Implementing the Spiritual Leadership Model in the Healthcare Industry in Iran

Abstract

The purpose of the present research is to test the spiritual leadership model in the Iranian healthcare industry. The research takes a quantitative approach involving the distribution of 143 questionnaires to different professionals in healthcare centers in Tehran, Iran. Spiritual leadership creates an intrinsic motivation to achieve organizational outcomes. It is a function of seven dimensions: vision, hope/faith, altruistic love, meaning/calling, membership, commitment, and productivity. The authors conduct simple bivariate correlation tests, as well as linear standard and stepwise regression analyses. The findings support the notion that each dimension of spiritual leadership has a positive relationship with spiritual leadership. Among the dimensions, membership (beta coefficient = .890) is the most remarkable. This paper is useful for managers and academics. It can be used by managers of Iranian healthcare centers to motivate their employees through spiritual leadership and its various components. Furthermore, the model of this study can be implemented in the Iranian healthcare industry and hopefully in other industries.

The impact of spiritual leadership on workplace spirituality in the light the COVID-19 pandemic in the governmental health sector

“…Ashmos and Duchon, 2000; Mohamed and Wisnieski, 2004; Moore and Casper, 2006; Gotsis and Kortezi, 2008). Other studies have examined the effects of spirituality on work-related outcome variables such as job satisfaction, work participation, organizational commitment, organizational identification, intention to quit smoking, organization-based self-esteem, organizational frustration, satisfaction with work rewards and organizational performance (Abdizadeh and Khiabani, 2014; Milliman et al. , 2003; Duchon and Plowman, 2005; Kolodinsky et al.…”

“…. Other studies have examined the effects of spirituality on work-related outcome variables such as job satisfaction, work participation, organizational commitment, organizational identification, intention to quit smoking, organization-based self-esteem, organizational frustration, satisfaction with work rewards and organizational performance(Abdizadeh and Khiabani, 2014;Milliman et al, 2003;Duchon and Plowman, 2005;Kolodinsky et al, 2008;Rego and Cunha, 2008;Pawar, 2009;Nicolaides, 2018;Biswakarma, 2018;Otaye-Ebede et al, 2019).Management must promote WPS to maintain employee productivity, which has been created through SL(Widyanti and Basuki, 2021) Widodo and Suryosukmono's (2021). study also showed that both SL and WPS affect the purposeful work of government employees, including health service employees.…”

Spiritual Dimensions in Leadership: A Comparative Analysis of Polish and Bhutanese Managers

“…3 , 4 A leader should “see others”, which means pay attention to the needs and interests of employees he/she manages and take care of their well-being. 5 , 6 A leader should also integrate various viewpoints – his/her own, employees’ own and organizational perspectives, and look out for an integrated solution. 4 A leader without integrative awareness and driven by fear is ineffective.…”

Psychometric Properties of the Persian Version of Spiritual Leadership Questionnaire (SLQ): A Methodological Study

“…Spiritual leadership has recently attracted the attention of Iranian researchers in health-care system and has been investigated in various research domains. Hence, it is necessary to assess the status of spiritual leadership in nursing (10)(11)(12). Today, this type of leadership has led to great outcomes for nursing managers and nurses.…”

“…Instrument psychometric process ensures the scholars and researchers of the validity and generalizability of the findings of the study (20). In the studies carried out in Iran in the nursing field to examine the correlation between spiritual leadership and its individual and organizational consequences, the researchers have studied areas of Fry's questionnaire, yet, none of them has performed the localization and psychometrics of the entire instrument (12,19,21).…”