Spiritual-based LeadershipSpiritual-based Leadership
Leadership lessons learned from Nelson Mandela for the Health Industry Dr Rica Viljoen Dr Rica Viljoen
SPIRITUAL-BASED LEADERSHIP
The art of leadership . . . The art of leadership . . .
“As I have said, the first thing is to be honest with yourself. You can never have an impact on society if you have not changed yourself.. Great peacemakers are all people of integrity, of honesty, but humility.”
Nelson Mandela
Quote
• Doctor in Business Leadership (SBL Unisa)
• International Organisational Development specialist and practitioner focusing on optimising individual, group and organisational behaviour
• Focus on creating Engagement in multi-cultural organisations through Inclusivity
• Consulted to and facilitated in various countries e.g. America, Peru,
Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana
• Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, SBL – UNISA, UJ, and Village of Leaders – Stellenbosch
• Managing Director of Mandala Consulting
• Work extensively in both private and public Health Care in South Africa
Rica Viljoen
• Hersey & Blanchard
• Covey
• Kouzes & Posner
• Koestenbaum
• Kotter
• African Leadership
• Value-based leadership
• Steward Leadership
• Participative Evolution
• Ethical Leadership
• Spiritual based leadership
Leadership Theories
Servant Leadership
Leadership Role Model
b Leadership Process
b Leadership task
Relationship
Character
A servants heart
Building up others 1
Doing the work of a leader
U
Ubbivat Innovation
Impacting society and culture
• Although the state contributes about 40% of all expenditure on health, the
public health sector is under pressure to deliver services to about 80% of the
population
• The public sector is under-resourced and over-used, while the mushrooming
private sector, run largely on commercial lines, caters to middle- and high-
income earners who tend to be members of medical schemes (18% of the
population)
• Advances in medical technology are driving growth in the South African
healthcare market. The introduction of less invasive technologies is leading
to a greater number of procedures
• Technological advances are reducing the risks associated with the
performance of certain procedures.
Challenges in Health Industry in South Africa
• There is a strong trend towards promoting accessibility to healthcare
in South Africa
• Private sector groups are extending their services into rural areas
• The serious lack of healthcare professionals could lead to a severe
crisis in the South African healthcare industry
• Public-private partnerships
• Brain Drain
• "Since the public sector serves 80 per cent of the population,
improved infrastructure is required to improve access and quality of
services to the population with the latter relying to a great extent on
human capital." Frost & Sullivan research
Challenges in Health Industry in South Africa
Releasing voice in organisations – Sustainable Transformation
OD Interventions
New world of work
Nature of the world
Why we adapt Essence of Change
New Sciences
We adapt differently
Rising levels of conciousness
The Individual
The
Team
The
Organisation
How individuals adapt
How groups adapt
The What
Context:Industry
South AfricaAfricaGlobal
Leadership
Doing
Being Disconnect
Apathy
Engagement /Voice
Inclusivity
Organisation
Group
Individual
EQ Journey
Dialoguing
World CafeStorytelling
Appreciative Inquiry
Organisational LeadershipTrust
LeadershipTeam Dynamics
Individual Diversity factors
How organisations adapt
The way
Viljoen, 2008
Spiritual-based Leadership
INTR 4.6INTR 4.6
“We see the World not as it is, but as we are.”
Stephen Covey
Spirituality in Business Today
• The English word spirit comes from the Latin spiritus, meaning "breath" (compare spiritus asper), but also "soul, courage, vigor.
Spiritual-based Leadership
INTR 4.6INTR 4.6
“We see the World not as it is, but as we are.”
Stephen Covey
– Increased search for meaning internationally
– External actions and internal reflections should be mutually
supportive (spirituality and rationality)
– Leaders can achieve success, recognition, peace of mind and
happiness WHILE serving needs of all they serve with leadership
when they lead with wisdom from a spiritual core, which may or
may not be associated with an organised religion (Pruzan &
Mikkelsen, 2004)
Leadership Tendencies internationally
• Being aware of self – emotional intelligence
• Being aware of complexities – complexity
handling ability
• Being aware of others – cultural intelligence
• Being aware of justice – moral intelligence
• Being aware of greater impact of behaviour –
spiritual intelligence
Finding your own voice
The BarOn-EQ-i™ Model
INTRA PERSONAL
INTER PERSONAL
STRESS MANAGEMENT
ADAPTABILITY
GENERAL MOOD
EFFECTIVE PERFORMANCE
“The ability to deal with environmental demands”
BarOn, 2003
BarOn EQi
“And as we let our own light shine, we unconsciously give other people permission to
do the same.”
Nelson Mandela
Emotional Intelligence
Individuals who are UNDERUTILISED may become
• Frustrated
• Bored
• Anxious
Individuals who are OVEREXTENDED may feel
• Anxious, worried
• Perplexed
• Overwhelmed
WO
RK
CH
ALLE
NG
ES
WO
RK
CH
ALLE
NG
ES
INDIVIDUAL CAPABILITYINDIVIDUAL CAPABILITY
FLOW (
Effective
FLOW (
Effective decis
ion-
decision-
making)
making)
Adapted from Csikszentmihalyi, M (1975) Beyond boredom and anxiety
Complexity handling ability – optimal functioning
“A good head and a good heart are always a formidable combination.” Nelson Mandela
Complexity handling ability – optimal functioning
1. Communication styles
2. Attitudes towards conflict
3. Approaches to completing tasks
4. Decision-making styles
5. Attitudes towards disclosure
6. Approaches to knowing
What’s different?
1. Beliefs
2. Values
3. Perceptions
4. Expectations
5. Attitudes
6. Assumptions
What’s hidden below
surface?
Visible culturaldifferences
Invisible cultural roots
Kotelnikov, 2005
Cultural Intelligence
UK & USA = O.K.
RUSSIA = ZERO
JAPAN = MONEY
BRAZIL = INSULT
Cultural Intelligence
“The ability to act with wisdom and compassion while maintaining inner and outer peace (equanimity), regardless of the circumstances.”
Zohar, 2000
•Comfort with chaos•Comfort with dichotomy•Comfort with paradox
Spiritual Intelligence
Passion (EQ)
Vision
(IQ)
Conscience
(SQ)
Discipline
(PQ)
Covey – Finding yourself
PHYSICAL
MENTAL
SOCIAL/CULTURAL
EMOTIONAL
Kets de Vries – Life Balance
21
Historical context
Claire Graves “What is a Psychologically healthy human being?”
Copyright Al-Q-Mie 2007
Known by many names: Levels of Human ExistenceOpen System Theory of ValuesSpiral Dynamics
Graves
22
Adaptation
1. Expressive of self2. Taking care of other humans beings
Copyright Al-Q-Mie 2007
1. Adjustment-of-the-organism-to-the- environment 2. Adjustment-of-the-environment-to-the- organism
Graves
Beck and Cowan, 1994
Graves
Meme Nature of Existence
Problems of Existence Level of Existence
Beige AN Automatic Maintaining physiological stability
First SubsistenceHe leaves Eden
Purple BO Tribalistic Achievement of relative society
Second SubsistenceFind a way to foster individual survival
Red CP Egocentric Living with self awareness
Third SubsistenceHe seeks salvation
Blue DQ Saintly Achieving everlasting piece of mind
Fourth SubsistenceBuild life for pleasure here and now
Orange ER Materialistic Conquering the physical universe so as to overcome want
Fifth SubsistenceSuccess but does not know self and wants to belong
Green FS Socio-centric Living with the human element
Sixth SubsistenceWant to be more than only for others – for self in relation to universe
Yellow GT Cognitive Restoring viability to a disordered world
First BeingDistinctly Human . Adjusting to the reality that you can only be, you can never really know
Turquoise HU
Experientialistic Accepting existential dichotomies
Second Being
Graves, 1978
Our rainbow nation – cultural DNA
25
•Circular tribal structure.•Led by elder(s), shaman, or chief who makes decisions.•Roles determined by kinship, strength, sex, age.•Ways of the tribe are sacred and rigidly preserved.•Demands obedience to leader(s)
“Tribe”
•Organisation of equals for mutual benefit.•Little concern with status or privilege.•The “people” make decisions as a group.•Frequent communication in all directions.•Emphasis on consensus, sensitivity to feelings, and human needs.
“Social Network”
•Power-orientated – strongest survives best.•Most powerful person makes decisions.•Big Boss directs Work Bosses who drives the masses.•Communication downwards only.•Strength determines relationships
“Empire”
•Rigid rules for structure and rank.•Person with appropriate position of power makes decisions.•Divine authority speaks through secular authority.•Communication downward and horizontally across classes.•People stay in their “rightful” places.
“Authority Structure”
•Bureaucratic and status-orientated.•Person with the delegated authority makes decisions.•Distribution of specific amount of responsibility.•Communication down, up and across.•Power relates to prestige and position within the structure allows for upward mobility.
“StrategicEnterprise”
“Systemic Flow”
•Structure according to task at hand.•Project-centred with changing “functional” leadership.•Competent person makes decision.•Communication only as needed.•May adopt “Tribe” through “Social Network” if appropriate to situation
Our rainbow nation – cultural DNA
Personal and strategic agendas(Unconscious
dynamics)
Values, Career
anchors(What is important
For you )
Temperament(The instrument you
play)
Complexity handling
ability(How difficult you play)
Emotional Maturity
(How well you can play with your instrument)
Individual voice
Worldview(What questions of
existence do you ask and how do you solve this)
Viljoen, 2008
Determining voice
My life’s purpose
My
potential
My
Unique gift
Self Mastery
Growth
Personal Power
Actualisation
Personal Optimisation
Quote
“ Education is the most powerful weapon which you can use to change the world.”
Nelson Mandela
You must be authentic to lead authentically.
“There is no softer pillow than a clear conscience.” – Ken Blanchard
Spiritual-based leadership
Mandela on being authentic
“As I have said, the first thing is to be honest with yourself. You can never have
an impact on society if you have not changed yourself... Great peacemakers are
all people of integrity, of honesty, but humility”
You must true to self if you want to build trust.
-Spiritual based leadership requires you to have strong relationships with the people who follow you.
"The most essential quality for leadership is not perfection, but credibility. People must be able to trust you, or they won’t follow you." – Rick Warren, The Purpose Driven Life
Spiritual-based leadership
Mandela on being leadership and trust
“It is better to lead from behind and to put others in front, especially when you
celebrate victory when nice things occur. You take the front line when there is
danger. Then people will appreciate your leadership.”
You must define a path for others to follow.
At an organisational level you must have:- a well defined vision and mission- a set of core operating principles or values- a strong leadership team with the ability and courage to execute the first two
"It is impossible even to think without a mental picture." - Aristotle
Spiritual-based leadership
Mandela on vision
“During my lifetime I have dedicated myself to this struggle of the African people, I have fought against white domination, and I have fought against black
domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal
which I hope to live for and to achieve. But if it needs be it is an ideal for which I am prepared to die”
You must believe that doing the right thing is profitable.
Companies where majority of employees trusted top managers had shareholder returns 40% higher than companies where distrust was dominant. – Christian Ethics in the Workplace
Spiritual-based leadership
Mandela on being leadership and trust
“For to be free is not merely to cast off one's chains, but to live in a way that respects
and enhances the freedom of others”
.
.
Interiorizing the managementControlling vs Self-management
Formulating attitude to business Individual vs Organisation/Skills vs. Values
Aspiration
Concentration Self-
Introspection
Within-to-
without principle
Core Beliefs
1. The key is within! 2.Technology makes things possible, but it is the people who make it happen3. Only in peace one can know what is the best thing to do4. What is within, that is without.6. Consciousness can’t be borrowed or imparted ready-made7. Intellect can go to moon, but the heart can conquer the world1
2
3
Humanizing the organization Worker vs Man; Self vs Others
Adapted from Bibikova & Kotelnikov, 2007
Leading with Consciousness in the Health Care World
Vadim Kotelnikov: 2007
Business Effectiveness
►Taking the bird’s-eye view of your business strategies
►Building and balancing your business system
►Harmonizing men, material and methods to achieve sustainable growth, human development, and social benefit
YangActive, Creative
YinPassive, Receptive
Business Efficiency
►Spotting and pursuing opportunities►Making fast decisions and implementing
them under the time pressure►Innovating and creating outside-the-box
solutions
Working IN Your Business
Brain-storming
Working ON Your Business
Brain-stilling
Manage with Consciousness in the Health Care World
•Courage is not the absence of fear — it’s inspiring others to move beyond it•Lead from the front — but don’t leave your base behind•Lead from the back — and let others believe they are in front•Know your enemy — and learn about his favorite sport•Keep your friends close — and your rivals even closer•Appearances matter — and remember to smile•Nothing is black or white•Quitting is leading too
Richard Stengel
Spiritual based LeadershipBringing the heart back into the organisation
company.”
SPIRITUAL-BASED LEADERSHIP
The art of leadership . . . The art of leadership . . .
“I have walked that long road to freedom. I have tried not to falter, I have made missteps along the way. But I have discovered the secret that after climbing a great hill, one only finds that there are many more hills to climb. I have taken a moment here to rest, to steal a view of the glorious vista that surrounds me, to look back on the distance I have come. But I can only rest for a moment, for with freedom comes responsibilities, and I dare not to linger, for my long walk is not ended.”
Nelson Mandela
Quote
We must use time wisely and forever realize that the time is always ripe to do right.”
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