Abstract
In contemporary corporate settings, the pursuit and economic success has often overshadowed the significance of value-based leadership and spirituality in the workplace. Drawing from research and literature, this paper highlights the potential benefits of incorporating value-based leadership principles and spiritual practices into leadership strategies, fostering a harmonious and productive work environment. Value-based leadership emphasizes the integration of moral principles and values in decision-making processes and interactions with employees. Scholars argue that value-driven leaders are more likely to prioritize the well-being of their workforce, encouraging employee engagement and commitment (Brown & Trevino, 2014). By demonstrating authenticity and ethical conduct, these leaders create a positive organizational culture, boosting employee morale and satisfaction. As a result, employees tend to be more motivated to contribute to the company’s success and collaborate in achieving organizational goals (Mayer et al., 2012). The interplay between value-based leadership and spirituality in the workplace is mutually reinforcing. Valued leaders often draw from spiritual practices to strengthen their ethical decision-making abilities (Fry & Slocum, 2015). On the other hand, a spiritual orientation inspires leaders to adopt more compassionate and empathetic leadership styles, leading to higher levels of employee trust and job satisfaction (Dierendonck et al., 2019). The concepts of value-based leadership (VBL) and spirituality in leadership have both attracted a lot of interest in the workplace. Both strategies aid in developing a meaningful and mission-driven workplace. The definitions, advantages, and ramifications for executives and organizations are all examined in this article. The positive effects of these strategies on employee engagement, well-being, and organizational performance are clear. Additionally, leadership that is based on values and that is spiritual has the power to improve organizations.
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