The "good" and the "bad" of spiritual leadership

Sukumarakurup Krishnakumar; Jeffery D. Houghton; Christopher Neck; Christopher N. Ellison

doi:10.1080/14766086.2014.886518

The "good" and the "bad" of spiritual leadership

Sukumarakurup Krishnakumar, Jeffery D. Houghton, Christopher Neck, Christopher N. Ellison

Management and Entrepreneurship

Research output: Contribution to journal › Article › peer-review

50 Scopus citations

Abstract

This paper develops and presents a spiritual contingency model of spiritual leadership that includes spiritual leadership characteristics such as followers feelings of interconnectedness, religious or existential faith, and leader charisma along with such boundary conditions and contingencies (moderators) as narcissism, pro-social motivation to lead, follower perceptions of leader integrity (ethics), and perceived organizational support. In exploring these contingency factors, the paper also examines the potential "dark side" of spiritual leadership and concludes with implications for future research and managerial practice as suggested by the model.

Original language	English (US)
Pages (from-to)	17-37
Number of pages	21
Journal	Journal of Management, Spirituality and Religion
Volume	12
Issue number	1
DOIs	https://doi.org/10.1080/14766086.2014.886518
State	Published - Jan 2 2015

Keywords

Contingency model
Spiritual leadership
Workplace spirituality

ASJC Scopus subject areas

Religious studies
Organizational Behavior and Human Resource Management

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10.1080/14766086.2014.886518

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The "good" and the "bad" of spiritual leadership

Abstract

Keywords

ASJC Scopus subject areas

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