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Spiritually Intelligent Leadership
Self Excellence » Spiritual Insights


Chrm Message From: madure Total Posts: 278 Join Date: 06/06/2006
Rank: Coach Post Date: 15/06/2006 18:29:53 Points: 1440 Location: Sri Lanka


A vision is something we reach for, something we aspire to, something that is the glue of our enterprise, the driving force, the vitality within it. When we are touched by a vision, our deepest values come into play and we have a sense of abiding purpose to our enterprise. In our world today, the thing we are most lacking is leaders who can convey vision.


One reason that visionary leadership is in short supply today is the value our society places on one particular kind of capital--material capital. Too often the worth or value of an enterprise is judged by how much money it earns at the end of the day, or how much worldly power it gives us over others. This obsession with material gain has led to short-term thinking and the narrow pursuit of self-interest. It is true that any kind of enterprise we want to engage in requires some kind of financial wealth if it is to succeed in the short term. But for leadership to inspire long-term, sustainable enterprises, it needs to pursue two other forms of capital as well: social and spiritual. These three types of capital resemble the layers in a wedding cake. Material capital is the top layer, social capital lies in the middle, and spiritual capital rests on the bottom, supporting all three.
According to political economist Francis Fukuyama, who wrote Trust: The Social Virtues and the Creation of Wealth, social capital can be measured by the amount of trust in a society, empathy people feel for each other, and commitment to the health of the community. The health of the community, he says, can be measured by criteria such as the rate of crime, divorce, illiteracy, and litigation.


A New Paradigm of Intelligence
Leaders build all three forms of capital--material, social, and spiritual--by using their own intelligence. But here I am not just referring to IQ. I want to include the intelligence of the mind, the heart, and the spirit. I have written a great deal about the types of intelligence that correlate to the three types of capital:
IQ, or intelligence quotient, was discovered in the early 20th century and is tested using the Stanford-Binet Intelligence Scales. It refers to our rational, logical, rule-bound, problem-solving intelligence. It is supposed to make us bright or dim. It is also a style of rational, goal-oriented thinking. All of us use some IQ, or we wouldn't be functional.
• EQ refers to our emotional intelligence quotient. In the mid-1990s, in Emotional Intelligence: Why It Can Matter More Than IQ, Daniel Goleman articulated the kind of intelligence that our heart, or emotions, have. EQ is manifested in trust, empathy, self-awareness, and self-control, and in the ability to respond appropriately to the emotions of others. It's a sense of where people are coming from; for example, if a boss or colleague seems to have had a fight at home before coming into the office that morning, it's not the best time to ask for a pay raise or put a new idea across.
• SQ, our spiritual intelligence quotient, underpins IQ and EQ. Spiritual intelligence is an ability to access higher meanings, values, abiding purposes, and unconscious aspects of the self and to embed these meanings, values, and purposes in living a richer and more creative life. Signs of high SQ include an ability to think out of the box, humility, and an access to energies that come from something beyond the ego, beyond just me and my day-to-day concerns. SQ is the ultimate intelligence of the visionary leader. It was the intelligence that guided men and women like Churchill, Gandhi, Nelson Mandela, Martin Luther King Jr., and Mother Teresa. The secret of their leadership was their ability to inspire people, to give them a sense of something worth struggling for.


12 Principles of Spiritually Intelligent Leadership


BELIEVE that all human beings are born with the capacity to use all three intelligences to some measure, because each contributes toward survival. A leader may be strong in one and weak in others, but each can be nurtured and developed. Spiritually intelligent leadership can be fostered by applying 12 principles:
• Self-Awareness: Knowing what I believe in and value, and what deeply motivates me
• Spontaneity: Living in and being responsive to the moment
• Being Vision- and Value-Led: Acting from principles and deep beliefs, and living accordingly
• Holism: Seeing larger patterns, relationships, and connections; having a sense of belonging
• Compassion: Having the quality of "feeling-with" and deep empathy
• Celebration of Diversity: Valuing other people for their differences, not despite them
• Field Independence: Standing against the crowd and having one's own convictions
• Humility: Having the sense of being a player in a larger drama, of one's true place in the world
• Tendency to Ask Fundamental "Why?" Questions: Needing to understand things and get to the bottom of them
• Ability to Reframe: Standing back from a situation or problem and seeing the bigger picture; seeing problems in a wider context
• Positive Use of Adversity: Learning and growing from mistakes, setbacks, and suffering
• Sense of Vocation: Feeling called upon to serve, to give something back
Each one of us is a conscious complex adaptive system, both physically and mentally. Any great enterprise on which we hope to embark will have flexible boundaries and be in constant creative dialogue with its environment. As I describe the properties of conscious complex adaptive systems, I am also describing the qualities of great, spiritually intelligent leadership, underpinned by vision, purpose, meaning, and values.

Changing Human Behavior


IN Business Dynamics: Systems Thinking and Modeling for a Complex World, John Sterman provides a blueprint for how to make a system work effectively. But, he points out, only if the people in a system behave as they should will the system work as it should. Most systems have the same failing--human behavior.
If we want to change systems, we have to change human behavior. But human behavior is not so easily changed. To achieve real transformation, we have to change the motivations that drive behavior. That is the prime responsibility of a visionary leader. Today business, politics, education, and society in general are driven by four negative motivations: fear, greed, anger, and self-assertion. When we are controlled by these negative emotions, we trust both ourselves and others less, and we tend to act from a small place inside ourselves.


We can change our motivations to more positive ones if inspired to do so. A leader practicing the 12 principles of SQ can provide that inspiration and the energy it unleashes. I use the analogy of a pinball machine to explain attractors, a concept from chaos theory. Attractors are points that either collect energy or disperse it. In a pinball machine, the attractors are the little pits into which the steel balls fall. Our motivations are like these pits, and the steel balls are our behaviors. If you want to move the balls in a pinball machine, you pull back the spring and shoot another ball into the system, causing everything to fly and relocate.


Pumping spiritual intelligence into our motivational system works the same way. It knocks the balls out of their current motivational pockets and allows them to relocate. In this way, when we apply the 12 principles of spiritual transformation to our collaborations and our lives, self-assertion becomes exploration, anger becomes cooperation, craving becomes self-control, fear becomes mastery, and so forth. Our motivations have been raised and this changes our behavior. As our behavior changes, our results change, as well as the whole purpose and meaning of our collaborations.


People may accuse us of being naively hopeful to think that great leadership is possible and that it can make the world a better place. But I believe in "knights," and their power to channel spiritual intelligence. I close with a credo I have written for would-be knights of business:


Summary of Ideas expressed by Dr.Danar Zohar

Prof. Lakshman Madurasinghe .,MA.,MS(Psy).,PhD.,Chartered Fellow CIPD-Lond., Consultant Psychologist/Attorney

Web: http://lmadurasinghe.googlepages.com



 
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