Spiritual Leadership: A Guide To A Leadership Style That .

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Journal of Instructional Research Volume 7 (2018)80SPIRITUAL LEADERSHIP: A GUIDE TO ALEADERSHIP STYLE THAT EMBRACES MULTIPLEPERSPECTIVESGina Smith, Grand Canyon UniversityMaria Minor, Franklin Pierce UniversityHenry Brashen, Clear and Effective CommunicationsABSTRACTThe purpose of this research study was to examine the characteristics of Spiritual Leadership andcompare and contrast this style to 5 other well-known leadership styles including TransformationalLeadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership.Although each of these styles had some very positive characteristics, it was found that Spiritual Leadershipallowed for various leadership approaches to be applied as needed and these approaches were designedto motivate and inspire followers to promote positive results. Examples of effective spiritual leaders wereprovided.6SHFL¿F VNLOOV QHHGHG IRU VRPHRQH WR EHFRPH D VSLULWXDO OHDGHU ZHUH SURYLGHG 7KHVH VNLOOV LQFOXGH self-awareness, self-esteem, effective communication, decision-making acumen, and the ability to promoteDQG HQJDJH LQ KHDOWK\ FRQÀLFW (DFK RI WKHVH VNLOOV ZDV H[DPLQHG DQG H[SODLQHG “Apollo stood on a high cliff. ‘Come to theAs we move into an uncertain and unpredictableedge, ‘he said. ‘It’s too high,’ they said. “Come tofuture, leaders need to be prepared to lead and tothe edge,’ he said. “We’ll fall,’ they said. “Come toproduce positive and humane results. The authorsthe edge,’ he said. And they did. And he pushedof this article would argue that a leader can utilizeWKHP QG WKH\ ÀHZ 8QNQRZQ multiple approaches to leadership. These approachesMany leadership styles have been developed andcoupled with inspiration and motivation has thestudied over the years. Each style has advantages best opportunity to be successful and survive theand disadvantages. What do you think of Apollo’smany challenges of the workplace.style in this parable and how did he come to useOne style of leadership that allows leaders tothat style? We know that one style is not always XWLOL]H D YDULHW\ RI DSSURDFKHV WR LQÀXHQFH RWKHUV IRU better than another, for if it were, then every leader positive and humane results is spiritual leadership.would be using it. This is not the case. LeadersThere are characteristics and qualities of Spiritualcome in all sizes and shapes as do the people theyLeadership that differentiate it from other styleslead. What may work for a leader for one person that may also use multiple approaches. Spiritualmay very well fail for another. If a leader has only leadership involves intrinsically motivating andone style she/he espouses, what happens when itinspiring workers through hope/faith in a vision ofdoesn’t work? We live in an ever-changing world service to key stakeholders and a corporate culturebut any prediction today about leadership in the based on the values of altruistic love to producenext 35 years or so is likely to be inaccurate as well a highly motivated, committed and productiveas incomplete (Sowcik, 2015).workforce (International Institute for SpiritualGRAND CANYON UNIVERSITY

81Leadership, 2013, para 1).The purpose of this article is to examine thecharacteristics of spiritual leadership and compareand contrast it to 5 other well-known and often usedstyles of leadership, including Transformational,Servant, Situational, Authoritarian, and Moral.Skills, attitudes, behaviors, and tools necessaryWR DSSO\ 6SLULWXDO OHDGHUVKLS HI¿FLHQWO\ DUH DOVR examined. Spiritual leadership allows for multipleleadership approaches designed to motivate andinspire followers to promote positive results.Examples of spiritual leadership in action areprovided to support its effectiveness.INTRODUCTIONSpiritual leadership is intrinsic. Spiritualleaders are motivating and inspire workers througha strong vision. The purpose of a spiritual leaderLV WR IXO¿OO ERWK IXQGDPHQWDO QHHGV DV ZHOO DV moral needs of their followers. Spiritual leadershipis founded upon a clear vision, an empoweredteam, individual well-being, and commitment(International Institute for Spiritual Leadership,2013, para 1).Spiritual leaders might also be associatedwith transformational leaders since they promoteintrinsic motivation, but also empower their teamsWR PRGLI\ DFWLRQV DQG WKH HQYLURQPHQW WR UHÀHFW the transfer of knowledge (What is SpiritualLeadership, 2015).The biblical spiritual leader typically representsa leadership style of servanthood (Grahn, 2011).The spiritual leader leads by example, as Jesus did,who said He came to serve others, not to be servedE\ WKHP 0DWWKHZ 7KH VSLULWXDO OHDGHU UHFRJQL]HV WKDW KH LV ¿UVW DQG IRUHPRVW D VHUYDQW Jesus modeled the true servant style of leadership,when He, the Lord incarnate, bent down andwashed the feet of His disciples, teaching them thatthe true measure of a leader is his willingness to¿UVW VHUYH RWKHUV -RKQ Spiritual leadership should not be confusedwith religious leadership, which is essential, butalso different from spiritual leadership as the latterLV PRUH GLIIXVH DQG OHVV WLHG WR DQ RI¿FLDO FDSDFLW\ While a religious leader can manifest spiritualleadership, a spiritual leader may not necessarilyKDYH UHOLJLRXV OHDGHUVKLS LQ DQ\ RI¿FLDO FDSDFLW\ Spiritual leadership, on the other hand, may receiveauthentication through more charismatic andvisionary forms of leadership and followership.Spiritual leadership is authenticated more fromfollowers (Covrig, Ledesma & Gifford, 2013).7KH GH¿QLWLRQ DQG DSSOLFDWLRQ RI VSLULWXDO leadership include six behaviors that promotespiritual practices in the workplace: Respect for others’ values Fair treatment Expressing care and concern Listening actively and responsively Showing appreciation for others’contributions 5HÀH[LYH SUDFWLFHV ZKLFK LQFOXGH PDQDJLQJ emotions. (Reave, 2005)A Person’s SpiritAn individual’s spirit is viewed as a connectionbetween one’s soul and one’s values.“A person’s spirit is the vital principle oranimating force traditionally believed to be theLQWDQJLEOH OLIH DI¿UPLQJ IRUFH ZLWKLQ DOO KXPDQ beings. It is a state of intimate relationship withthe inner self of higher values and morality aswell as recognition of the truth of the inner natureof others” (International Institute for SpiritualLeadership, 2013, para 1).Workspace SpiritualityWorkplace Spirituality can manifest itself inmany forms. For this paper, we look at spiritualitythrough the lens of valuing ethics and morals inthe workplace. Crucial spiritual values included ina business framework include integrity, honesty,accountability, quality, cooperation, service,intuition, trustworthiness, respect, justice, andservice (McLaughlin, 2009). Many organizationsview the importance of the employee as highly asWKH YDOXH RI SUR¿WV 7KH\ VHH WKH WZR DV FULWLFDO items that work hand in hand with the success ofthe company.Spirituality in a company is often revealed in themission or vision statements. The Container Storehas founding principles that place the employee astheir number one asset. Principle one states, “Onegreat person is equal to three good people in termsof business productivity” (Container Store, 2017,Para 5). The seven principles weave together thevalues of the company, all tied to their core beliefin valuing the employee as much as the customer.Marketing Professor at SMU Ed Fox stated, “Theemployee focus is a big part of its competitiveGRAND CANYON UNIVERSITY

Journal of Instructional Research Volume 7 (2018)advantage,” and the secret to the company’s success.Southwest airlines include the value of theemployee in the mission statement. It states,“We are committed to provide our Employees astable work environment with equal opportunityfor learning and personal growth” (Southwest,2017, Para 2). The expectation at the airline is thatemployees who are cared for will provide the samecare to passengers. This expectation has proven tobe a successful plan because Southwest has ratedhigh in the J.D. Power airline study, won multipleawards, including USA Today best airline award,and ranked as one of the top places to work in 2015by Forbes magazine.CEO Jim Goodnight of SAS said, “Treatemployees like they make a difference and theywill” (SAS, 2017, Para. #1). The company has aQR OD\ RII SROLF\ DQG JHQHURXV EHQH¿W WKDW VXSSRUW employees spiritual, emotional and physicalhealth. As reported recently in 60 minutes, thesoftware company has low absenteeism and only WXUQRYHU ZKLFK VDYHV WKHP PLOOLRQ HDFK year in training and recruitment (McLaughlin,2009). The CEO’s attribute the company successGLUHFWO\ WR WKH YDOXH RI WKH HPSOR\HH DQG WKH ¿UP commitment they build in the company culture.As recognized in the previous examples,spiritual leadership includes “the recognition thatemployees have an inner life that nourishes and isnourished by meaningful work that takes place inthe context of community” (Ashmos & Duncan,2000, p. 137).LITERATURE REVIEWDue to the gap in published data related tospiritual leadership, we conducted a literaturereview to see the popularity of spiritual leadership.The topic of spirituality is a growing trend. Therewere 72 books published on spirituality in theworkplace in the last 20 years, and 50% of thosebooks were published between 2007 and 2012-RKQVRQ S 7KHUH ZHUH DUWLFOHV published in social science journals between 1991DQG EXW RQO\ RI WKRVH DUWLFOHV IRFXVHG explicitly on spirituality in the workplace (Johnson, S URXQG RI WKRVH SXEOLVKHG articles were published after the year 2000(Johnson, 2012, p. 135). As posited by Johnson(2012), “Religion and spirituality overlap but arenot identical” (p. 136).GRAND CANYON UNIVERSITY82Many theories of leadership can contributeto the concept of spiritual leadership. Theoriessuch as transactional, transformational, ethical,servant, moral, situational, collaborative, authentic,authoritarian, democratic, charismatic trait, andleadership grid. For the sake of this research,the following theories will be focused on: Moralleadership, transformational leadership, situationalleadership, authoritarian leadership, servantleadership.Moral LeadershipMoral leadership was founded by Plato’squestion that continues to challenge leaders today:“whether people the world over share commonZDQWV DQG QHHGV DV FLWHG LQ %XUQV S The structure of moral leadership responds to theQHHGV DQG DVSLUDWLRQV RI FXOWXUH %XUQV “Leadership is a process of morality to the degreethat leaders engage with followers on the basis ofshared motives and values and goals-on the basis,that is, of the followers’ “true” needs as well asWKRVH RI OHDGHUV %XUQV S 7KXV PRUDO leadership develops a shared value system that isbased on a purpose and is shared as a covenant(Sergiovanni, as cited in Cawelti, 1990).%XUQV VXSSRUWHG WKH QHHG IRU PRUDO leadership because “values can be the sourceof vital change” (p. 41). First, moral leadershipguides ethical principles and appeals to followerswith deeply held values such as justice. LeadersLQÀXHQFH YLVLRQV RI FKDQJH E\ JDLQLQJ WKH VXSSRUW of followers with such cultural connectionslike justice and brotherhood. According toSergiovanni (2004) covenantal relationships arethe foundational pillars of collaborative cultures.These relationships contain one’s spirit since theyare based on loyalty, purpose, commitment, andsentiment and include a mutual obligation betweenindividuals (Sergiovanni, 2004). And, unlike legaldocuments or formal agreements, covenants arethe bindings of the spirit (Sergiovanni, 2004, p. 20).Transformational Leadership7UDQVIRUPDWLRQDO OHDGHUVKLS ZDV GH¿QHG E\ %XUQV DV D PXWXDO SURFHVV RI HPSRZHUPHQW between leaders and followers. Leaders andfollowers are empowered through values, selfawareness, charismatic actions, and motivation%XUQV %XUQV VWDWHG WKH IRFXV RI transformational leadership is on “end-values, such

83as liberty, justice, equality” (p.426).According to Covey (2004), the goal oftransformational leadership is for individuals andorganizations to make synergizing and everlastingchanges in the areas of mind, heart, vision, insights,understanding, purpose, beliefs, principles, andvalues. Transformational leadership operates undera shared value system that is grounded on purposeand is agreed upon by the team (Cawelti, 1990). Intransformational leadership, every individual is “ valued for his or her intrinsic worth” (Pai & Adler,2001, p. 61).In the transformational leadership style, thereare three actions between leaders and followers: 1)increase followers’ awareness of values 2) increasefocus on the organization and its vision 3) improvethe ability to recognize higher order needs relatedto the purpose (www.transformationalleadership.net, 2007). “Transforming leaders “raise” theirfollowers up through levels of morality” (Burns, S Bernard Bass was a supporter of Burns’ ideasrelated to transformational leadership. Bass andRiggio (2006) stated,Transformational leaders motivate others todo more than they originally intended andoften even more than they thought possible.They set more challenging expectationsand typically achieve higher performances.Transformational leaders also tend to havePRUH FRPPLWWHG DQG VDWLV¿HG IROORZHUV Moreover,transformationalleadersempower followers and pay attentionto their individual needs and personaldevelopment, helping followers to developtheir own leadership potential. (p. 4)Transformational leaders propose a clear visionDQG FDQ HVWDEOLVK DQG SULRULWL]H ZHOO GH¿QHG YDOXHV within their organization (Cawelti, 1990). Burns VWDWHG WKDW WKHUH LV D QHHG IRU YDOXHV EHFDXVH “values can be the source of vital change” (p. 41). Atransformational leader can improve the vision andpurpose of culture through the application of sharedYDOXHV %XUQV GGLWLRQDOO\ WUXVW LV FULWLFDO to transformational leadership because followersmust be willing to accept the vision (Evans, 2005).Situational LeadershipHersey and Blanchard established situationalleadership in 1969. The style began as the lifecycle behavioral model and was later well knownas situational leadership (1996). Initially, the theorystarted looking at parenting styles and how theywere altered based on the developmental levelof children. Then the theory was applied to theworkplace and how leaders changed their stylebased on the developmental levels of employees.Hersey, Blanchard, and Natemeyer (1979) realizedthe value of a leader’s ability to determine theneeds of an employee and to adjust leadershipstyles accordingly.A leader’s style is reliant on the level ofcompetence and commitment of a worker and theGLI¿FXOW\ RI WKH WDVN EHLQJ FDUULHG RXW FFRUGLQJ WR %ODQFKDUG WKH GHYHORSPHQWDO OHYHO RI the worker and the complexity of the job, a leaderwould use one of the following leadership styles:1) coaching, 2) directing, 3) delegating, and 4)VXSSRUWLQJ %ODQFKDUG ³ GDSW \RXU VW\OH WR WKHLU GHYHORSPHQWDO OHYHO %ODQFKDUG S Blanchard, Zigarmi, and Zigarmi (2013) statedthat there are three critical skills needed to becomea situational leader. A situational leader createsFOHDU JRDOV XVLQJ WKH 60 57 VSHFL¿F PRWLYDWLQJ attainable, relevant, and trackable) method. Asituational leader analyses the developmentallevels of workers and matches his/her leadershipstyle with the needs of the employee. Blanchard FUHDWHG IRXU GH¿QLWLRQV RI WKH OHDGHUVKLS styles and developmental levels of employees.7KH GH¿QLWLRQV DUH &RDFKLQJ KLJK GLUHFWLYH high supportive leader behavior, 2) Directing:high-directive/low-supportive leader behavior, 3)Delegating: low-supportive/low-directive leaderbehavior, and 4) Supporting: high-supportive/lowdirective behavior (p. 19).Authoritarian Leadership.XUW /HZLQ GH¿QHG DXWKRULWDULDQ leadership as a style in which a leader maintainsmaximum control over the environment. Anauthoritative leader exhibits an autocratic styleand uses strict rules, guidelines, and negativeconsequences to keep control (Smith, 2016). Inan autocratic leadership style, the focus is on theperformance rather than on people (Fiaz, Su, &Ikram, 2017). Authoritarian leaders do not consultothers when making decisions (Smith, 2016).According to Northouse (2015), authoritarianGRAND CANYON UNIVERSITY

Journal of Instructional Research Volume 7 (2018)leaders believe that followers need direction. Fiaz,Su, and Ikram surmise that in an organization withan autocratic leadership style, there are rules andprocedures in place to ensure that the job gets done.There are also transparent procedures for applyingpunishment and motivating with external rewards.An autocratic style is often used in situationswhere there is a lack of knowledge and experience(Sandling, 2014). While authoritarian leadershipFDQ EH ³HI¿FLHQW DQG SURGXFWLYH LW FDQ DOVR encourage “dependence, submissiveness, and lossof individuality” (p. 90). There may be situationsin which authoritarian leadership is more effectivethan others. For example, authoritarian leadershipis often used in the military. Authoritarianleadership may also be necessary for emergencysituations when individuals are not able to makeclear decisions on their own.Servant Leadership5REHUW *UHHQOHDI ¿UVW FRQFHSWXDOL]HG VHUYDQW leadership in 1977. Servant leadership includesthe practice of a leader taking the on the role as aVHUYDQW ¿UVW DQG OHDGLQJ E\ H[DPSOH *UHHQOHDI 2004). “At its core, servant-leadership is a longterm, transformational approach to life and work –in essence, a way of being – that as the potential forcreating positive change throughout our society”(Spears, 2004, p. 12).A leader who exhibits a servant leadershippresents a paradigm shift from other leadershipmodels since servant leaders focus on supportingthe development of employees rather than amore authoritarian approach, which includesPDLQWDLQLQJ VLJQL¿FDQW FRQWURO DQG JLYLQJ RUGHUV “Serving well creates a chain reaction. A leaderVHUYHV WKH HPSOR\HHV WKHQ WKH\ LQFUHDVH WKHLU commitment and quality of the job so that they canserve customers well, customers enjoy the serviceand value the company, so both the reputation andSUR¿WV RI WKH FRPSDQ\ VRDU 9LQRG 6XGKDNDU 2011, p.463). Vinod and Sudhakar (2011) concludedthat components such as trust, motivation, andachievement were all positive outcomes of a servantleadership style.Spears (2004) proposed that there are tencharacteristics of a servant-leader. 1) listening, 2)empathy, 3) healing, 4) awareness, 5) persuasion, FRQFHSWXDOL]DWLRQ IRUHVLJKW VWHZDUGVKLS 9) commitment to the growth of people, and 10)GRAND CANYON UNIVERSITY84building community (p. 13-16). Listening, althoughoften a forgotten skill, is an essential characteristicof a servant leader because listening is necessaryto cultivate the other skills (DeGraaf, Tilley, &Neal, 2004). DeGraaf, Tilley, and Neal proposedthat the characteristics of a servant-leader beviewed as a “weaving, with each strand supportingand shaping the others” (p. 162). A servant-leaderis most effective when he can combine all tencharacteristics (DeGraaf, Tilley, & Neal).Comparison of Styles“Both non-denominational spiritual practicesand world religions all are fundamentally based onhope/faith in a vision of love and service of others”(International Institute for Spiritual Leadership,2013, para 5). Upon the review of moral leadership,transformational leadership, situational leadership,authoritarian leadership, servant leadership, it isapparent that there are components between thesestyles that contribute to the concept of spiritualleadership. For example, when looking at eachof these leadership styles, each leader exhibitingthese styles promote honest actions, compassionateUHÀHFWLRQ DQG YDOXH DPRQJVW WKH LQGLYLGXDOV ZLWKLQ their environment. Every individual is “valuedfor his or her intrinsic worth” (Pai & Adler, 2001,p. 61). As Royeen (2012) noted, “When actingfrom this reference, one operates not by rules andregulations as much as by character traits, includinghonesty, fairness, compassion, and generosity”SDUD ,QGLYLGXDOV GLVSOD\LQJ RQH RU DOO RI WKHVH leadership styles, recognize that there is a universalstandard of good that is tied to the general wellbeing of their environment (Beckner, 2004).BECOMING A SPIRITUAL LEADERTo become a spiritual leader, one must developand enhance some skills. These skills include selfawareness, self-esteem, communication, decisionPDNLQJ DQG SURPRWLQJ KHDOWK\ FRQÀLFW Self-Awareness requires one to examine howwe see ourselves. We need to know how if we arecoming across to others the way we think we are.As evidenced in the literature review from thisarticle, self-awareness is a common thread amongleadership styles. One can develop self-awarenessin some ways.Intrapersonal InspectionIntrapersonal Inspection means that we should

85pay attention to our feelings. It is essential toknow, for example, when we feel happy, sad, bored,angry, or depressed. If one has self-awareness,then they can be aware of what she/he is feelingand communicating to others nonverbally. Wemay try to mask these feelings but may fail to doso. Others may pick up on the nonverbal leakagefrom our facial expression, body movement, orparalanguage. Nonverbal leakage occurs whenwe try to hide our true feelings but fail to do so.%UDVKHQ 6LQFH VSLULWXDO OHDGHUV UHO\ RQ charisma and vision (Covrig, Ledesma, & Gifford,2013), it is crucial for the leader to be congruentwith verbal and nonverbal communication so thatthe receiver of the message is not confused. Failureto be congruent may result in a mixed signal orcontradictory message.Watching OthersWe can learn much about how we come acrossto others by looking at others and how they respondto our messages. For example, if one is angry andattempts to hide it, she/he may greet someone withpositive words, but the nonverbal behaviors on thepart of the sender would likely communicate anger.The receiver of the message may pick up on theanger expressed nonverbally and respond with lessenthusiasm than the sender of the message wouldexpect. If the message sender is aware of feelinganger, she/he might attempt to share their truefeelings or at the very least to let the other personknow that she/he is having a challenging day.One of our authors had the experience ofattending a communication conference. He hadmissed a crucial session he had eagerly anticipatedand was very frustrated. While walking throughthe lobby, he encountered a woman with a verybig scowl on her face and looking down whileZDONLQJ 7KLV DXWKRU DW ¿UVW JODQFH WKRXJKW WR avoid this woman but then decided to approach herin a friendly way and ask her how she liked theconference. He was able to put his negativity asideand was able not to personalize her negativity.Instead, he smiled and walked up to her and askedher how she was enjoying the conference. Shelooked up and smiled back and confessed that shehad misplaced her program and was very unhappy.This author shared his program with the woman.and a lively and very positive conversation aboutthe conference followed. This example showshow self-awareness can enable one to adjust theirmessage so that it is received in the way that it isintended. Spiritual leaders can be aware of how theycome across to others ship/, 2015).FeedbackWe can ask for feedback from others abouthow they see us coming across. Personal coaches,trusted colleagues, and friends are likely sources.It is best to ask several people for feedback to geta more composite picture. Feedback allows us toEXLOG D SUR¿OH RI RXU FRPPXQLFDWLRQ VNLOOV DQG IURP WKLV SUR¿OH ZH FDQ WKHQ PDNH DGMXVWPHQWV LQ both attitude and behavior as needed.Self-AssessmentSelf-assessment tests are designed to encouragethe one being assessed to objectively look at herself/KLPVHOI DQG EXLOG D SUR¿OH RI WKHLU DZDUHQHVV ,I we are willing to answer assessment questions asaccurately as possible, we are then able to gainmore insight into how we are coming across toothers.CommunicationEffective communication is a necessarycomponent of spiritual leadership since leadersmust clearly and concisely link visions, ideas,goals, and objectives. Effective communicationstarts with a foundation of trust (Tardanico, 2012).Effective communicators also understand how toinspire a shared vision, challenge processes, enableothers to act, and encourage the heart (Avolio etDO .RX]HV 3RVQHU S 6SLULWXDO leaders are effective communicators since they mustactively listen, clearly deliver ideas, and motivateRWKHUV WR IXO¿OO WKH RUJDQL]DWLRQDO JRDOV DQG YDOXHV within the culture ship/, 2015).Decision MakingMaking decisions as a spiritual leader requires adifferent approach than traditional leadership styles.A spiritual leadership contemplates the outcomes ofdecisions on the employees as a team, individuals,and the impact on the business. The approach isa balancing act to ensure human resources andneeds are addressed while still meeting the needsof the business. “Spiritual leaders aim to fosterefforts by underlining the conviction, trust, andthe importance of a task for business performance,GRAND CANYON UNIVERSITY

Journal of Instructional Research Volume 7 (2018)while traditional motivation policies rely moreon the stimulation of intelligence, rationality, andproblem-solving” (Boorom, 2009, p. 54). Thespiritual leader takes an integrative approach whenmaking decisions to ensure there is balance in theorganization.When spiritual leaders make decisions basedon the importance of the task for the businessperformance they still must utilize effectivecommunication skills so that their message isheard and understood by their team. The decisionsmade are not always going to be popular, but thespiritual leader makes the best decision she/he canfor the organization while listening and factoringin feedback from others. The spiritual leader hasthe self-esteem to make a decision that might notresonate for all. Utilizing their ability to build trust,the spiritual leader can promote a decision and atthe same time be sensitive to the impact it has onothers. President John F. Kennedy demonstratedspiritual leadership during the Cuban MissileCrisis in 1962. He absented himself from a criticalmeeting to identify strategies to face the crisisUHDVRQLQJ WKDW KLV SUHVHQFH PLJKW XQGXO\ LQÀXHQFH his team. He wanted their input so that he couldbalance that with his preference. He also assignedthe role of “critical evaluator” to each team memberso that they could explore both the advantages anddisadvantages of any plan (Janis,1971).Sometimes decisions must be made quickly. Ifyou were a soccer goalie and a penalty kick haveEHHQ DZDUGHG WR WKH RWKHU WHDP \RX ZRXOGQ¶W KDYH time to do a thorough analysis of the tendency ofthe striker and the percentages of times the kickwas high, low, to the left, or to the right. You wouldhave to rely on your experience and intuition atthe moment. In the same way that we can teachourselves to think in a logical and organizedmanner, we can also teach ourselves to make betterVQDS MXGJPHQWV *ODGZHOO 7DNLQJ ¿UVW impressions seriously requires the self-awarenessand self-esteem to accept the fact that sometimeswe know more about someone or somethinginstantaneously that we do after an extended periodof study (Gladwell, 2005). Even thinkers that relyheavily on logic make quick, intuitive decisions innavigating through life (Reynolds, 2014).The spiritual leader uses both logic andintuition in making decisions and is not limited to aparticular decision-making style. Whether there isGRAND CANYON UNIVERSITY86ample time to make a decision or a quick decisionLV UHTXLUHG ÀH[LELOLW\ LV EXLOW LQWR GHFLVLRQ PDNLQJ As a result, the spiritual leader has an extensivetoolkit as a resource for making the best choices.3URPRWLQJ HDOWK\ &RQÀLFW&RQÀLFW LV ERWK QDWXUDO DQG LQHYLWDEOH 7KH PDQQHU LQ ZKLFK ZH KDQGOH FRQÀLFW GHWHUPLQHV the quality of relationships we have with people.6SLULWXDO OHDGHUV PXVW PDVWHU FRQÀLFW EHFDXVH QR workplace is without it. Self-awareness is paramountWR PDQDJLQJ FRQÀLFW 6HOI DZDUHQHVV OHDGV WR self-understanding which in turn promotes selfDFFHSWDQFH DQG SRWHQWLDO FKDQJH %UDVKHQ The spiritual leader is driven by her/his visionand is bounded by a strong moral compass. Thespiritual leader uses their self-awareness and selfacceptance to take feedback and depersonalize it.The spiritual leader is not afraid to stay the coursein any decision, but at the same time is aware andFRQ¿GHQW HQRXJK WR FRQVLGHU QHZ LQIRUPDWLRQ DQG perhaps alter the decision.Three qualities are necessary for the spiritualOHDGHU WR KDQGOH FRQÀLFW HI¿FLHQWO\ 7KHVH LQFOXGH openness, listening, and resilience (Meinert, 2017).Often it is not what is said as much as how it issaid. Self-awareness allows the spiritual leader tohave insight into messages sent to followers. Theopenness is characterized by sharing informationand feelings honestly and respectfully. Listeningbuilds trust since others feel heard. The spiritualleader hears the message of others, processes it,let’s the sender of the message know she/he hasheard them, and then and only then responds%UDVKHQ 5HVLOLHQFH LV LPSRUWDQW DV LW allows the spiritual leader to stay the course whena decision has been made and input considered.In 1966, Muhammed Ali demonstrated spiritualleadership by remaining resilient in his beliefs whenhe refused induction into the U.S. Army during theheight of the Vietnam war for moral and religiousreasons. He had been one of the most charismatic¿JXUHV LQ ER[LQJ DQG ZDV IROORZHG E\ PDQ\ LV decision at the time demonstrated openness andresilience

Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed

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