Spiritual Leadership as an Integrating Paradigm for Servant Leadership

Slide 1: 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@tarleton.edu http://www.tarleton.edu/~fry/ http://www.iispiritualleadership.com/

Slide 2: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

Slide 3:LEADERSHIP

�Leadership is the art of mobilizing others to want to struggle for shared aspirations� Koozes and Pozner (1987)

Slide 4: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.

Slide 5: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.

Slide 6: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.

Slide 7:Openness to Religion and Transcendence in Full Freedom

Slide 8:SPIRITUAL LEADERSHIP

Comprises 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 difference feel understood and appreciated

Slide 9:Extrinsic vs. IntrinsicMotivation

Extrinsic Motivation Effort Performance Reward Give Me a Reward to Work Effort Performance Reward My Work is My Reward Intrinsic Motivation

Slide 10: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 Altruistic Love (Reward) Forgiveness Integrity Honesty Courage Humility Kindness Empathy/compassion Patience Trust/loyalty

Slide 11:Spiritual Leadership Theory

Organizational Commitment, Productivity, Profit & Sales Growth CALLING Make a Difference Life has Meaning MEMBERSHIP Be Understood Be Appreciated EFFORT (Hope/Faith)

Slide 12:SERVANT 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.

Slide 13: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 model�s primary focus is on serving the desires and purposes of individual followers above the goals and objectives of the organization.

Slide 15:Linking Pin Approach to Spiritual Leadership

Slide 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 MODEL OF SPIRITUAL LEADERSHIP

Slide 19:Spiritual Leadership as the Source of Well-being & Performance Excellence

Well-being Productivity Membership Human Dignity Commitment Calling Spiritual Leadership Stakeholder Analysis Quality & Customer Satisfaction Strategic Planning Process Financial Performance

Slide 20:Spiritual Leadership as the Keystone

Slide 22: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 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.

Calling Make a Difference Life Has Meaning Calling Make a Difference Life Has Meaning Commitment Growth Performance (Vision) Performance (Vision) Membership Be Understood Be Appreciated Membership Be Understood Be Appreciated Reward (Altruistic Love) Reward (Altruistic Love) Effort (Hope/Faith) Works Effort (Hope/Faith) Works Mission & Vision Mission & Vision Internal & External Analysis Internal & External Analysis Strategy & Objectives Strategy & Objectives Implementation Implementation Evaluate Evaluate Strategic Management Process Leading Indicators/Managing Metrics Outcome Indicators/Strategic Performance Indicators Customer Satisfaction Customer Satisfaction Financial Performance Financial Performance Spiritual Leadership Process Outputs: Quality Delivery Outputs: Service Processes Processes Inputs Scorecard) Inputs Input/Output Model Strategic Scorecard Performance Categories Quality Org Commitment Member Well-Being Corporate Social Responsibility Learning & Growth

Slide 24:Strategic Scorecard Business Model of Spiritual Leadership

Slide 25:Implementation of Strategic Scorecard Business 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 2 Phase 1 Phase 3

Slide 26: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 organization�s 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.

Slide 27:Spiritual Leadership as an Integrating paradigm for Servant Leadership

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