Journal of Instructional Research | Volume 7 (2018) 80

SPIRITUAL LEADERSHIP: A GUIDE TO A

LEADERSHIP STYLE THAT EMBRACES MULTIPLE
PERSPECTIVES
Gina Smith, Grand Canyon University
Maria Minor, Franklin Pierce University
Henry Brashen, Clear and Effective Communications

ABSTRACT
The purpose of this research study was to examine the characteristics of Spiritual Leadership and
compare and contrast this style to 5 other well-known leadership styles including Transformational
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
to motivate and inspire followers to promote positive results. Examples of effective spiritual leaders were
provided.

6SHFL¿FVNLOOVQHHGHGIRUVRPHRQHWREHFRPHDVSLULWXDOOHDGHUZHUHSURYLGHG7KHVHVNLOOVLQFOXGH
self-awareness, self-esteem, effective communication, decision-making acumen, and the ability to promote
DQGHQJDJHLQKHDOWK\FRQÀLFW(DFKRIWKHVHVNLOOVZDVH[DPLQHGDQGH[SODLQHG
“Apollo stood on a high cliff. ‘Come to the As we move into an uncertain and unpredictable
edge, ‘he said. ‘It’s too high,’ they said. “Come to future, leaders need to be prepared to lead and to
the edge,’ he said. “We’ll fall,’ they said. “Come to produce positive and humane results. The authors
the edge,’ he said. And they did. And he pushed of this article would argue that a leader can utilize
WKHP$QGWKH\ÀHZ´ 8QNQRZQ  multiple approaches to leadership. These approaches
Many leadership styles have been developed and coupled with inspiration and motivation has the
studied over the years. Each style has advantages best opportunity to be successful and survive the
and disadvantages. What do you think of Apollo’s many challenges of the workplace.
style in this parable and how did he come to use One style of leadership that allows leaders to
that style? We know that one style is not always XWLOL]HDYDULHW\RIDSSURDFKHVWRLQÀXHQFHRWKHUVIRU
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. Leaders There are characteristics and qualities of Spiritual
come in all sizes and shapes as do the people they Leadership that differentiate it from other styles
lead. What may work for a leader for one person that may also use multiple approaches. Spiritual
may very well fail for another. If a leader has only leadership involves intrinsically motivating and
one style she/he espouses, what happens when it inspiring workers through hope/faith in a vision of
doesn’t work? We live in an ever-changing world service to key stakeholders and a corporate culture
but any prediction today about leadership in the based on the values of altruistic love to produce
next 35 years or so is likely to be inaccurate as well a highly motivated, committed and productive
as incomplete (Sowcik, 2015). workforce (International Institute for Spiritual

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Leadership, 2013, para 1). visionary forms of leadership and followership.

The purpose of this article is to examine the Spiritual leadership is authenticated more from
characteristics of spiritual leadership and compare followers (Covrig, Ledesma & Gifford, 2013).
and contrast it to 5 other well-known and often used 7KH GH¿QLWLRQ DQG DSSOLFDWLRQ RI VSLULWXDO
styles of leadership, including Transformational, leadership include six behaviors that promote
Servant, Situational, Authoritarian, and Moral. spiritual practices in the workplace:
Skills, attitudes, behaviors, and tools necessary • Respect for others’ values
WR DSSO\ 6SLULWXDO OHDGHUVKLS HI¿FLHQWO\ DUH DOVR • Fair treatment
examined. Spiritual leadership allows for multiple • Expressing care and concern
leadership approaches designed to motivate and • Listening actively and responsively
inspire followers to promote positive results. • Showing appreciation for others’
Examples of spiritual leadership in action are contributions
provided to support its effectiveness. • 5HÀH[LYHSUDFWLFHVZKLFKLQFOXGHPDQDJLQJ

INTRODUCTION emotions. (Reave, 2005)

Spiritual leadership is intrinsic. Spiritual A Person’s Spirit
leaders are motivating and inspire workers through An individual’s spirit is viewed as a connection
a strong vision. The purpose of a spiritual leader between one’s soul and one’s values.
LV WR IXO¿OO ERWK IXQGDPHQWDO QHHGV DV ZHOO DV “A person’s spirit is the vital principle or
moral needs of their followers. Spiritual leadership animating force traditionally believed to be the
is founded upon a clear vision, an empowered LQWDQJLEOH OLIHDI¿UPLQJ IRUFH ZLWKLQ DOO KXPDQ
team, individual well-being, and commitment beings. It is a state of intimate relationship with
(International Institute for Spiritual Leadership, the inner self of higher values and morality as
2013, para 1). well as recognition of the truth of the inner nature
Spiritual leaders might also be associated of others” (International Institute for Spiritual
with transformational leaders since they promote Leadership, 2013, para 1).
intrinsic motivation, but also empower their teams Workspace Spirituality
WR PRGLI\ DFWLRQV DQG WKH HQYLURQPHQW WR UHÀHFW Workplace Spirituality can manifest itself in
the transfer of knowledge (What is Spiritual many forms. For this paper, we look at spirituality
Leadership, 2015). through the lens of valuing ethics and morals in
The biblical spiritual leader typically represents the workplace. Crucial spiritual values included in
a leadership style of servanthood (Grahn, 2011). a business framework include integrity, honesty,
The spiritual leader leads by example, as Jesus did, accountability, quality, cooperation, service,
who said He came to serve others, not to be served intuition, trustworthiness, respect, justice, and
E\WKHP 0DWWKHZ± 7KHVSLULWXDOOHDGHU service (McLaughlin, 2009). Many organizations
UHFRJQL]HVWKDWKHLV¿UVWDQGIRUHPRVWDVHUYDQW view the importance of the employee as highly as
Jesus modeled the true servant style of leadership, WKH YDOXH RI SUR¿WV 7KH\ VHH WKH WZR DV FULWLFDO
when He, the Lord incarnate, bent down and items that work hand in hand with the success of
washed the feet of His disciples, teaching them that the company.
the true measure of a leader is his willingness to Spirituality in a company is often revealed in the
¿UVWVHUYHRWKHUV -RKQ±  mission or vision statements. The Container Store
Spiritual leadership should not be confused has founding principles that place the employee as
with religious leadership, which is essential, but their number one asset. Principle one states, “One
also different from spiritual leadership as the latter great person is equal to three good people in terms
LVPRUHGLIIXVHDQGOHVVWLHGWRDQRI¿FLDOFDSDFLW\ of business productivity” (Container Store, 2017,
While a religious leader can manifest spiritual Para 5). The seven principles weave together the
leadership, a spiritual leader may not necessarily values of the company, all tied to their core belief
KDYH UHOLJLRXV OHDGHUVKLS LQ DQ\ RI¿FLDO FDSDFLW\ in valuing the employee as much as the customer.
Spiritual leadership, on the other hand, may receive Marketing Professor at SMU Ed Fox stated, “The
authentication through more charismatic and employee focus is a big part of its competitive

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Journal of Instructional Research | Volume 7 (2018) 82

advantage,” and the secret to the company’s success. Many theories of leadership can contribute
Southwest airlines include the value of the to the concept of spiritual leadership. Theories
employee in the mission statement. It states, such as transactional, transformational, ethical,
“We are committed to provide our Employees a servant, moral, situational, collaborative, authentic,
stable work environment with equal opportunity authoritarian, democratic, charismatic trait, and
for learning and personal growth” (Southwest, leadership grid. For the sake of this research,
2017, Para 2). The expectation at the airline is that the following theories will be focused on: Moral
employees who are cared for will provide the same leadership, transformational leadership, situational
care to passengers. This expectation has proven to leadership, authoritarian leadership, servant
be a successful plan because Southwest has rated leadership.
high in the J.D. Power airline study, won multiple Moral Leadership
awards, including USA Today best airline award, Moral leadership was founded by Plato’s
and ranked as one of the top places to work in 2015 question that continues to challenge leaders today:
by Forbes magazine. “whether people the world over share common
CEO Jim Goodnight of SAS said, “Treat ZDQWVDQGQHHGV´ DVFLWHGLQ%XUQVS 
employees like they make a difference and they The structure of moral leadership responds to the
will” (SAS, 2017, Para. #1). The company has a QHHGV DQG DVSLUDWLRQV RI FXOWXUH %XUQV  
QROD\RIISROLF\DQGJHQHURXVEHQH¿WWKDWVXSSRUW “Leadership is a process of morality to the degree
employees spiritual, emotional and physical that leaders engage with followers on the basis of
health. As reported recently in 60 minutes, the shared motives and values and goals-on the basis,
software company has low absenteeism and only that is, of the followers’ “true” needs as well as
 WXUQRYHU ZKLFK VDYHV WKHP  PLOOLRQ HDFK WKRVHRIOHDGHUV´ %XUQVS 7KXVPRUDO
year in training and recruitment (McLaughlin, leadership develops a shared value system that is
2009). The CEO’s attribute the company success based on a purpose and is shared as a covenant
GLUHFWO\WRWKHYDOXHRIWKHHPSOR\HHDQGWKH¿UP (Sergiovanni, as cited in Cawelti, 1990).
commitment they build in the company culture. %XUQV   VXSSRUWHG WKH QHHG IRU PRUDO
As recognized in the previous examples, leadership because “values can be the source
spiritual leadership includes “the recognition that of vital change” (p. 41). First, moral leadership
employees have an inner life that nourishes and is guides ethical principles and appeals to followers
nourished by meaningful work that takes place in with deeply held values such as justice. Leaders
the context of community” (Ashmos & Duncan, LQÀXHQFHYLVLRQVRIFKDQJHE\JDLQLQJWKHVXSSRUW
2000, p. 137). of followers with such cultural connections
LITERATURE REVIEW like justice and brotherhood. According to
Due to the gap in published data related to Sergiovanni (2004) covenantal relationships are
spiritual leadership, we conducted a literature the foundational pillars of collaborative cultures.
review to see the popularity of spiritual leadership. These relationships contain one’s spirit since they
The topic of spirituality is a growing trend. There are based on loyalty, purpose, commitment, and
were 72 books published on spirituality in the sentiment and include a mutual obligation between
workplace in the last 20 years, and 50% of those individuals (Sergiovanni, 2004). And, unlike legal
books were published between 2007 and 2012 documents or formal agreements, covenants are
-RKQVRQS 7KHUHZHUHDUWLFOHV the bindings of the spirit (Sergiovanni, 2004, p. 20).
published in social science journals between 1991 Transformational Leadership
DQG  EXW RQO\  RI WKRVH DUWLFOHV IRFXVHG 7UDQVIRUPDWLRQDO OHDGHUVKLS ZDV GH¿QHG E\
explicitly on spirituality in the workplace (Johnson, %XUQV  DVDPXWXDOSURFHVVRIHPSRZHUPHQW
 S   $URXQG  RI WKRVH SXEOLVKHG between leaders and followers. Leaders and
articles were published after the year 2000 followers are empowered through values, self-
(Johnson, 2012, p. 135). As posited by Johnson awareness, charismatic actions, and motivation
(2012), “Religion and spirituality overlap but are %XUQV   %XUQV VWDWHG WKH IRFXV RI
not identical” (p. 136). transformational leadership is on “end-values, such

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as liberty, justice, equality” (p.426). leadership in 1969. The style began as the life-
According to Covey (2004), the goal of cycle behavioral model and was later well known
transformational leadership is for individuals and as situational leadership (1996). Initially, the theory
organizations to make synergizing and everlasting started looking at parenting styles and how they
changes in the areas of mind, heart, vision, insights, were altered based on the developmental level
understanding, purpose, beliefs, principles, and of children. Then the theory was applied to the
values. Transformational leadership operates under workplace and how leaders changed their style
a shared value system that is grounded on purpose based on the developmental levels of employees.
and is agreed upon by the team (Cawelti, 1990). In Hersey, Blanchard, and Natemeyer (1979) realized
transformational leadership, every individual is “… the value of a leader’s ability to determine the
valued for his or her intrinsic worth” (Pai & Adler, needs of an employee and to adjust leadership
2001, p. 61). styles accordingly.
In the transformational leadership style, there A leader’s style is reliant on the level of
are three actions between leaders and followers: 1) competence and commitment of a worker and the
increase followers’ awareness of values 2) increase GLI¿FXOW\RIWKHWDVNEHLQJFDUULHGRXW$FFRUGLQJ
focus on the organization and its vision 3) improve WR %ODQFKDUG   WKH GHYHORSPHQWDO OHYHO RI
the ability to recognize higher order needs related the worker and the complexity of the job, a leader
to the purpose (www.transformationalleadership. would use one of the following leadership styles:
net, 2007). “Transforming leaders “raise” their 1) coaching, 2) directing, 3) delegating, and 4)
followers up through levels of morality” (Burns, VXSSRUWLQJ %ODQFKDUG ³$GDSW\RXUVW\OHWR
S  WKHLUGHYHORSPHQWDOOHYHO´ %ODQFKDUGS 
Bernard Bass was a supporter of Burns’ ideas Blanchard, Zigarmi, and Zigarmi (2013) stated
related to transformational leadership. Bass and that there are three critical skills needed to become
Riggio (2006) stated, a situational leader. A situational leader creates
FOHDUJRDOVXVLQJWKH60$57 VSHFL¿FPRWLYDWLQJ
Transformational leaders motivate others to
attainable, relevant, and trackable) method. A
do more than they originally intended and
situational leader analyses the developmental
often even more than they thought possible.
levels of workers and matches his/her leadership
They set more challenging expectations
style with the needs of the employee. Blanchard
and typically achieve higher performances.
  FUHDWHG IRXU GH¿QLWLRQV RI WKH OHDGHUVKLS
Transformational leaders also tend to have
styles and developmental levels of employees.
PRUH FRPPLWWHG DQG VDWLV¿HG IROORZHUV
7KH GH¿QLWLRQV DUH   &RDFKLQJ KLJKGLUHFWLYH
Moreover, transformational leaders
high supportive leader behavior, 2) Directing:
empower followers and pay attention
high-directive/low-supportive leader behavior, 3)
to their individual needs and personal
Delegating: low-supportive/low-directive leader
development, helping followers to develop
behavior, and 4) Supporting: high-supportive/low-
their own leadership potential. (p. 4)
directive behavior (p. 19).
Transformational leaders propose a clear vision Authoritarian Leadership
DQGFDQHVWDEOLVKDQGSULRULWL]HZHOOGH¿QHGYDOXHV
.XUW /HZLQ   GH¿QHG DXWKRULWDULDQ
within their organization (Cawelti, 1990). Burns
leadership as a style in which a leader maintains
 VWDWHGWKDWWKHUHLVDQHHGIRUYDOXHVEHFDXVH
maximum control over the environment. An
“values can be the source of vital change” (p. 41). A
authoritative leader exhibits an autocratic style
transformational leader can improve the vision and
and uses strict rules, guidelines, and negative
purpose of culture through the application of shared
consequences to keep control (Smith, 2016). In
YDOXHV %XUQV $GGLWLRQDOO\WUXVWLVFULWLFDO
an autocratic leadership style, the focus is on the
to transformational leadership because followers
performance rather than on people (Fiaz, Su, &
must be willing to accept the vision (Evans, 2005).
Ikram, 2017). Authoritarian leaders do not consult
Situational Leadership others when making decisions (Smith, 2016).
Hersey and Blanchard established situational According to Northouse (2015), authoritarian

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Journal of Instructional Research | Volume 7 (2018) 84

leaders believe that followers need direction. Fiaz, building community (p. 13-16). Listening, although
Su, and Ikram surmise that in an organization with often a forgotten skill, is an essential characteristic
an autocratic leadership style, there are rules and of a servant leader because listening is necessary
procedures in place to ensure that the job gets done. to cultivate the other skills (DeGraaf, Tilley, &
There are also transparent procedures for applying Neal, 2004). DeGraaf, Tilley, and Neal proposed
punishment and motivating with external rewards. that the characteristics of a servant-leader be
An autocratic style is often used in situations viewed as a “weaving, with each strand supporting
where there is a lack of knowledge and experience and shaping the others” (p. 162). A servant-leader
(Sandling, 2014). While authoritarian leadership is most effective when he can combine all ten
FDQ EH ³HI¿FLHQW DQG SURGXFWLYH´ LW FDQ DOVR characteristics (DeGraaf, Tilley, & Neal).
encourage “dependence, submissiveness, and loss Comparison of Styles
of individuality” (p. 90). There may be situations
“Both non-denominational spiritual practices
in which authoritarian leadership is more effective
and world religions all are fundamentally based on
than others. For example, authoritarian leadership
hope/faith in a vision of love and service of others”
is often used in the military. Authoritarian
(International Institute for Spiritual Leadership,
leadership may also be necessary for emergency
2013, para 5). Upon the review of moral leadership,
situations when individuals are not able to make
transformational leadership, situational leadership,
clear decisions on their own.
authoritarian leadership, servant leadership, it is
Servant Leadership apparent that there are components between these
5REHUW *UHHQOHDI ¿UVW FRQFHSWXDOL]HG VHUYDQW styles that contribute to the concept of spiritual
leadership in 1977. Servant leadership includes leadership. For example, when looking at each
the practice of a leader taking the on the role as a of these leadership styles, each leader exhibiting
VHUYDQW ¿UVW DQG OHDGLQJ E\ H[DPSOH *UHHQOHDI these styles promote honest actions, compassionate
2004). “At its core, servant-leadership is a long- UHÀHFWLRQDQGYDOXHDPRQJVWWKHLQGLYLGXDOVZLWKLQ
term, transformational approach to life and work – their environment. Every individual is “valued
in essence, a way of being – that as the potential for for his or her intrinsic worth” (Pai & Adler, 2001,
creating positive change throughout our society” p. 61). As Royeen (2012) noted, “When acting
(Spears, 2004, p. 12). from this reference, one operates not by rules and
A leader who exhibits a servant leadership regulations as much as by character traits, including
presents a paradigm shift from other leadership honesty, fairness, compassion, and generosity”
models since servant leaders focus on supporting SDUD ,QGLYLGXDOVGLVSOD\LQJRQHRUDOORIWKHVH
the development of employees rather than a leadership styles, recognize that there is a universal
more authoritarian approach, which includes standard of good that is tied to the general well-
PDLQWDLQLQJVLJQL¿FDQWFRQWURODQGJLYLQJRUGHUV being of their environment (Beckner, 2004).
“Serving well creates a chain reaction. A leader
BECOMING A SPIRITUAL LEADER
VHUYHV WKH HPSOR\HHV WKHQ WKH\ LQFUHDVH WKHLU
To become a spiritual leader, one must develop
commitment and quality of the job so that they can
and enhance some skills. These skills include self-
serve customers well, customers enjoy the service
awareness, self-esteem, communication, decision
and value the company, so both the reputation and
PDNLQJDQGSURPRWLQJKHDOWK\FRQÀLFW
SUR¿WVRIWKHFRPSDQ\VRDU´ 9LQRG 6XGKDNDU
Self-Awareness requires one to examine how
2011, p.463). Vinod and Sudhakar (2011) concluded
we see ourselves. We need to know how if we are
that components such as trust, motivation, and
coming across to others the way we think we are.
achievement were all positive outcomes of a servant
As evidenced in the literature review from this
leadership style.
article, self-awareness is a common thread among
Spears (2004) proposed that there are ten
leadership styles. One can develop self-awareness
characteristics of a servant-leader. 1) listening, 2)
in some ways.
empathy, 3) healing, 4) awareness, 5) persuasion,
 FRQFHSWXDOL]DWLRQ IRUHVLJKW VWHZDUGVKLS Intrapersonal Inspection
9) commitment to the growth of people, and 10) Intrapersonal Inspection means that we should

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pay attention to our feelings. It is essential to how self-awareness can enable one to adjust their
know, for example, when we feel happy, sad, bored, message so that it is received in the way that it is
angry, or depressed. If one has self-awareness, intended. Spiritual leaders can be aware of how they
then they can be aware of what she/he is feeling come across to others (http://iispiritualleadership.
and communicating to others nonverbally. We com/spiritual-leadership/, 2015).
may try to mask these feelings but may fail to do Feedback
so. Others may pick up on the nonverbal leakage We can ask for feedback from others about
from our facial expression, body movement, or how they see us coming across. Personal coaches,
paralanguage. Nonverbal leakage occurs when trusted colleagues, and friends are likely sources.
we try to hide our true feelings but fail to do so. It is best to ask several people for feedback to get
%UDVKHQ   6LQFH VSLULWXDO OHDGHUV UHO\ RQ a more composite picture. Feedback allows us to
charisma and vision (Covrig, Ledesma, & Gifford, EXLOG D SUR¿OH RI RXU FRPPXQLFDWLRQ VNLOOV DQG
2013), it is crucial for the leader to be congruent IURPWKLVSUR¿OHZHFDQWKHQPDNHDGMXVWPHQWVLQ
with verbal and nonverbal communication so that both attitude and behavior as needed.
the receiver of the message is not confused. Failure
to be congruent may result in a mixed signal or Self-Assessment
contradictory message. Self-assessment tests are designed to encourage
the one being assessed to objectively look at herself/
Watching Others
KLPVHOIDQGEXLOGDSUR¿OHRIWKHLUDZDUHQHVV,I
We can learn much about how we come across we are willing to answer assessment questions as
to others by looking at others and how they respond accurately as possible, we are then able to gain
to our messages. For example, if one is angry and more insight into how we are coming across to
attempts to hide it, she/he may greet someone with others.
positive words, but the nonverbal behaviors on the
part of the sender would likely communicate anger. Communication
The receiver of the message may pick up on the Effective communication is a necessary
anger expressed nonverbally and respond with less component of spiritual leadership since leaders
enthusiasm than the sender of the message would must clearly and concisely link visions, ideas,
expect. If the message sender is aware of feeling goals, and objectives. Effective communication
anger, she/he might attempt to share their true starts with a foundation of trust (Tardanico, 2012).
feelings or at the very least to let the other person Effective communicators also understand how to
know that she/he is having a challenging day. inspire a shared vision, challenge processes, enable
One of our authors had the experience of others to act, and encourage the heart (Avolio et
attending a communication conference. He had DO.RX]HV 3RVQHUS 6SLULWXDO
missed a crucial session he had eagerly anticipated leaders are effective communicators since they must
and was very frustrated. While walking through actively listen, clearly deliver ideas, and motivate
the lobby, he encountered a woman with a very RWKHUVWRIXO¿OOWKHRUJDQL]DWLRQDOJRDOVDQGYDOXHV
big scowl on her face and looking down while within the culture (http://iispiritualleadership.com/
ZDONLQJ  7KLV DXWKRU DW ¿UVW JODQFH WKRXJKW WR spiritual-leadership/, 2015).
avoid this woman but then decided to approach her Decision Making
in a friendly way and ask her how she liked the Making decisions as a spiritual leader requires a
conference. He was able to put his negativity aside different approach than traditional leadership styles.
and was able not to personalize her negativity. A spiritual leadership contemplates the outcomes of
Instead, he smiled and walked up to her and asked decisions on the employees as a team, individuals,
her how she was enjoying the conference. She and the impact on the business. The approach is
looked up and smiled back and confessed that she a balancing act to ensure human resources and
had misplaced her program and was very unhappy. needs are addressed while still meeting the needs
This author shared his program with the woman. of the business. “Spiritual leaders aim to foster
and a lively and very positive conversation about efforts by underlining the conviction, trust, and
the conference followed. This example shows the importance of a task for business performance,

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Journal of Instructional Research | Volume 7 (2018) 86

while traditional motivation policies rely more ample time to make a decision or a quick decision
on the stimulation of intelligence, rationality, and LVUHTXLUHGÀH[LELOLW\LVEXLOWLQWRGHFLVLRQPDNLQJ
problem-solving” (Boorom, 2009, p. 54). The As a result, the spiritual leader has an extensive
spiritual leader takes an integrative approach when toolkit as a resource for making the best choices.
making decisions to ensure there is balance in the 3URPRWLQJ+HDOWK\&RQÀLFW
organization.
&RQÀLFW LV ERWK QDWXUDO DQG LQHYLWDEOH  7KH
When spiritual leaders make decisions based
PDQQHU LQ ZKLFK ZH KDQGOH FRQÀLFW GHWHUPLQHV
on the importance of the task for the business
the quality of relationships we have with people.
performance they still must utilize effective
6SLULWXDO OHDGHUV PXVW PDVWHU FRQÀLFW EHFDXVH QR
communication skills so that their message is
heard and understood by their team. The decisions workplace is without it. Self-awareness is paramount
made are not always going to be popular, but the WR PDQDJLQJ FRQÀLFW  6HOIDZDUHQHVV OHDGV WR
spiritual leader makes the best decision she/he can self-understanding which in turn promotes self-
for the organization while listening and factoring DFFHSWDQFH DQG SRWHQWLDO FKDQJH %UDVKHQ 
in feedback from others. The spiritual leader has The spiritual leader is driven by her/his vision
the self-esteem to make a decision that might not and is bounded by a strong moral compass. The
resonate for all. Utilizing their ability to build trust, spiritual leader uses their self-awareness and self-
the spiritual leader can promote a decision and at acceptance to take feedback and depersonalize it.
the same time be sensitive to the impact it has on The spiritual leader is not afraid to stay the course
others. President John F. Kennedy demonstrated in any decision, but at the same time is aware and
spiritual leadership during the Cuban Missile FRQ¿GHQWHQRXJKWRFRQVLGHUQHZLQIRUPDWLRQDQG
Crisis in 1962. He absented himself from a critical perhaps alter the decision.
meeting to identify strategies to face the crisis Three qualities are necessary for the spiritual
UHDVRQLQJWKDWKLVSUHVHQFHPLJKWXQGXO\LQÀXHQFH OHDGHUWRKDQGOHFRQÀLFWHI¿FLHQWO\7KHVHLQFOXGH
his team. He wanted their input so that he could openness, listening, and resilience (Meinert, 2017).
balance that with his preference. He also assigned Often it is not what is said as much as how it is
the role of “critical evaluator” to each team member said. Self-awareness allows the spiritual leader to
so that they could explore both the advantages and have insight into messages sent to followers. The
disadvantages of any plan (Janis,1971). openness is characterized by sharing information
Sometimes decisions must be made quickly. If and feelings honestly and respectfully. Listening
you were a soccer goalie and a penalty kick have builds trust since others feel heard. The spiritual
EHHQDZDUGHGWRWKHRWKHUWHDP\RXZRXOGQ¶WKDYH leader hears the message of others, processes it,
time to do a thorough analysis of the tendency of let’s the sender of the message know she/he has
the striker and the percentages of times the kick heard them, and then and only then responds
was high, low, to the left, or to the right. You would %UDVKHQ   5HVLOLHQFH LV LPSRUWDQW DV LW
have to rely on your experience and intuition at allows the spiritual leader to stay the course when
the moment. In the same way that we can teach a decision has been made and input considered.
ourselves to think in a logical and organized In 1966, Muhammed Ali demonstrated spiritual
manner, we can also teach ourselves to make better leadership by remaining resilient in his beliefs when
VQDS MXGJPHQWV *ODGZHOO    7DNLQJ ¿UVW he refused induction into the U.S. Army during the
impressions seriously requires the self-awareness height of the Vietnam war for moral and religious
and self-esteem to accept the fact that sometimes reasons. He had been one of the most charismatic
we know more about someone or something ¿JXUHVLQER[LQJDQGZDVIROORZHGE\PDQ\+LV
instantaneously that we do after an extended period decision at the time demonstrated openness and
of study (Gladwell, 2005). Even thinkers that rely resilience at a huge cost to himself. He lost 3 ½
heavily on logic make quick, intuitive decisions in years of his prime boxing career and potential jail
navigating through life (Reynolds, 2014). time sticking to his beliefs (Calamur, 2016).
The spiritual leader uses both logic and $QRWKHUNH\WRVSLULWXDOOHDGHUVKLSLVÀH[LELOLW\
intuition in making decisions and is not limited to a The spiritual leader can use different styles during a
particular decision-making style. Whether there is FRQÀLFW7KH7KRPDV.LOPDQFRQÀLFWDVVHVVPHQW

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is a tool that helps the participant understand which

style they use most and what is the most appropriate
style to use in any given situation (Thomas, 1992).
SUMMARY AND IMPLICATIONS
A leader with the ability to use numerous
approaches to leadership united with inspiration
and motivation has the best chance to be effective
and endure the many challenges the workplace
may face. One style of leadership that lets leaders
HPSOR\DYDULHW\RIDSSURDFKHVWRLQÀXHQFHRWKHUV
for positive and humane outcomes is spiritual
leadership. There are aspects and skills of spiritual
leadership that discriminate it from other styles.
Spiritual leadership encompasses motivating and
inspiring workers through hope/faith in a vision of
service to key employees and a corporate culture
based on the values of altruistic love to produce
a highly motivated, committed and productive
workforce (International Institute for Spiritual
Leadership, 2013, para 1).
We have compared and contrasted various
leadership styles and discussed how spiritual
leadership consists of key elements drawn from
other styles. Examples of popular world leaders
were offered as a benchmark for achievement. A
guide to becoming a spiritual leader was presented
along with a review of key skills that one must
develop. These skills include self-awareness, self-
esteem, communication, decision making, and
SURPRWLQJKHDOWK\FRQÀLFW

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Journal of Instructional Research | Volume 7 (2018) 88

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