How Spirituality Impacts Ethical Leadership

How

Spirituality

Impacts

Ethical Leadership

Dr. Mary Rose Johnson

ISBN 978-1-64559-651-6 (Paperback)

ISBN 978-1-64559-652-3 (Digital)

Copyright © 2019 Dr. Mary Rose Johnson

All rights reserved

First Edition

All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods without the prior written permission of the publisher. For permission requests, solicit the publisher via the address below.

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Table of Contents

Preface

Part 1 The Problem

Is There Really a Problem?

Can Spirituality Help?

Is There a Shadow Side to Leadership?

How Can Spiritual Practices Help?

Contemplation

Meditation

Prayer

Mindfulness

There Are Roadblocks

Part 2 The Solution

Transparency (Case Study: Kevin)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Self-Discipline (Case Study: Troy)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Caring about Others (Case Study: Bruce)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Inspirational (Case Study: David)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Commitment (Case Study: Walter)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Competency (Case Study: Charles)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Relationships (Case Study: Thad)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Honesty (Case Study: Mathew)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Visionary (Case Study: Victor)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Trustworthiness (Case Study: Adeeb)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Social Responsibility (Case Study: Moshe)

Spirituality

Personal Point of View

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Reflection Questions

Additional Information

Meaning of Spirituality

Spiritual Practices

Prayer

Contemplation

Mindfulness

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Part 3 What Does This Mean for the Future of Ethical Leadership?

Conclusion

Meaning of Spirituality

Spiritual Practices

Ethical Challenges

Role of Spirituality in Dealing with Ethical Challenges

Final Analysis

Orientation toward Religion and Spirituality

Belief in a Higher Power or God

Integration of Spirituality and Leadership

Ethical Decision-Making

Additional Linkages to the Literature: Neal, Lichtenstein, and Banner

Additional Linkages in the Literature: Margaret Benefiel

Implications for Leadership Education

Closing Comments

References

About the Author

Preface

Almost weekly, there are news accounts of corporate and government leaders breaching ethical and moral standards. Indeed, in recent years, corporate corruption and misrepresentation of the truth have appeared overwhelming. At the very least, corporate and government scandals suggest that there is currently a crisis in leadership.

A Spiritual Audit of Corporate America by Mitroff and Denton, a book called a landmark contribution by prominent leadership scholar, Warren Bennis, found that individuals and organizations that have a strong sense of spirituality are far less likely to compromise their basic beliefs and values. Their data suggested that spirituality may serve as a possible antidote to leaders’ unethical behavior. This study built upon Mitroff and Denton’s work by examining the role of spirituality in ethical decision-making.

Specifically, the purpose of this qualitative research was to develop greater understanding of what it is like to be a chief executive officer in the corporate arena who self-identifies as having a strong spiritual foundation. More specifically, this research investigated what eleven CEOs had to say about the impact of spirituality on their approach to leadership in general and to ethical issues in particular.

There were several research questions that guided the study represented in this book; they included the following: How do corporate leaders who self-identify as spiritual describe their spirituality? What spiritual practices do they engage in regularly? and What do leaders who claim to have a rich spiritual life say about the impact of spirituality on their approach to ethical problems in leadership?

All of the individuals who participated in this study indicated that spirituality is an important part of their leadership practice. They all also noted that their spiritual beliefs provide them with guidance in making moral and ethical decisions. There was considerable consistency on these points despite different religious affiliations (Catholic, Protestant, Judaism, Muslim) and, in one case, no affiliation with an organized religion. The findings suggested that it may be possible for leadership studies and MBA programs to address ethical issues from a spiritual perspective while steering clear of sectarian commitments.

Part 1 The Problem

Chapter 1

Is There Really a Problem?

A disturbing trend that could be seen as evidence of a leadership crisis has been increasingly evident during the past ten years. Since the turn of the century, this country has witnessed numerous corporate leaders involved in illegal and unethical practices resulting in huge scandals. The collapse of corporate giants, such as Ken Lay of Enron and Bernard Ebbers of WorldCom, are but the tip of the iceberg (Fombrun and Foss 2004); other examples include Lucent Technologies, charged with fraudulently and improperly recognizing more than $1 billion in revenues, and Richard Scrushy, HealthSouth Corporation chief executive officer (CEO), convicted of $2.5 billion in accounting fraud (Lennick and Kiel 2005, 16).

We have witnessed the needless waste of millions of dollars on extensive litigation resulting from such cases as the two-year investigation and prosecution of these former CEOs, but it does not end in the loss of huge amounts of money. This tidal wave of corruption also has involved the loss of life, as was revealed in the investigation and conviction of eleven senior leaders of Mitsubishi Motors for negligence related to a fatal accident caused by a known defect in one of its automobile models and the suppression of that and other widespread vehicle defects (Lennick and Kiel 2005).

In describing this crisis, Lamb (2000) labeled it a form of cancer and argued that this cancer arises out of the continual struggle of greed versus fear within each individual’s psyche. Lamb explained that greed, the desire for more and more wealth, along with the fear of losing the wealth that one already has acquired, has led some people to make the wrong choices. James Copeland (2005), retired CEO of Deloitte & Touche, viewed this leadership crisis as a complex ethical crisis. He stated, Our entire society—not just the business community—is facing an ethical breakdown of crisis proportions (36).

Researchers and professors, Haywood and Wygal (2004), described the crisis as a lack of ethical behavior, as evidenced by the misdeeds in the corporate culture. Fombrun and Foss (2004) asserted that the crisis is a question of ethics; they also described it as a tidal wave of corruption and a trend of disturbing and scandalous behavior. Klein (2002) was even more specific, citing instances of individuals thinking only of themselves. Examples that she gave included self-dealing, questionable bookkeeping, conflicts of interest and a corporate culture that exalts profit and pay above all other values (1).

Even the American public has agreed that there is a problem. In the May 2003 Gallup Poll, 67 percent of Americans said they think the state of moral values in the country [is] getting worse (as cited in Baker 2005, 5). What seems to be the common denominators in all of these perceptions are what Copeland (2005) asserted, namely, insufficient character, integrity, and courage. He explained that the ultimate test of true professionals is their courage and the ability to do the right thing regardless of the personal consequences.

The barrage of fraud, theft, and information manipulation at all levels of the corporate ladder has created a serious breach of trust and even greater widespread corruption (Heskett 2003). Young professionals graduating from prestigious business schools no longer consider it wrong to bend the rules and engage in morally questionable behavior if they want to further their careers. What is even more disturbing is that they believe that compromising their morals is necessary to advance in their careers (Stark 2004).

In response to what appears to be an ethical crisis, there has been a concerted effort by the government and some corporations to minimize the occurrence of unethical practices. Lawmakers in particular have attempted to reverse this trend by creating the Sarbanes-Oxley (SOX) Act. By enacting this law, the government has made it a crime to misrepresent financial information, and it requires CEOs and chief financial officers (CFOs) to attest to the accuracy of their companies’ financial statements. By prosecuting and incarcerating influential CEOs and other