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1 Science Journal of 2016 Linking spiritual leadership Bilal Spiritua
Direct Environmenta and employee pro- Afsar ,
l
l Psychology environmental behavior: Yuosr Leaders
e Badir, hip
Umar
Safdar Kiani

2 Science The 2014 Frank Spiritua


Direct Leadership Advancing workplace ie J. l
Quarterly spiritual development: A Weinberg, , Leaders
dyadic mentoring approach Willia hip
m B.
Locander1,

3 Emerald International 2013 The spirited leader: the Hyson Peter Spiritua
Journal of potential of spiritual l
Leadership in intelligence to improve Leaders
Public leadership hip
Services

4 Emerald Leadership 2016 Enacting spiritual leadership Lauren Spiritua


and in business through ego Klaus, Mario l
Organization transcendence Fernando Leaders
al hip
Development
Journal

5 Emerald Leadership 2014 Eugene Z. Spiritua


and Organizational spiritual leade Geh, l
Organization rship of worlds made and Charlottesv Leaders
Development found: An experiential ille hip
Journal learning model for feel
Journal of Environmental Psychology
Volume 45, March 2016, Pages 7988

Linking spiritual leadership and employee pro-environmental behavior: The


influence of workplace spirituality, intrinsic motivation, and environmental passion
Authors:
Bilal Afsar, ,
Yuosre Badir,
Umar Safdar Kiani
School of Management, Asian Institute of Technology, Bangkok, Thailand
Received 2 July 2015, Revised 27 November 2015, Accepted 30 November 2015,
Available online 8 December 2015
Abstract:

Synthesizing theories of leadership, spirituality, and pro-environmental behavior, this research


built and tested a theoretical model linking spiritual leadership with employee pro-environmental
behavior via several intervening variables. Data were collected from professional employees
across multiple industries in Thailand. We found that, as anticipated, spiritual leadership
positively affected workplace spirituality, which in turn influenced both intrinsic motivation and
environmental passion. These latter two variables then had a positive influence on pro-
environmental behavior. Perceived organizational support moderated the link between spiritual
leadership and workplace spirituality, whereas environmental awareness moderated the
relationship between workplace spirituality and environmental passion.

Keywords
Pro-environmental behavior;
Spiritual leadership;
Workplace spirituality;
Environmental passion;
Environmental awareness;
Green behavior;
Eco-friendly behavior;
Intrinsic motivation

The Leadership Quarterly


Volume 25, Issue 2, April 2014, Pages 391408

Advancing workplace spiritual development: A dyadic mentoring approach

Authors:

Frankie J. Weinberg, ,
William B. Locander1,
Loyola University New Orleans, 6363 St. Charles Avenue, New Orleans, LA 70118,
United States
Received 20 September 2012, Revised 7 October 2013, Accepted 11 October 2013,
Available online 1 November 2013

Abstract:

Workplace spirituality has become the focus of several major business organizations and
scholars. Research has found spirituality to be most beneficial when fostered at the individual
rather than collective level (Herman & Gioia, 1998; Krishnakumar & Neck, 2002). Yet, little is
known about how leaders deploy workplace spirituality to the individual level and sustain it over
time. To address this question, the case is made that spirituality at work may best be fostered
through a dyadic mentorship. Accordingly, a concept of spiritual mentoring is proposed, which
takes an authentic self perspective to spirituality while approaching spiritual development as best
served through a co-created, dyadic process. Drawing on previous research, spiritual mentoring
is organized into three categories inner life, meaningful work, and context/connectedness and
presented as a temporal process through which leaders may provide these supportive behaviors.
Prospective outcomes of spiritual mentoring are described, and potential barriers are considered.
Keywords
Spiritual mentoring;
Spiritual leadership;
Workplace spirituality;
Spiritual development;
Dyadic relationship

Publisher: Direct Science

International Journal of Leadership in Public Services

The spirited leader: the potential of spiritual intelligence to improve leadership


Author(s):
Hyson Peter (Independent Consultant, London, UK)

Citation:
Hyson Peter , (2013) "The spirited leader: the potential of spiritual intelligence to
improve leadership", The International Journal of Leadership in Public Services, Vol.
9 Iss: 3/4, pp.109 - 115

Abstract:
Purpose
Spiritual intelligence (SQi) plays a vital part in deepening leadership effectiveness
and staff performance in the public sector. Spiritually intelligent leaders (SQLs) use
SQi to develop leadership skills beyond just emotional intelligence.

Design/methodology/approach

Studies of the characteristics of those commonly recognized as outstanding leaders


consistently identify skills and qualities relating to the spirit or soul. The SQi metric
identifies 21 such attributes and the ways in which they can be developed at five
levels of competence. Their conscious deployment of four cornerstone skills keeps
them focused and effective, motivates their staff and produces more effective results.
Findings

This paper provides concrete explanations of the attributes of the SQL and expands
on how these are key antidotes to dealing with the most frequently reported
common leadership dilemma: demoralization and loss of meaning.

Originality/value
This paper will be of immediate value and practical application to those in public
sector leadership roles who wish to develop their own leadership skills and the
commitment of their staff.

Keywords:

Leadership, Partition, Spiritual intelligence, SQi, SQL

Publisher: Emerald Group Publishing Limited

Leadership and Organizational Development Journal


Enacting spiritual leadership in business through ego transcendence
Author(s):
Lauren Klaus (University of Wollongong, Wollongong, Australia)

Mario Fernando (University of Wollongong, Wollongong, Australia)

Citation:
Lauren Klaus , Mario Fernando , (2016) "Enacting spiritual leadership in business
through ego-transcendence", Leadership & Organization Development Journal, Vol.
37 Iss: 1, pp.71 - 92

Abstract:
Purpose
By applying Parameshwars (2005) ego-transcendence model to two influential
business leaders, the purpose of this paper is to examine how social innovation is
promoted by business leaders through spiritual leadership.

Design/methodology/approach

The study used research tactics available within a phenomenological framework.


Findings
Based on the analysis of the two business leader case studies, several links
between spiritual leadership and social innovation were identified. The central role of
a higher purpose in enacting spiritual leadership as well as bringing about social
innovation was most significant.

Research limitations/implications

Use of secondary data, the inherent weaknesses in analysis based on a single


individuals interpretations and the analysis of only two business leaders were key
limitations. A unique overlap was found between Dawson and Daniels (2010) social
innovation model and Parameshwars (2005) ego-transcendence model.

Practical implications

As higher purpose was a key element in enacting spiritual leadership, leaders could
look for the seeds of a higher purpose within the challenging circumstances of a
situation. By shaping ones behavior to a higher purpose-related social cause than
merely following rules and procedures or social conventions, leaders are more likely
to develop their own personal decision-making style. By highlighting the importance
of paying attention to the suffering of others rather ones own suffering, the study also
have implications for reducing the ego-based practices in day to day leadership in
organizations.

Originality/value
Ego-transcendence model explains the link between social innovation and spiritual
leadership in a non-organizational setting. The current study applies this link to
the leadership context in business.

Keywords:

Phenomenology, Social innovation, Ego-transcendence, Spiritual leadership

Publisher: Emerald Group Publishing Limited

Leadership and Organization Development Journal

Organizational spiritual leadership of worlds made and


found: An experiential learning model for feel
Author(s):
Eugene Z. Geh (The Darden School of Business, University of Virginia,
Charlottesville, Virginia, USA)

Citation:
Eugene Z. Geh , (2014) "Organizational spiritual leadership of worlds made and
found : An experiential learning model for feel", Leadership & Organization
Development Journal, Vol. 35 Iss: 2, pp.137 - 151

Abstract:

Purpose
The purpose of this paper is to introduce and define the concepts of energy and
feel into understanding organizational spiritual leadership. It does so through the
following. First, it offers a view of workplace spirituality by defining the role of
organizational spiritual leadership. Second, it introduces the metaphors of made as
well as found organizational worlds, reflecting a constructivist and positivist
perspective, respectively, and highlight their relevance to organizational spirituality.
Third, it adapts David Kolb's experiential learning model to articulate an experiential
learning model for navigating feel in both made and found worlds. Finally, it
derives implications for leadership and organizational development research and
practice in the context of workplace spirituality moving forward.

Design/methodology/approach

This is a conceptual paper. It explores the ideas of feel, energy, and


inspiration in the context of organizational spirituality. It also articulates an
experiential learning model for navigating feel by taking into considering the
constructivist and positivistic ontological perspectives embodied in the metaphors
made and found.

Research limitations/implications

This conceptual paper invites a re-consideration of commonly understood concepts


such as motivation, and performance in the context of organizational spirituality.

Practical implications

This paper includes telling implications for leaders seeking to understand the
increasingly important concept of workplace spirituality. It invites them to seek to
better understand why and how organizational spirituality matters to themselves and
the people they lead. It prompts them to reconsider the value of important
organizational constructs and their continued relevance in a rapidly changing
workplace.
Originality/value

To the best of the author's knowledge, this paper introduces an original conceptual
experiential learning model for navigating feel in both made and found
organizational worlds in the study of organizational spirituality.

Keywords:

Experiential learning, Inspiration, Philosophy, Energy, Feel, Spiritual leadership

Publisher: Emerald Group Publishing Limited