Spirituality and Strategic Leadership: The Influence of Spiritual Beliefs on Strategic Decision Making

Abstract

This work extends the consideration of spirituality and leadership to the field of strategic leadership. Future development in the field of spirituality and leadership will depend on greater clarity concerning the level of analysis, and will require a distinction between personal and collective spirituality. Toward that end, a framework is proposed that describes how the personal spiritual beliefs of a top level leader operate in strategic decision making like a schema to filter and frame information. This function is mediated by the leader's constructive development and meta-belief and moderated by the organizational context and leadership style. This framework provides a starting point for considering the many expressions of spirituality in organizations and serves as a foundation for a multilevel theory of spirituality and leadership.

Spirituality and Health: A Middle Eastern Perspective

“…This has been particularly evident in Western Society in terms of a shift away from institutionalized religion and movement towards more individualised type religion e.g., a personal search for meaning, a sense of self and enhanced connection with others ). This has led to an increased focus on spirituality and spiritual concepts across many fields including healthcare (Cockell and McSherry 2012;Monod et al 2011;Pike 2011;Williams and Sternthal 2007) and business or workplace literature (Crossman 2010(Crossman , 2011Karakas 2010;Pawar 2009;Phipps 2012). Spirituality has almost become regarded as a new concept, with a lack of recognition amongst some authors of the historical and traditional association between spirituality, religion and health.…”

Workplace spirituality and job satisfaction

“…Although the study of spirituality in the context of the workplace still appears to be in the formative stages of its development, groundbreaking work and several empirical studies consistently confi rm signifi cant correlations between spirituality and positive work outcomes. These relationships include the relationship between workplace spirituality and organizational performance (Neck & Milliman, 1994;Thompson, 2000), organizational commitment (Rego & Cunha, 2008), job involvement, organizational identifi cation, work rewards satisfaction (Milliman et al, 2003;Kolodinsky et al, 2008), work motivation and career commitment (De Klerk et al, 2006), ethics (Giacalone & Jurkiewicz, 2003), emotional intelligence, self-effi cacy (Hartsfi eld, 2003), intrinsic, extrinsic and total work rewards (Kolodinsky et al, 2004(Kolodinsky et al, , 2008, employee performance, organizational effectiveness (Karakas, 2010), leadership (Nooralizad et al, 2011;Phipps, 2012), work values, work ethic (Issa & Pick, 2011), and social justice (Prior & Quinn, 2012).…”

KEPEMIMPINAN UNGGUL KEPALA SEKOLAH DASAR DAERAH TERPENCIL (Studi Multisitus pada Sekolah Dasar di Kabupaten Bondowoso)

“…Proses kepemimpinan yang demikian itu akan memberikan energi dan motivasi tinggi, komitmen, rasa percaya diri kepada tim. Selain itu, kepemimpinan berbasis nilai juga dapat memberikan kontribusi positif pada visi, misi, dan pemimpin (Phipps, 2012). Maharana, et.…”