I herewith declare this work to be my own, that I have acknowledged all the sources I have consulted in the paper itself and not only in the bibliography, that all wording unaccompanied by a reference is my own, and that no part of this paper has been directly sourced from the internet, or elsewhere, without providing the necessary recognition.
I acknowledge that if any part of this declaration is found to be false I shall receive no marks for this paper, shall not be allowed to complete this module, and that charges can be laid against me for plagiarism before the Central Disciplinary Committee of the University.
Signed: ……………………………… Date: 04/03/2011
This paper serves to explain the concepts of value-based leadership and workplace spirituality in intricate detail, in an attempt to demonstrate the worth of its application to leadership in the modern organisation and inclusion in leadership theory. Furthermore, the paper explains pragmatically how these leadership principles can be applied meaningfully and successfully by strategic leaders in their businesses.
Hierdie verslag verduidelik die onderliggende raamwerk en nut van waarde-gedrewe leierskap en geestelikheid/spiritualiteit in die werksomgewing en in die algemene leierskap teorie. Hierdie beginsels word ook verduidelik in die lig van hoe ‘n strategiese leier dit wel betekenisvol kan toepas in ‘n moderne sakeonderneming.
TABLE OF CONTENTS
| | Page:|
1.| INTRODUCTION| 1|
2.| DEFINITIONS| 1|
| 2.1 Leadership| 1|
| 2.2 Values| 2|
| 2.3 Values and leadership| 3|
| 2.4 Values, leadership and behaviour in organisations| 3| | 2.5 Spirituality| 4|
3.| WHY VALUES AND SPIRITUALITY HAVE BECOME SO IMPORTANT| 5| 4.| SPIRITUALITY VERSUS RELIGION, AND RELIGION IN THE WORKPLACE| 6| 5. | GOOD LEADERSHIP VALUES| 7|
6.| VALUE-BASED AND SPIRITUAL LEADERSHIP AND OTHER LEADERSHIP THOERIES| 8| 7.| IMPLEMENTING VALUE-BASED LEADERSHIP| 9|
| 7.1 The role of the leader| 9|
| 7.2 Specific leadership practices| 10|
8. | A case in point: Power Construction| 12|
9.| CONCLUSION| 13|
10.| REFERENCES| 14|
| APPENDIX A - The causal model of spiritual leadership| 16| | APPENDIX B - Spiritual leadership as intrinsic motivation through vision, hope/faith and altruistic love| 17| | APPENDIX C - Leader role in promoting value-based organisational practice| 18| | APPENDIX D - Extended contingency model of spiritual leadership from a religious perspective| 19| | | |
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In the modern economic environment, there is an exponentially accelerating pressure for global societal and organisational change (Morris, Kuratko & Covin, 2008). Organisational leadership and management practices have had to develop and adapt to these hyper expansive times and have subsequently started viewing and managing people in a more integrated and holistic way, in an attempt to achieve ever diminishing competitive advantage. It is through this very much necessitated management “mind-shift” that values and spirituality have become salient topics in boardrooms and academic research the like; especially in how these topics relate to leadership theory and practice. This is because it is known that organisational leaders have the responsibility to drive this needed change through organisational learning and the mobilisation of human resources towards increasingly complex organisational goals (Fry, 2003). This paper subsequently attempts to delineate these complex terms, and explain how they link not only to each other, but to wider leadership/management theory and practice, in an attempt to show the worth of value-based leadership and spirituality in achieving competitive advantage in the modern business...