Spiritual Leadership as an Integrating Spiritual Leadership as an Integrating Paradigm for Servant LeadershipParadigm for Servant Leadership

Louis W. (Jody) FryLouis W. (Jody) Fry

Laura L. MatherlyLaura L. MatherlyTarleton State University – Central TexasTarleton State University – Central Texas

J. Lee WhittingtonJ. Lee WhittingtonUniversity of DallasUniversity of Dallas

Bruce E. WinstonBruce E. WinstonRegent UniversityRegent University

fry@tarleton.edu fry@tarleton.edu http://www.tarleton.edu/~fry/http://www.tarleton.edu/~fry/

http://www.iispiritualleadership.com/http://www.iispiritualleadership.com/

(c) IISL 2

AGENDAAGENDA

Introduction

Definition of Leadership

Review of Spiritual Leadership Theory

Servant Leadership Theory: Key Issues

Spiritual Leadership as an Integrating Paradigm for Servant Leadership

Strategic Scorecard Business Model of Spiritual Leadership

Questions

(c) IISL 3

LEADERSHIPLEADERSHIP

“Leadership is the art of mobilizing others to want

to struggle for shared aspirations”

Koozes and Pozner (1987)

(c) IISL 4

RELIGION vs. SPIRITUALITYRELIGION vs. SPIRITUALITYReligion is concerned with faith in the claims of one faith tradition or another, an aspect of which is the acceptance of some form of heaven or nirvana. Connected with this are religious teachings or dogma, ritual prayer, etc.

Spirituality is concerned with those qualities of the human spirit-such as love and compassion, patience tolerance, forgiveness, contentment, a sense of responsibility, a sense of wholeness and harmony--which bring happiness to both self and others.

(c) IISL 5

RELIGION vs. SPIRITUALITYRELIGION vs. SPIRITUALITYThe common bridge between spirituality and religion is ALTRUISTIC LOVE – regard or devotion to the interests of others.

In religion, this is manifested through the Golden Rule which is common to all major religions.

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RELIGION vs. SPIRITUALITYRELIGION vs. SPIRITUALITY

From this perspective, spirituality is necessary for religion, but religion is not necessary for spirituality.

Spiritual leadership can, therefore, either be inclusive or exclusive of religious theory and practice.

(c) IISL 7

All actors in the company’s life freely interpret the value of Transcendence in their own way. Transcendence can mean the Creator; the Higher Power; God Love; God the Father, Son, and Holy Spirit; Allah; Jehovah; Buddha; or any other openings to Transcendence. To this value of Transcendence can be added, for those who so desire and according to their personal choices, different forms of reflection, meditation, and for some silent and personal prayer during work. This is quite possible without stopping work.

Openness to Religion and Openness to Religion and Transcendence in Full FreedomTranscendence in Full Freedom

(c) IISL 8

SPIRITUAL LEADERSHIPSPIRITUAL LEADERSHIPComprises the values, attitudes, and behaviors that one must adopt to intrinsically motivate one’s self and others so that they have a sense of spiritual well-being through calling and membership:

Fry (2003, 2005)

they experience meaning in their lives & have a sense of making a differencefeel understood and appreciated

(c) IISL 9

Extrinsic vs. IntrinsicExtrinsic vs. IntrinsicMotivationMotivation

Extrinsic Extrinsic MotivationMotivation EffortEffort PerformancePerformance RewardReward

Give Me a Reward to WorkGive Me a Reward to Work

EffortEffort PerformancePerformance

RewardRewardMy Work is My Work is My RewardMy Reward

Intrinsic Intrinsic MotivationMotivation

(c) IISL 10

QUALITIES OF SPIRITUAL LEADERSHIPQUALITIES OF SPIRITUAL LEADERSHIP

VisionVision(Performance)(Performance)

Broad appeal to key stakeholdersBroad appeal to key stakeholdersDefines the destination and journeyDefines the destination and journeyReflects high idealsReflects high idealsEncourages hope/faithEncourages hope/faithEstablishes a standard of excellenceEstablishes a standard of excellence

Altruistic Love Altruistic Love (Reward)(Reward)

ForgivenessForgivenessIntegrityIntegrityHonestyHonestyCourageCourageHumilityHumility

KindnessKindnessEmpathy/compassionEmpathy/compassionPatiencePatienceTrust/loyaltyTrust/loyalty

Hope/FaithHope/Faith(Effort)(Effort)

EnduranceEndurancePerseverancePerseveranceDo what it takesDo what it takesStretch goalsStretch goalsExpectation of rewardExpectation of rewardVictoryVictory

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REWARDREWARD(Altruistic Love)(Altruistic Love)

PERFORMANCEPERFORMANCE(Vision)(Vision)

Spiritual Leadership TheorySpiritual Leadership Theory

Organizational Commitment,Organizational Commitment,Productivity, Profit & Sales GrowthProductivity, Profit & Sales Growth

CALLINGCALLINGMake a Make a

DifferenceDifferenceLife has MeaningLife has Meaning

MEMBERSHIPMEMBERSHIPBe UnderstoodBe UnderstoodBe AppreciatedBe Appreciated

EFFORTEFFORT(Hope/Faith)(Hope/Faith)

(c) IISL 12

SERVANT LEADERSHIPSERVANT LEADERSHIP

Greenleaf’s (1977) “test”:

Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society; will they benefit, or, at least not be further deprived.

(c) IISL 13

Servant Leadership: Key IssuesServant Leadership: Key Issues

1.1. Lack of consensus on key values necessary for Lack of consensus on key values necessary for Servant Leadership Servant Leadership

2. The role of servant leadership in achieving 2. The role of servant leadership in achieving congruent and consistent values across the congruent and consistent values across the individual, group, and organizational levels individual, group, and organizational levels

3. The personal outcomes or rewards of servant 3. The personal outcomes or rewards of servant leadership for both leaders and followers.leadership for both leaders and followers.

4. The servant leadership model’s primary focus is on 4. The servant leadership model’s primary focus is on serving the desires and purposes of individual serving the desires and purposes of individual followers above the goals and objectives of the followers above the goals and objectives of the organization.organization.

(c) IISL 14

 

Spiritual leadership (Fry, 2003,

2005) 

 

Workplace Spirituality

(Giacalone & Jurkiewicz,

2003) 

 

Religion(Smith, 1991;

Kriger & Hanson, 1999)

 

 ServantLeadership

(Dennis & Winston; Winston, 2004)

 Positive

psychology(Snyder &

Lopez, 2001) 

 

VisionHope/FaithAltruistic Love:

Trust/Loyalty Forgiveness/ Acceptance/ Gratitude Integrity Honesty Courage Kindness Empathy/ Compassion Patience/ Meekness/ Endurance/ Excellence Fun

 HonestyForgivenessHopeGratitudeHumilityCompassionIntegrity

 Vision of Service/Letting Go of SelfHonestyVeracity/Truthful- nessCharityHumilityForgivenessCompassionThankfulness/ Gratitude 

 VisionAltruismMoral LoveHopeIntegrityHumilityTrustListeningAccountability

OptimismHopeHumilityCompassionForgivenessGratitudeLoveAltruismEmpathyToughnessMeaningfulnessHumor

Comparison of Scholarly Areas Emphasizing Spiritual Well-BeingComparison of Scholarly Areas Emphasizing Spiritual Well-Being

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Linking Pin Approach to Spiritual Linking Pin Approach to Spiritual LeadershipLeadership

Strategic TeamStrategic Team

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Implementation of Spiritual LeadershipImplementation of Spiritual LeadershipAs Intrinsic Motivation ThroughAs Intrinsic Motivation ThroughHope, Faith, and Altruistic LoveHope, Faith, and Altruistic Love

REWARDREWARD(Altruistic Love)(Altruistic Love)

Forgiveness/AcceptanceForgiveness/AcceptanceGratitudeGratitudeIntegrityIntegrityHonestyHonestyCourageCourageHumilityHumilityKindnessKindness

CompassionCompassionPatience/Meekness/EndurancePatience/Meekness/Endurance

Trust/LoyaltyTrust/Loyalty

Organizational Organizational Productivity, Productivity,

Commitment & Commitment & Human Well-BeingHuman Well-Being

CALLINGCALLINGMake a DifferenceMake a DifferenceLife has MeaningLife has Meaning

MEMBERSHIPMEMBERSHIPBe UnderstoodBe UnderstoodBe AppreciatedBe Appreciated

EmpoweredEmpoweredTeamsTeams

Strategic LeadersStrategic Leaders

Team Team MembersMembers(Personal Leadership)(Personal Leadership)

EFFORTEFFORT(Hope/Faith (Hope/Faith

Works)Works)

EnduranceEndurancePerseverancePerseverance

Do what it takesDo what it takesStretch GoalsStretch Goals

ExcellenceExcellence

PERFORMANCEPERFORMANCE(Vision)(Vision)

CultureCulture

Value/Ethical SystemValue/Ethical System

(c) IISL 17

Leader Motives

Leader Methods

FollowerPerceptions

Measure

Followers’Changed Lives

Legacy Leadership: A Model of Spiritual Leadership

PureMotives

Authentic/Sincere

Follower -Centered;Not Self -Centered

Affectionate/Emotional

Worthy ofImitation

BoldnessAmid

Opposition

InfluenceWithout

AssertingAuthority

Active; notPassive

Vulnerable/Transparent

PureMotives

Authentic/Sincere

Follower -Centered;Not Self -Centered

Affectionate/Emotional

Worthy ofImitation

BoldnessAmid

Opposition

Vulnerable/Transparent

Active; notPassive

InfluenceWithout

AssertingAuthority

(c) IISL 18

The Strategic Scorecard Business Model of Spiritual Leadership depicted in the next figure provides a process for ultimately impacting customer satisfaction and financial performance by fostering the development of the motivation and leadership required to drive both human well-being and performance excellence.

STRATEGIC SCORECARD BUSINESS STRATEGIC SCORECARD BUSINESS MODEL OF SPIRITUAL LEADERSHIPMODEL OF SPIRITUAL LEADERSHIP

(c) IISL 19

Spiritual Leadership as the Source Spiritual Leadership as the Source of Well-being & Performance of Well-being & Performance

ExcellenceExcellence

Wel

l-bei

ng

Wel

l-bei

ng

Productivity

Productivity

Mem

bership

Mem

bershipHuman Human DignityDignity

CommitmentCommitment

Cal

ling

Cal

ling

Spiritual Spiritual LeadershipLeadership

Stakeholder Stakeholder AnalysisAnalysis

Quality & Quality & Customer Customer

SatisfactionSatisfaction

Strategic Strategic Planning Planning ProcessProcess

Financial Financial PerformancePerformance

(c) IISL 20

Spiritual Leadership as the Spiritual Leadership as the KeystoneKeystone

Spiritual Leadership

Organizational Commitment

Productivity

Quality

Customer Satisfaction

Financial Performance

Human Dignity

Calling

Membership

Ethical & Spiritual Well-

being

EmployeeWell-Being

Performance Excellence

(c) IISL 21

Strategic Scorecard Areas of Strategic Scorecard Areas of Focus and MeasuresFocus and Measures

% Revenue Growth% Return on

Assets% Market Share

FinanceMaintain focused

and profitable growth

% On-time Delivery% Defective Product% Accurate Orders

% Complaints% Satisfied

Customers

Commitment Index% Productivity% Best Practices

QualityCreate a culture of service excellence and perfect order

fulfillment

Customer FocusDeliver superior

value for our customers

Human ResourcesProvide for employee

growth and high levels of employee

commitment

Vision, Mission & Values

Internal & External Stakeholder Analysis

Strategic Scorecard Areas of Focus

Measures

(c) IISL 22

Strategic ScorecardStrategic Scorecard

Strategic Scorecard Quality

% On-time Delivery% Defective Product% Accurate Orders

Customer Focus% Complaints% Satisfied Customers

Human ResourcesCommitment Index % Productivity

% Best Practices Finance

% Revenue Growth% Return on Assets% Market Share

Goal Jan Feb . . . Dec Includes those critical and strategic indicators derived from the firm’s mission, vision and values as well as an internal and external stakeholder analysis. The scorecard identifies those measures that are essential to the successful implementation of the strategic plan.

(c) IISL 23

Commitment Productivity Processes

Human Dignity

Calling Membership

Perfo

rman

ce Excellen

ce E

mp

loyee W

ell-bein

g

Structure & Activities

Data Driven Outcomes

Performance Excellence Through Performance Excellence Through Spiritual LeadershipSpiritual Leadership

Quality

Ethical & Spiritual

Well-being

Inp

uts

Fin

ancial P

erform

ance

Cu

stom

er Satisfactio

n

Spiritual Leadership

Stakeholder Input

Key Performance Indicators

CallingMake a DifferenceLife Has Meaning

CallingMake a Difference

Life Has MeaningCommitment

Growth

Performance (Vision

)

Performance(Vision)

MembershipBe

UnderstoodBe Appreciated

MembershipBe UnderstoodBe Appreciated

Reward(Altruistic

Love)

Reward(Altruistic

Love)

Effort(Hope/Faith)Work

s

Effort(Hope/Faith)Works

Mission & Vision

Mission & Vision

Internal & External Analysis

Internal & External Analysis

Strategy & Objectives

Strategy & Objectives

ImplementationImplementation

EvaluateEvaluate

Strategic Management Process

Leading Indicators/Managing Metrics Outcome Indicators/Strategic Performance Indicators

Customer Satisfaction

Customer Satisfaction

FinancialPerformanc

e

FinancialPerformance

Spiritual Leadership Process

Outputs: QualityDelivery

Outputs:

Service

Processes

ProcessesInputs

Scorecard)

Inputs

Input/Output Model Strategic

ScorecardPerformanceCategories

Quality

Org CommitmentMember Well-BeingCorporate Social Responsibility

Learning & Growth

Strategic Scorecard Business Model of Strategic Scorecard Business Model of Spiritual LeadershipSpiritual Leadership

(c) IISL 25

Implementation of Strategic Scorecard Implementation of Strategic Scorecard Business Model of Spiritual LeadershipBusiness Model of Spiritual Leadership

Develop and Validate Initial Scorecard Solution

Finalize Resources (Training)

Fully Implemented

Solution Facilitate strategic

planning, vision & stakeholder analysis to raise issues.

Meet with key managers to refine vision, altruistic love-based metrics.

Communicate final approach.

Finalize metrics, definitions & calculations.

Begin data collection, analysis & reporting.

Train employees in problem solving and consensus decision making, calling & membership, data analysis, and managing change.

Provide follow-up assistance on drill-down metrics

Pilot test scorecard.

Task force to audit each department for compliance.

Review with leadership after first 3 months.

Make changes.

Formal post-mortem assessment.

Phase 2Phase 1 Phase 3

(c) IISL 26

Servant Leadership Within the Spiritual Servant Leadership Within the Spiritual Leadership ParadigmLeadership Paradigm

1.1. Prescribes a set of universal/consensus that are necessary for Prescribes a set of universal/consensus that are necessary for servant leadership – a necessary component of spiritual leadershipservant leadership – a necessary component of spiritual leadership

2.2. Is a process to articulate and implement the organization’s vision Is a process to articulate and implement the organization’s vision and values across levels with regard to its key stakeholders.and values across levels with regard to its key stakeholders.

3.3. Provides the theoretical foundation for a more specific model – Provides the theoretical foundation for a more specific model – Legacy Leadership – that explains how followers’ lives are changed Legacy Leadership – that explains how followers’ lives are changed through servant leadership.through servant leadership.

4.4. Incorporates spiritual well-being through calling and membership as Incorporates spiritual well-being through calling and membership as two key personal outcomes of servant leadershiptwo key personal outcomes of servant leadership

5.5. Resolves the apparent contradiction of how to achieve performance Resolves the apparent contradiction of how to achieve performance excellence while placing the needs and purposes of followers first.excellence while placing the needs and purposes of followers first.

6.6. Provide the impetus for proactive, focused process improvement Provide the impetus for proactive, focused process improvement and linking of key performance indicators to strategic areas of focus.and linking of key performance indicators to strategic areas of focus.

(c) IISL 27

Spiritual Leadership as an Spiritual Leadership as an Integrating paradigm for Servant Integrating paradigm for Servant

LeadershipLeadership

?