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

James J. Q. Low and Oluremi B. Ayoko ()
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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

Journal of Business Ethics, 2020, vol. 161, issue 3, No 2, 513-530

Abstract: 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.

Keywords: Spiritual leader/leadership development; Religion-based organizations and qualitative (search for similar items in EconPapers)
Date: 2020
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DOI: 10.1007/s10551-018-3954-7

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