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Evaluating Spiritual Leadership Coherence at a Professional Services Company as a Way to Drive Connectedness and Well-Being in Organizations

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  • Danny Sandra

    (University of Antwerp)

Abstract

In these challenging times, connectedness has become more necessary than ever before. Meanwhile, research in organizations highlighted the importance of entrainment, a process of synchronizing rhythms over time that drives connectedness within, between, and across rhythmic activities. It is also suggested that an inner life and spiritual leadership coherence can play a key role in this process, out of which spiritual well-being emerges. The purpose of this study is to evaluate the conditions for entrainment through the revised model of spiritual leadership at a professional services company that employs multiple teams simultaneously, as presented by Sandra & Nandram (Journal of Management, Spirituality & Religion 17(4):316–332, 2020). It verifies if inner life and spiritual leadership coherence are jointly sufficient to foster the emergence of spiritual well-being, both at the individual and at the group level. Next, it seeks to understand how teams differ on these variables. To generate a more holistic insight, it uses an explanatory sequential research design as mixed methods approach, integrating and comparing quantitative data from eighty-six participants across fourteen teams with qualitative data from five team leaders. The findings support that inner life and spiritual leadership coherence can be usefully deployed in a consistent way to understand the emergence of spiritual well-being through entrainment. It further supports that developing personal spiritual leadership directly influences the level of spiritual leadership of the group to which the individual belongs. Finally, better performing teams pay more attention to inner life practices, while taking care of their team members.

Suggested Citation

  • Danny Sandra, 2022. "Evaluating Spiritual Leadership Coherence at a Professional Services Company as a Way to Drive Connectedness and Well-Being in Organizations," Humanistic Management Journal, Springer, vol. 7(3), pages 441-468, December.
    • Handle: RePEc:spr:humman:v:7:y:2022:i:3:d:10.1007_s41463-022-00140-6
    DOI: 10.1007/s41463-022-00140-6
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    References listed on IDEAS

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    1. Liliana Pérez-Nordtvedt & G. Tyge Payne & Jeremy C. Short & Ben L. Kedia, 2008. "An Entrainment-Based Model of Temporal Organizational Fit, Misfit, and Performance," Organization Science, INFORMS, vol. 19(5), pages 785-801, October.
    2. Dibrell, Clay & Fairclough, Samantha & Davis, Peter S., 2015. "The impact of external and internal entrainment on firm innovativeness: A test of moderation," Journal of Business Research, Elsevier, vol. 68(1), pages 19-26.
    3. Louis W. Fry & Eleftheria Egel, 2021. "Global Leadership for Sustainability," Sustainability, MDPI, vol. 13(11), pages 1-25, June.
    4. Khavul, Susanna & Pérez-Nordtvedt, Liliana & Wood, Eric, 2010. "Organizational entrainment and international new ventures from emerging markets," Journal of Business Venturing, Elsevier, vol. 25(1), pages 104-119, January.
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