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The Emergence of Spiritual Leader and Leadership in Religion-Based Organizations

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  • James J. Q. Low

    (UQ Business School, The University of Queensland)

  • Oluremi B. Ayoko

    (UQ Business School, The University of Queensland)

Abstract

In the present research, we qualitatively document the process by which spiritual leader and leadership emerge in religion-based organizations. Data from 26 participants in three religion-based organizations revealed three cardinal themes that depict (1) the development of spiritual leader (e.g., embodiment of a spiritual leaderspiritual lifestyle; inspiration) and spiritual leadership (e.g., follower-based leadership), (2) the process of developing a spiritual leader (e.g., interest/calling, personal experiences) and spiritual leadership (e.g., appointment; training), and (3) outcomes of spiritual leader and leadership development (i.e., personal, follower and organizational growth). Based on the results, we propose a model that depicts the phases involved in the development of spiritual leader/leadership in the religion-based workplace. These phases are proposed to impact the outcomes for the leader, followers, and the organization. The implications of our results are discussed.

Suggested Citation

  • James J. Q. Low & Oluremi B. Ayoko, 2020. "The Emergence of Spiritual Leader and Leadership in Religion-Based Organizations," Journal of Business Ethics, Springer, vol. 161(3), pages 513-530, January.
    • Handle: RePEc:kap:jbuset:v:161:y:2020:i:3:d:10.1007_s10551-018-3954-7
    DOI: 10.1007/s10551-018-3954-7
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    References listed on IDEAS

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    1. Lora Reed & Deborah Vidaver-Cohen & Scott Colwell, 2011. "Erratum to: A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research," Journal of Business Ethics, Springer, vol. 101(3), pages 507-508, July.
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    Cited by:

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