Louis W. Fry

Corporate Contributions: Altruistic or For-Profit?

Existing literature has focused on three rationales for corporate philanthropy: through-the-firm giving, corporate statesmanship, and profit motivated giving. The profit motivation argument was exa...

Technology-structure research: three critical issues.

Empirical technology-structure research from 1965 through 1980 is summarized. An examination is made of the influence on research caused by the use of different (1) conceptualizations of technology and structure, (2) levels of analysis, and (3) types of measures. With some exceptions, strong support was found for the existence of technology-structure relationships.

Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership

This article proposes and develops a theory of leadership that utilizes five levels of being as context for effective leadership: 1) the physical world; 2) the world of images and imagination; 3) the level of the soul; 4) the level of the Spirit; and 5) the non-dual level. We first explore how each of the five levels of being provides a means for advancing both the theory and the practice of leadership. Second, we utilize these five levels to create the foundation for a theory of leadership based on being that goes beyond current theory which emphasizes having and doing — either having appropriate traits and competencies or doing appropriate actions depending on the situation. We present propositions for future research as we discuss each of the five levels of being. Finally, we discuss implications for leadership development and future research that arise from such a being-centered leadership theory.

Spiritual Leadership: State-of-the-Art and Future Directions for Theory, Research, and Practice

A person’s spirit is the vital principle or animating force traditionally believed to be the intangible, life-affirming force in the self and in all human beings.1 Now people, as part of their spiritual journey, are struggling with what this means for their work.2 Some are calling this trend “a spiritual awakening in the American workplace.”3 Patricia Aburdene in her recent book Megatrends 2010, states that the focus on spirituality in business is becoming so pervasive that it stands as “today’s greatest megatrend.” She contends that more and more people are making choices in the marketplace as “values-driven consumers” and the power of spirituality is increasingly impacting our personal lives and spreading into organizations to foster a moral transformation in them.

The Spiritual Leadership Balanced Scorecard Business Model: the case of the Cordon Bleu‐Tomasso Corporation

Developments in strategic scorecards, performance measurement and quality, e.g. Baldrige Award Criteria, point out the pivotal role that employee well‐being and performance plays in predicting all other key strategic indicators. The purpose of this paper is to offer the Spiritual Leadership Balanced Scorecard Business Model as a driver of employee well‐being, organizational commitment and productivity, corporate social responsibility and, ultimately, financial performance, via its impact on internal processes, output quality, and customer satisfaction. An illustrative case study of is offered as an example of how the Spiritual Leadership Balanced Scorecard Business Model can be applied, through Cordon Bleu‐Tomasso Corporation’s innovative human and economic ISMAs (Integrated System of Management Activities), in the daily management of a company deeply committed to the constant pursuit of the reconciliation of human well‐being with productivity and profits through an emphasis on workplace spirituality with openness to religion and transcendence in full freedom.

Spiritual Leadership Theory as a Source for Future Theory, Research, and Recovery for Workaholism

Since Oates (1971, p. 1) first coined the term workaholism as ‘addiction to work, the compulsion or the uncontrollable need to work incessantly’, researchers have defined workaholism in different ways, with both positive and negative consequences to the individual and the organization (Bonebright et al., 2000; Burke, 2001a; Burke and Matthiesen, 2004; Naughton, 1987; Porter, 1996; Scott et al., 1997; Spence and Robbins, 1992). Although the term is now widely used, there is little consensus about its meaning beyond that of its core element: a substantial investment in work that includes a personal reluctance to disengage from work and a tendency to think about work incessantly (McMillan and O’Driscoll, 2004; Snir and Harpaz, 2004). However, there is an emerging consensus that workaholism is likely to be a central concept in understanding the relationship of workplace experiences and a variety of personal and organizational outcomes, and that, after over 30 years of research, workaholism is still a useful construct (Burke, 2001a, 2004; Griffiths, 2005). Workaholism seems to be increasing (Burke, 2001a; Fassel, 1990; Griffiths, 2005; Schor, 1991). Reasons for this include increasing complexity of professions, constant pressure to be more efficient, the increased use of technology, and an apparently increased desire for individual achievement, accomplishment and success as a way of enhancing one’s self-esteem. Workaholism can be an acceptable addiction that is valued in a society where many, including the sages of corporate America, are quick to claim its influence (Bonebright et al., 2000). Similarly, workaholism is viewed as a positive attribute by employers, who may even recruit workaholics. However, there is evidence that workaholism can make either a positive or a negative contribution to the satisfaction and well-being of organizational members.

Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients

Abstract Issues regarding workplace spirituality and spiritual leadership have received increased attention in the organizational sciences. The implications of workplace spirituality for leadership theory, research, and practice make this a fast growing area of new research and inquiry by scholars. The purpose of this research was to test a dynamic relationship between the revised spiritual leadership model, consisting of inner life, spiritual leadership (comprised of hope/faith, vision, and altruistic love), spiritual well-being (i.e. a sense of calling and membership), and key organizational outcomes in a sample of Baldrige Performance Excellence Program award recipients. With structural equation modeling, results revealed a positive and significant relationship between spiritual leadership and several outcomes considered essential for performance excellence, including organizational commitment, unit productivity, and life satisfaction. These relationships were explained or mediated by spiritual well-being. Implications for research and practice are discussed.

Handbook of Workplace Spirituality and Organizational Performance

The article presents a review of the book ‘Handbook of Workplace Spirituality and Organizational Performance,’ edited by R. A. Giacalone and C. L. Jurkiewicz.

A Constructive Replication of the Lawrence and Lorsch Conflict Resolution Methodology

A replication of Lawrence and Lorschs (1967) findings of three modes of conflict resolution was attempted in a managerial sample. Various forms of factor analysis and rotation techniques did not yield a clear factor structure. The validity of the scale for purposes of measuring conflict resolution modes is seriously questioned as is what we teach in the area of conflict resolution.

Spiritual Leadership and Faith and Spirituality in the Workplace

This reflective chapter discusses the emerging consciousness and the need for a corporate focus on the triple bottom line as a result. The triple bottom line can be maximized through spiritual leadership and faith and spirituality in the workplace. A research-based model of spiritual leadership is presented and defined. Three key emerging themes in the field are discussed.