Spiritual Leadership as an Integrating Paradigm for Servant Leadership

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Spiritual Leadership as an Integrating Paradigm
for Servant Leadership
Louis W. (Jody) Fry Laura L. Matherly Tarleton
State University Central Texas J. Lee
Whittington University of Dallas Bruce E.
Winston Regent University fry_at_tarleton.edu
http//www.tarleton.edu/fry/ http//www.iispiritu
alleadership.com/
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AGENDA

• 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

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LEADERSHIP

• Leadership is the art of mobilizing others to
  want to struggle for shared aspirations

Koozes and Pozner (1987)
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RELIGION vs. SPIRITUALITY

• Religion 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.

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RELIGION vs. SPIRITUALITY

• The 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. 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.

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Openness to Religion and Transcendence in Full
Freedom
All actors in the companys 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.

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SPIRITUAL LEADERSHIP

• Comprises the values, attitudes, and behaviors
  that one must adopt to intrinsically motivate
  ones self and others so that they have a sense
  of spiritual well-being through calling and
  membership

• they experience meaning in their lives have a
  sense of making a difference
• feel understood and appreciated

Fry (2003, 2005)
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Extrinsic vs. IntrinsicMotivation
Extrinsic Motivation
Effort
Performance
Reward
Give Me a Reward to Work
Intrinsic Motivation
Effort
Performance
Reward
My Work is My Reward
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QUALITIES OF SPIRITUAL LEADERSHIP

• Vision
• (Performance)
• Broad appeal to key stakeholders
• Defines the destination and journey
• Reflects high ideals
• Encourages hope/faith
• Establishes a standard of excellence

• Kindness
• Empathy/compassion
• Patience
• Trust/loyalty

• Altruistic Love (Reward)
• Forgiveness
• Integrity
• Honesty
• Courage
• Humility

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Spiritual Leadership Theory
CALLING Make a Difference Life has Meaning
PERFORMANCE (Vision)
EFFORT (Hope/Faith)
MEMBERSHIP Be Understood Be Appreciated
REWARD (Altruistic Love)
Spiritual Leadership
Spiritual Well-being
Organizational Commitment, Productivity, Profit
Sales Growth
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SERVANT LEADERSHIP

• Greenleafs (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.

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Servant Leadership Key Issues

• Lack of consensus on key values necessary for
  Servant Leadership
• 2. The role of servant leadership in achieving
  congruent and consistent values across the
  individual, group, and organizational levels
• 3. The personal outcomes or rewards of
  servant leadership for both leaders and
  followers.
• 4. The servant leadership models primary
  focus is on serving the desires and purposes of
  individual followers above the goals and
  objectives of the organization.

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Comparison of Scholarly Areas Emphasizing
Spiritual Well-Being
  Religion (Smith, 1991 Kriger Hanson,
1999)  
  Workplace Spirituality (Giacalone
Jurkiewicz, 2003)  
  Spiritual leadership (Fry, 2003, 2005)  
  Positive psychology (Snyder Lopez, 2001)  
 Servant Leadership(Dennis Winston Winston,
2004)
Optimism Hope Humility Compassion Forgiveness Grat
itude Love Altruism Empathy Toughness Meaningfulne
ss Humor
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Linking Pin Approach to Spiritual Leadership
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Implementation of Spiritual Leadership As
Intrinsic Motivation Through Hope, Faith, and
Altruistic Love
CALLING Make a Difference Life has Meaning
PERFORMANCE (Vision)
Organizational Productivity, Commitment Human
Well-Being
Culture
Value/Ethical System
REWARD (Altruistic Love) Forgiveness/Acceptance Gr
atitude Integrity Honesty Courage Humility Kindnes
s Compassion Patience/Meekness/Endurance Trust/Loy
alty
MEMBERSHIP Be Understood Be Appreciated
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Legacy Leadership A Model of Spiritual
Leadership
Pure
Motives
Authentic/
Sincere
Follower
-
Pure
Leader Motives
Centered
Motives
Not Self
-
Centered
Affectionate/
Authentic/
Follower
Emotional
Sincere
Perceptions
Follower
-
Worthy of
Centered
Imitation
Not Self
-
Leader Methods
Centered
Measure
Boldness
Amid
Followers
Affectionate/
Opposition
Emotional
Changed Lives
Influence
Vulnerable/
Without
Transparent
Asserting
Worthy of
Authority
Vulnerable/
Imitation
Transparent
Influence
Active not
Active not
Boldness
Without
Passive
Passive
Amid
Asserting
Opposition
Authority
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STRATEGIC SCORECARD BUSINESS MODEL OF SPIRITUAL
LEADERSHIP

• 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.

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Spiritual Leadership as the Source of Well-being
Performance Excellence
Quality Customer Satisfaction
Human Dignity
Well-being
Membership
Stakeholder Analysis
Financial Performance
Spiritual Leadership
Calling
Productivity
Commitment
Strategic Planning Process
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Spiritual Leadership as the Keystone
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Strategic Scorecard Areas of Focus and Measures
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Strategic Scorecard

• Strategic Scorecard
• Quality
• On-time Delivery
• Defective Product
• Accurate Orders
• Customer Focus
• Complaints
• Satisfied Customers
• Human Resources
• Commitment Index
• Productivity
• Best Practices
• Finance
• Revenue Growth
• Return on Assets
• Market Share

Includes those critical and strategic indicators
derived from the firms 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.
Goal Jan Feb . . . Dec
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Performance Excellence Through Spiritual
Leadership
Structure Activities
Data Driven Outcomes
Strategic Planning Process
Commitment
Productivity
Processes
Quality
Inputs
Financial Performance Customer Satisfaction
Spiritual Leadership
Performance Excellence Employee Well-being
Membership
Human Dignity
Calling
Ethical Spiritual Well-being
Key Performance Indicators
Stakeholder Input
Vision Values
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Strategic Scorecard Business Model of Spiritual
Leadership
Strategic Management Process
Internal
Internal
Mission
Strategy
Mission
Strategy
External
Implementation
Evaluate
External
Implementation
Vision
Objectives
Evaluate
Vision
Objectives
Analysis
Analysis
Leading Indicators/Managing Metrics
Outcome Indicators/Strategic Performance
Indicators
Outputs
Inputs
Outputs
Customer
Financial
Customer
Financial
Processes
Inputs
Quality
Processes
Quality
Satisfaction
Performance
Performance
Satisfaction
Delivery
Scorecard)
Service
Input/Output Model
Strategic Scorecard Performance Categories
Learning Growth
Calling
Calling
Performance
Performance
Make a Difference
Make a Difference
Org Commitment Member Well-Being Corporate
Social Responsibility
(Vision)
(Vision)
Life Has Meaning
Life Has Meaning
Commitment
Effort
Effort
(Hope/Faith)
(Hope/Faith)
Growth
Works
Works
Membership
Reward
Reward
Membership
Be Understood
(Altruistic
Spiritual Leadership Process
Be Understood
(Altruistic
Be Appreciated
Love)
Be Appreciated
Love)
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Implementation of Strategic Scorecard Business
Model of Spiritual Leadership
Finalize Resources (Training)
Fully Implemented Solution
Develop and Validate Initial Scorecard 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 2
Phase 1
Phase 3
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Servant Leadership Within the Spiritual
Leadership Paradigm

• Prescribes a set of universal/consensus that are
  necessary for servant leadership a necessary
  component of spiritual leadership
• Is a process to articulate and implement the
  organizations vision and values across levels
  with regard to its key stakeholders.
• Provides the theoretical foundation for a more
  specific model Legacy Leadership that
  explains how followers lives are changed through
  servant leadership.
• Incorporates spiritual well-being through calling
  and membership as two key personal outcomes of
  servant leadership
• Resolves the apparent contradiction of how to
  achieve performance excellence while placing the
  needs and purposes of followers first.
• Provide the impetus for proactive, focused
  process improvement and linking of key
  performance indicators to strategic areas of
  focus.

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Spiritual Leadership as an Integrating paradigm
for Servant Leadership

• ?

Spiritual Leadership