Spiritual Leadership as an Integrating Paradigm for Servant Leadership

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/

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 (c) IISL

3. LEADERSHIP “Leadership is the art of mobilizing others to want to struggle for shared aspirations” Koozes and Pozner (1987) (c) IISL

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. (c) IISL

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. (c) IISL

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. (c) IISL

7. Openness to Religion and Transcendence in Full Freedom All actors in the company’s 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. (c) IISL

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: • they experience meaning in their lives & have a sense of making a difference • feel understood and appreciated Fry (2003, 2005) (c) IISL

9. Extrinsic vs. IntrinsicMotivation Extrinsic Motivation Effort Performance Reward Give Me a Reward to Work Intrinsic Motivation Effort Performance Reward My Work is My Reward (c) IISL

10. Hope/Faith • (Effort) • Endurance • Perseverance • Do what it takes • Stretch goals • Expectation of reward • Victory 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 (c) IISL

11. 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 (c) IISL

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. (c) IISL

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. (c) IISL

14. Honesty Forgiveness Hope Gratitude Humility Compassion Integrity Vision of Service/ Letting Go of Self Honesty Veracity/Truthful- ness Charity Humility Forgiveness Compassion Thankfulness/ Gratitude Vision Altruism Moral Love Hope Integrity Humility Trust Listening Accountability Vision Hope/Faith Altruistic Love: Trust/Loyalty Forgiveness/ Acceptance/ Gratitude Integrity Honesty Courage Kindness Empathy/ Compassion Patience/ Meekness/ Endurance/ Excellence Fun 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 Gratitude Love Altruism Empathy Toughness Meaningfulness Humor (c) IISL

15. Strategic Team Linking Pin Approach to Spiritual Leadership (c) IISL

16. EFFORT (Hope/Faith Works) Endurance Perseverance Do what it takes Stretch Goals Excellence Strategic Leaders Empowered Teams Team Members (Personal Leadership) 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 Gratitude Integrity Honesty Courage Humility Kindness Compassion Patience/Meekness/Endurance Trust/Loyalty MEMBERSHIP Be Understood Be Appreciated (c) IISL

17. Legacy Leadership: A Model of Spiritual Leadership Pure Motives Authentic/ Sincere Follower - Pure LeaderMotives 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 Without Boldness Passive Passive Asserting Amid (c) IISL Authority Opposition

18. 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. (c) IISL

19. 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 (c) IISL

20. Spiritual Leadership Organizational Commitment Productivity Quality Customer Satisfaction Financial Performance Human Dignity Calling Membership Ethical & Spiritual Well-being Performance Excellence Employee Well-Being Spiritual Leadership as the Keystone (c) IISL

21. Strategic Scorecard Areas of Focus and Measures (c) IISL

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 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. Goal Jan Feb . . . Dec (c) IISL

23. Performance Excellence Through Spiritual Leadership Structure & Activities Data Driven Outcomes Strategic Planning Process Inputs Commitment Productivity Processes Quality 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 (c) IISL

24. 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 Inputs Outputs: Outputs: Customer Financial Customer Financial Processes Inputs Processes Quality 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 Effort Commitment Effort (Hope/Faith) (Hope/Faith) Growth Works Works Reward Membership Reward Membership (Altruistic Be Understood Spiritual Leadership Process (Altruistic Be Understood Love) Be Appreciated Be Appreciated Love)

25. 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. • Task force to audit each department for compliance. • Review with leadership after first 3 months. • Make changes. • Formal post-mortem assessment. • 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. Phase 1 Phase 2 Phase 3 (c) IISL

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. (c) IISL

27. Spiritual Leadership as an Integrating paradigm for Servant Leadership ? Spiritual Leadership (c) IISL