This page has only limited features, please log in for full access.
Given the social and environmental challenges facing all organizations, there is a need for new leadership models, methods, and tools for implementing organizational change for sustainable development. Toward that end, we review current approaches to leadership for sustainability in terms of their conceptual frameworks and extant research, which all advocate a balanced stakeholder approach to leadership to address the social and environmental issues related to sustainability and sustainable development. Then, drawing from spiritual and being-centered leadership theories, we offer a model of Global Leadership for Sustainability (GLfS) that incorporates and extends the conceptual domain beyond current approaches to leadership for sustainability. In doing so we propose that spirituality, through the qualities of self-transcendence and interconnectedness, is critical for sustainability and is foundational for GLfS. We also emphasize the importance of cultivating a Global Mindset for Sustainability, which incorporates two ethical principles—an ethic of remote moral responsibility and an ethic of care and compassion. As a result, global leaders for sustainability become more committed to moving beyond satisfying stakeholders’ demands for economic returns, toward a more sustainable, triple bottom line, balanced approach. Finally, we discuss implications for theory, research, and practice of GLfS.
Louis Fry; Eleftheria Egel. Global Leadership for Sustainability. Sustainability 2021, 13, 6360 .
AMA StyleLouis Fry, Eleftheria Egel. Global Leadership for Sustainability. Sustainability. 2021; 13 (11):6360.
Chicago/Turabian StyleLouis Fry; Eleftheria Egel. 2021. "Global Leadership for Sustainability." Sustainability 13, no. 11: 6360.
The purpose of this piece is to offer a sense of Andre Delbecq as the pioneering founder of management, spirituality, and religion (MSR) as a field of scholarly inquiry. In his unique way, André, informed by his solid knowledge of organizational processes and his Christian faith, integrated spirituality into his teaching and scholarship. First I offer an overview of his early career roots which laid the foundation for this work and the impetus for his work on MSR, which defined the later years of his long and distinguished career. Then I review the context and motivations that led to his offering a seminar on Spirituality for Organizational Leadership, from which evolved what he saw as successful strategies for MSR scholarship and teaching. Next, comes an overview of his view of the fundamental role MSR should play in organizational design and culture, with an emphasis on teamwork and decision-making. Following this is an exploration of his groundbreaking work on leadership formation with a focus on the spiritual journey, discernment, and humility as an offset to hubris. Finally his thoughts concerning “Where do we go from here’ are offered.
Louis W. Fry. The numinosity of soul: Andre Delbecq’s legacy for MSR. Journal of Management, Spirituality & Religion 2019, 17, 5 -21.
AMA StyleLouis W. Fry. The numinosity of soul: Andre Delbecq’s legacy for MSR. Journal of Management, Spirituality & Religion. 2019; 17 (1):5-21.
Chicago/Turabian StyleLouis W. Fry. 2019. "The numinosity of soul: Andre Delbecq’s legacy for MSR." Journal of Management, Spirituality & Religion 17, no. 1: 5-21.
Perhaps the greatest challenge facing today’s global leaders is the need to address the demand for a new strategic business orientation that effectively perceives the nature of complex markets and maximizes global business opportunities. This has given rise to the call for cultivating a global mindset (GM) as a foundation for global leadership. In this chapter we introduce a process for cultivating a GM based on a theory of Being-centered leadership that proposes multiple levels of being as a context for effective global leadership. First, we explore the concept of global mindset and focus on a classification of its core properties. Second, we review the theory of Being-centered leadership, which incorporates five levels of knowing and being, and argue that it is only when a leader commits to the spiritual journey inherent in these levels that self-awareness and other-awareness become manifest, which we propose is essential for GM cultivation. Next, we illustrate how a model of spiritual leadership can facilitate cultivation of a GM and global leadership. Finally, we discuss the implications for global mindset and leadership research and practice.
Eleftheria Egel; Louis W. Fry. Cultivating a Global Mindset Through “Being-Centered” Leadership. Handbook of Personal and Organizational Transformation 2018, 981 -1000.
AMA StyleEleftheria Egel, Louis W. Fry. Cultivating a Global Mindset Through “Being-Centered” Leadership. Handbook of Personal and Organizational Transformation. 2018; ():981-1000.
Chicago/Turabian StyleEleftheria Egel; Louis W. Fry. 2018. "Cultivating a Global Mindset Through “Being-Centered” Leadership." Handbook of Personal and Organizational Transformation , no. : 981-1000.
Louis W. Fry. Spiritual Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance 2018, 5731 -5736.
AMA StyleLouis W. Fry. Spiritual Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance. 2018; ():5731-5736.
Chicago/Turabian StyleLouis W. Fry. 2018. "Spiritual Leadership." Global Encyclopedia of Public Administration, Public Policy, and Governance , no. : 5731-5736.
Western-based models dominate leadership research and practice, although a consensus is emerging that new theories and models are needed to foster cross-cultural understanding and rapprochement. This holds not only for global organizations that employ workers from different cultures but also for public and private organizations whose cultures and employees are grounded in and embrace religious beliefs and practices as central to their work. This article addresses these issues, drawing from spiritual leadership theory and Islamic religious tenets, and performing a theoretical transposition of the components of the spiritual leadership model into a model of Islamic leadership more appropriate for Islamic organizations and organizations employing Muslim workers. Implications for future theory building, research, and practice are discussed.
Eleftheria Egel; Louis W. Fry. Spiritual Leadership as a Model for Islamic Leadership. Public Integrity 2016, 19, 77 -95.
AMA StyleEleftheria Egel, Louis W. Fry. Spiritual Leadership as a Model for Islamic Leadership. Public Integrity. 2016; 19 (1):77-95.
Chicago/Turabian StyleEleftheria Egel; Louis W. Fry. 2016. "Spiritual Leadership as a Model for Islamic Leadership." Public Integrity 19, no. 1: 77-95.
Spiritual Leadership; Leadership; Public Administration; Workplace Spirituality; Public Service Given an environment of seemingly unending crisis, the search for new models for effective leadership in the public sphere has never been more urgent. Cycles of domestic and global recession, international debt crises, multiple armed conflicts, and national and global disasters each challenge the leadership skills of public administrators. Often this calls for continuously improving processes, programs, and partnerships on a very tight budget as well creating, caring, service-oriented cultures for both public servants and citizens. Each of these challenges is a monumental task in and of itself and underscores the importance of identifying and understanding what constitutes effective leadership in public administration (Kellis and Ran 2013; Viagoda-Gadot and Beeri 2012). Even in the midst of increasing uncertainty and chaos, there is still debate concerning the appropriate r ...
Louis W. Fry. Spiritual Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance 2016, 1 -6.
AMA StyleLouis W. Fry. Spiritual Leadership. Global Encyclopedia of Public Administration, Public Policy, and Governance. 2016; ():1-6.
Chicago/Turabian StyleLouis W. Fry. 2016. "Spiritual Leadership." Global Encyclopedia of Public Administration, Public Policy, and Governance , no. : 1-6.
The growing influence of Islam in the global scene and the controversy that surrounds Islam in its expressions of life whether religious, political or civil urge for a better understanding of the Islamic religion and its messages. In business, the Muslim population do not embrace the Western practice of separating religion from government and secular organizational behavior, but rather hold to the belief that all daily activity, organizational and otherwise, should be grounded in Islamic tenets stemming from the Islamic primary sources, the Qur’an and the Sunnah. The purpose of this panel symposium is to shed light on one aspect of business, on Islamic Leadership. Specifically, this panel symposium aims at engaging a group of panelists in a formal, moderated, interactive discussion of (1) Principles of Islamic leadership (2) Research on Islamic leadership (3) Practice of Islamic leadership.
Rafik Beekun; Eleftheria Egel; Louis W. (Jody) Fry; Zahir I Latheef; Jawad Shah. Islamic Leadership: Linking Theory and Research with Practice. Academy of Management Proceedings 2015, 2015, 15189 -15189.
AMA StyleRafik Beekun, Eleftheria Egel, Louis W. (Jody) Fry, Zahir I Latheef, Jawad Shah. Islamic Leadership: Linking Theory and Research with Practice. Academy of Management Proceedings. 2015; 2015 (1):15189-15189.
Chicago/Turabian StyleRafik Beekun; Eleftheria Egel; Louis W. (Jody) Fry; Zahir I Latheef; Jawad Shah. 2015. "Islamic Leadership: Linking Theory and Research with Practice." Academy of Management Proceedings 2015, no. 1: 15189-15189.
The purpose of this paper is to explore the Spiritual Leadership Model (SLM) and its impact on team creativity. We argue that the SLM is a predictor of team creativity through the mediation effects of team-goal orientation, safe relational context, and information exchange. First, we define team creativity as the confluence of individual creativities of its group members and social influences resulting from their interaction. Secondly, we give an overview of the SLM. Third we identify three predictors of team creativity. Next, we explore the basic proposition that the relationship between the spiritual leadership model and team creativity is mediated by team-goal orientation, safe relational context and team information exchange by offering four hypotheses that specify the calling and membership components of the SLM as central to the mediated relationship. Finally, we discuss implications for theory as well as limitations and future research directions.
Eleftheria Egel; Louis W. (Jody) Fry. Impact of Spiritual Leadership on Team Creativity. Academy of Management Proceedings 2015, 2015, 13237 -13237.
AMA StyleEleftheria Egel, Louis W. (Jody) Fry. Impact of Spiritual Leadership on Team Creativity. Academy of Management Proceedings. 2015; 2015 (1):13237-13237.
Chicago/Turabian StyleEleftheria Egel; Louis W. (Jody) Fry. 2015. "Impact of Spiritual Leadership on Team Creativity." Academy of Management Proceedings 2015, no. 1: 13237-13237.