with contemporary managerialist practices and surveys the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.