New Horizons in Positive Leadership and Change (eBook)

Preface 6
Contents 8
About the Editors 10
About the Contributing Authors 15
1: Anatomy of Positive Leadership: Authentic, Principled and Service Oriented 26
Introduction 27
Leadership Research in the Twentieth Century 27
Spiritual Leadership: Theory and Practice 28
Authentic Leadership 30
Servant Leadership 32
Gandhi: An Exemplar of Authentic and Servant Leadership 34
The Buddha and a Homeless Man 34
Humility: The Touchstone of Positive Leadership 36
Humility, Learning, and Leading from the Behind! 37
The Art of Humility: Thinking of Yourself, Less! 38
No Humility: Only Different Shades of Pride?! 38
Humility the Heart of Learning and Leadership? 40
Gandhi: On Humility as a Key Leadership Virtue! 40
Concluding Thoughts 42
2: Awakened Leaders and Conscious Followers: Leading Mindful Change 44
Introduction 45
Awakened Leadership 45
Conscious Followers 47
Mindful Change 50
Featured Case in Point: Geoffrey Canada 52
References 56
3: Servant Leadership and Change: A Review of the Literature 58
Introduction 59
Servant Leadership and Change 59
Servant Leadership’s Religious Roots 60
Methodology 60
Conceptual Framework: Servant Leadership and Change 61
Servant Leader’s Change Management Skills 64
Servant Leader’s Trust-Building Behaviors 67
Foundational Servant Follower Behaviors and Attributes 70
Change Foundational Constituent Elements, Foundational Affective States, and Employee Well Being and Trust 70
Employee Change Dependent Variables 74
Conclusion and Future Research Recommendations 75
Appendix 81
References 82
4: Servant Leadership as a Pathway to a Sustainable Future 90
Introduction 91
Sustainability 91
Leadership for Sustainability 93
Servant Leadership 94
Potential Leadership Styles for Sustainability 96
Servant Leadership for Sustainability Leadership 98
Discussion 100
Examples of Sustainability Servant Leaders 102
Conclusion 103
References 105
5: Overcoming the Blind Spot of Positive Leadership: Authenticity Amidst Change 108
Introduction 108
History of Positive Leadership, Strengths Theory, and Positive Organizational Behavior 109
Positive Leadership and Positive Psychology 109
Strengths Theory 110
Positive Organizational Behavior 110
Blind Spot of Positive Leadership 111
Biased Labeling of Positivity and Negativity in Relation to Change 111
Failure to Recognize the Unity of Positive and Negative 115
Coping Mechanism: Authenticity Amidst Change 116
Two Stories 119
The “Penguin” Story 119
The “Old Man Lost His Horse” Story 119
The Hegel’s Approach in the Western Tradition 121
The “Yin-Yang Transformation” Approach in the Eastern Tradition 121
Conclusion 123
References 125
6: Organizational Spiritual Maturity: A Goal of Positive Leaders and Direction for Change 127
Introduction 128
Organizational Spiritual Maturity (OSM) 129
Definition 130
Qualities of Spiritually Mature Organizations 131
Love 132
Wisdom 133
Integrity 135
Purpose for the Common Good 136
Continual Evolution 137
Spiritually Mature Leadership and Management Approaches 138
Distinguishing Spiritually Mature Leaders, Positive Leaders, and Spiritual Leaders 140
Discussion 141
Conclusion 143
References 144
7: Building Relational Bridges: The Inclusive Spirit of Servant-Leadership 150
Introduction 151
Who Is Robert K. Greenleaf? 152
The Servant as Leader Idea 152
What Is Servant-Leadership? 153
Characteristics of the Servant-Leader 153
The Universal Resonance of Servant-Leadership with Various Wisdom Traditions 156
Homeboy Industries: A Servant-Led Case Study of Inclusion and Kinship 158
Putting Your Arms Around People at the Penske Corporation 160
Conclusion 162
References 163
8: Spirituality, Success, and Happiness: Implications for Leadership in Business 166
Introduction 167
Spirituality and Happiness 169
Success and Spirituality 173
Implications for Business Management 174
Conclusion 178
References 179
9: Values-Based Leadership: Exploring Exemplary Approaches 181
Background 182
Establishing Parameters 183
Ethical Leadership Commonalities 183
Leadership Theories 184
Spirituality and Leadership 184
Faith-Based Leadership 185
Religious Leadership 186
Authentic Leadership 186
Servant Leadership 187
Sustainability Leadership 188
Diversity and Leadership 190
Moral Leadership 190
Representative Leadership 191
Leadership on the Battlefield 192
Conclusion 193
References 194
10: Leading Positive Change 196
Introduction 197
Resisting Change 198
Dealing with Resistance 199
Strategies in Creating a Culture of Change 200
Acting as a Change Agent 202
Guiding Principles for Leading Change 203
Kotter’s Eight Accelerators to Change (Kotter, 2016) 204
Keys to Leading Positive Change 207
References 208
11: Creative Minds of Leaders in Psychobiographical Perspectives: Exploring the Life and Work of Christiaan Barnard and Angela Merkel 210
Introduction 211
The WICS Model of Robert Sternberg 212
Methodology 213
Creativity and Leadership in Barnard’s Career 214
Creativity and Leadership in Merkel’s Career 217
Conclusion 222
Recommendations for Theory and Practice 222
References 223
12: Finding the Key to Positive Leadership: Applying Virtue Ethics and Inclusivity 227
Introduction 228
Problem Statement 230
Virtuous Ethics 230
Back to the Future: Cultivation of Virtue, the Science of Happiness 230
Positive Psychology 232
Positive Emotions 233
Attachment Theory 234
Inclusive Leadership 236
Inclusive Leadership Theory 238
Connecting Inclusivity, Virtue, and Flow with Positive Leadership 240
Conclusion 243
References 244
13: Mindfulness and Spirituality: An Enhanced Leadership Perspective 248
Introduction 249
Leadership 251
Leadership Research 251
Definitions of Leadership 251
Theories of Leadership 252
Contingency Theory 252
Path Goal Theory 252
Charismatic Theory 253
Transformational Theory 253
Role of Leadership 253
Leadership in This Research 254
Mindfulness 254
Definitions of Mindfulness 254
Role and Manifestations of Mindfulness in a Leadership Context 255
Spirituality 255
Role and Manifestations of Spirituality in a Leadership Context 255
Role and Manifestations of Mindfulness in Spirituality 256
Mindfulness + Spirituality: A New Leadership Paradigm 259
Conclusion 260
Implications for Research 261
Implications for Practice 261
Limitations 261
References 262
14: Improving Engagement During Times of Change 268
Introduction 269
The Challenge of Organizational Change 269
Establishing a Model for Work Meaningfulness, Engagement, and Successful Organizational Outcomes 270
Defining Work Meaningfulness 270
Creating Meaningful Work 271
Work Meaningfulness Impact on Engagement 272
Engagement Drives Performance 273
Summarizing: Why Work Meaningfulness Matters in Organizational Change 274
Appreciative Inquiry as an Approach to Enhanced Work Meaningfulness, Engagement, and Organizational Outcomes 274
Case Study: Gridmax Energy’s Approach to Change 275
Gridmax Case Overview 275
Gridmax Planning 275
Gridmax AI Summit 276
Measuring Work Meaningfulness 276
Gridmax Results 277
Discussion: Exploring How Appreciative Inquiry Supports the Creation of Work Meaningfulness 278
Connecting Reality to Aspirations 278
Supporting Mindfulness 278
Creating Energy 279
Unlocking New Solutions 279
Creating a Shared Vision and Strengthening Coworker Relationships 279
Creating Greater Voice, Empowerment, and Commitment 279
Improving Performance 280
Implications for Practice and Research 281
References 282
15: Collaborative and Spiritual Inquiry: Positive Leadership in Organizational Change and Higher Education 287
Introduction 288
Positive Leadership 289
Positive Leadership and Eastern Philosophies 294
Endarkened Feminist Epistemology and Leadership 295
Conclusion 297
References 299
16: Intercultural Leadership: An Indigenous Perspective in a Multicultural World 302
Introduction 303
Culture and Leadership 304
Indigenous Peoples 310
Indigenous Leadership 311
Yucatec Maya Leadership 313
Intercultural Leadership Revisited 319
References 322
17: Transforming Shame in the Workplace, Leadership and Organisation: Contributions of Positive Psychology Movements to the Discourse 329
Introduction 329
Shame in the Workplace 331
Shame, Leadership and the Organisation 332
The Movement from Positive Psychology (1.0) to the Second Wave of Positive Psychology (2.0) 333
Shame in the Workplace Within the Positive Psychology Frameworks (1.0 and 2.0) 334
Shame and Virtue 336
Shame and Meaning 337
Shame and Resilience 337
Shame and Well-Being 337
Conclusions on Transforming Shame in Leadership and Organisations 338
Recommendations for Transforming Shame in Workplace Health and Well-Being 340
References 343
18: Developing Positive Leadership Through Literature: Towards a Human-Centric Model of Leadership and Management 348
Introduction 349
Positive Leadership 350
Significance of Positive Psychology and Positive Deviance 351
Positive, Spiritual and Servant Leadership 353
The Role of Literary Texts in Positive Leadership 355
The Noble Bases of Positive Leadership 358
Conclusion 360
References 361
19: The Discerning Capacity of Generative Leaders: Achieving Success Flowing with Synchronicity Moments 364
Introduction 365
Aggregating Concepts 365
Generative Leading 365
Integrated Leading 366
Spiritual Intelligence and Discerning 366
Synchronicity 367
Introduction to the Research and Methodology 367
Findings 369
Synchronicity Patterns 369
Synchronicity Purposes 370
Synchronicity Categories 372
Themes in the Narratives 373
Research Questions 374
Conclusion 379
References 380
20: Authentic Leadership: Leading with Purpose, Meaning and Core Values 383
Introduction 384
From Leading to Leading Authentically 385
The Meaning of Authentic Leadership 386
Purpose in Leadership 388
Leadership and the Quest for Meaning (Meaningful Leadership) 388
Transmitting Core Values 390
Final Considerations 392
References 393
21: New Horizons in Transformational Leadership: A Ved?ntic Perspective on Values-Based Leadership 395
Introduction 396
Four Universal Goals of Life 396
Evaluation of Experience Regarding Four Pursuits 397
Revolutionary Teachings of Ved?nta: Ontology and Epistemology 397
Advaita Ved?nta and Self-Knowledge 399
Transformational Leadership and Its Variants 401
Authentic Leadership 403
Ethical Leadership 404
Spiritual Leadership 404
Servant Leadership 404
Responsible Leadership 405
Eupsychia Leaders 405
Lessons of Ved?nta in Context of Transformational Leadership 406
Attachment: Source of Bondage 412
Swami Vivekananda on Leadership 412
Mahatma Gandhi and Leadership 414
Gandhi and the Value of Values in Leadership 415
Authenticity and Transparency 415
Harmlessness or Nonviolence 417
Truth 417
Humility 418
Self-Discipline 418
Selfless Service 418
Gandhi’s Talisman 419
Case Study of Metro Man Dr. E Sreedharan: Leading with Human Values 420
Conclusion 422
References 423
Index 427