Louis W.

(Jody) Fry

fry@tarleton.edu
http://www.tarleton.edu/~fry/
http://www.iispiritualleadership.com/

(C) IISL 1
AGENDA
Igniting the Genius Within and Spiritual Leadership
Religion versus Spirituality
Definition of Spiritual Leadership
Performance Excellence and Spiritual Leadership
The Spiritual Leadership Balanced Scorecard 
Business Model
Implementing the Spiritual Leadership Balanced 
Scorecard Business Model to Maximize the Triple 
Bottom Line

(C) IISL 2
 Igniting the Genius Within
Purpose, Models, 
Meaning & Tools &
Passion Scalability
Wisdom  Scientific
Perspectives Principles

Best Practices,
Management 
Measurement
Practices & Results

(C) IISL 3
 Spiritual Leadership
Trans‐formational,
Transcendental
Values, Ethics,
Inclusive,
Personal
Universal
Wisdom  Spiritual
Perspectives Principles

Transactional,
Daily  Behaviors,
Beliefs, Rituals, 
Practices Morality
 Organizations and Wisdom
Wisdom

Spiritual Leadership
Perspectives
Spirit

Principles Vision &Values
Mind

Practices Behaviors
Body

Organizational
Spiritual Leadership (C) IISL 5
 Alignment Personal
Spiritual Leadership

Open,
Innovation Vision
Creative

Change Mgmt. Heart of Change
Values
Change of Heart

Organizational Love & Serve Stakeholders Deeds

Spiritual Leadership (Walk the Talk)

Organizational Wisdom
(C) IISL 6
 LEADERSHIP
“Leadership is the art of 
mobilizing others to want to 
struggle for shared 
aspirations”
Kouzes and Posner (2003)

(C) IISL 7
RELIGION vs. SPIRITUALITY
Religion is concerned with faith in the claims of one 
faith tradition or another, an aspect of which is 
the acceptance of some form of heaven or nirvana.  
Connected with this are religious teachings or 
dogma, ritual prayer, and so on.  

Spirituality is concerned with those qualities of the 
human spirit‐such as love and compassion, 
patience tolerance, forgiveness, contentment, a 
sense of responsibility, a sense of wholeness and 
harmony‐which bring happiness to both self and 
others.

(C) IISL 8
RELIGION vs. SPIRITUALITY
y The common bridge between spirituality and religion 
is Altruistic love – regard or devotion to the interests 
of others.

y In religion this is manifested through the golden rule 
which is common to all major religions.  

(C) IISL 9
RELIGION vs. SPIRITUALITY
y From this perspective, spirituality is necessary for 
religion but religion is not necessary for 
spirituality.  

y Spiritual leadership can therefore either be 
inclusive or exclusive of religious theory and 
practice. 

(C) IISL 10
 SPIRITUAL LEADING
VS 
SPIRITUAL LEADERSHIP
y An important distinction we make in spiritual leadership is in 
differentiating leading and leadership. 
y In the case of spiritual leading  and leader development, the emphasis 
is typically on individual knowledge, skills and abilities associated 
with one’s work role. 
y In spiritual leadership, we focus on the collective social influence 
process that engages everyone and enables groups of people to work 
together in meaningful ways. 
y Spiritual leadership’s focus is on engaging all group members to meet 
spiritual needs and enhance organizational commitment and 
performance. Spiritual leadership is thus both a cause and effect as 
group members interact and various formal and informal leaders in 
the group emerge. 
(C) IISL 11
 SPIRITUAL LEADERSHIP
Comprises the values, attitudes, and behaviors in 
order to intrinsically motivate one’s self and others 
so that they have a sense of spiritual well‐being 
through calling and membership so they:

experience meaning & purpose in their

lives (Calling)
have a sense of making a difference
and feel understood and appreciated
(Membership)
(C) IISL 12
 ORGANIZATIONAL SPIRITUAL LEADERSHIP

y Initiated by the developing a vision  that  vividly 
portrays a journey of service to key stakeholders which 
creates a sense of calling.

y Implemented through a culture and ethical system based 
on the values of altruistic love that creates a sense of 
membership.

y Enables/supports the unit members’ inner life or 

spiritual practice (e.g., spending time in nature, prayer, 
meditation, reading inspirational literature, yoga, 
observing religious traditions, writing in a journal).

(C) IISL 13
 EXTRINSIC
= EFFORT PERFORMANCE REWARD
MOTIVATION
(GIVE ME A REWARD TO WORK)

INTRINSIC
= EFFORT PERFORMANCE
MOTIVATION

REWARD
(C) IISL
(MY WORK IS MY REWARD) 14
Hope/Faith Vision
(Effort) (Performance)
•Endurance •Broad appeal to key Stakeholders
•Perseverance •Defines the Destination and Journey
•Do What It Takes •Reflects High Ideals
•Stretch Goals •Encourages Hope/Faith
•Expectation of Reward •Establishes a Standard of Excellence
•Victory

Altruistic Love
(Reward)
•Forgiveness •Kindness
•Integrity •Empathy/Compassion
•Honesty •Patience
•Courage •Trust/Loyalty
(C) IISL 15
•Humility
 SPIRITUAL LEADERSHIP

+ + CALLING
HOPE/ VISION +
Make a Difference
FAITH + Life has Meaning/
+ Purpose
INNER Organizational Commitment &
LIFE Productivity,
Spiritual Practice Financial Performance
+ Employee Life Satisfaction
+
Corporate Social Responsibility
+
+

ALTRUISTIC MEMBERSHIP
+ Be Understood
LOVE
(C) IISL Be Appreciated 16
 PERFORMANCE EXCELLENCE
THROUGH SPIRITUAL LEADERSHIP

The Spiritual Leadership Balanced Scorecard 
Business Model provides a process for 
fostering the development of the motivation 
and leadership required to maximize the 
triple bottom line.

(C) IISL 17
 Spiritual Leadership as the Keystone 
for the Maximizing the Triple Bottom Line
Spiritual
Leadership
Organizational Employee
Commitment Well-Being
Productivity Calling
Quality Membership
Customer Corporate
Satisfaction Social
Responsibility
Financial
Performance

Performance People & Planet

Excellence Well-Being
(C) IISL 18
 Balanced Scorecard Areas of
Focus and Measures
Vision, Mission & Values

Internal & External Stakeholder Analysis

Strategic Scorecard Areas of Focus

Quality Stakeholder Focus Learning & Growth Finance

Create a culture of Deliver superior Provide for employee Maintain focused
service excellence value for our growth and high and profitable
and perfect order Customers & levels of employee growth
fulfillment Key Stakeholders commitment

Measures

% Revenue Growth
% On-time Delivery % Complaints Commitment Index
% Return on
% Defective Product % Satisfied % Productivity
Assets
% Accurate Orders Customers % Best Practices
% Market Share

(C) IISL 19
 Strategic Management Process

Internal
Internal &
&
Mission
Mission && Strategy
Strategy &
&
External
External Implementation
Implementation Evaluate
Vision
Vision Objectives
Objectives Evaluate
Analysis
Analysis

Leading Indicators/Managing Metrics Outcome Indicators/Strategic Performance Indicators

Inputs Outputs:
Outputs:
Processes Customer
Customer Financial
Financial
Inputs Processes Quality
Quality Products Satisfaction
Satisfaction Performance
Performance
Scorecard Delivery
and Services
)
Input/Output Model
Balanced
Scorecard
Learning & Performance
Calling
Calling
Performance
Performance Growth Categories
Make
Make aa Difference
Difference Org Commitment
(Vision)
(Vision) Life Has
Life Has Meaning
Meaning Member Well-Being
Effort
Effort Commitment
Corporate Social
(Hope/Faith)
(Hope/Faith) Responsibility
Work
Works Growth
s Reward
Reward Membership
Membership
(Altruistic
(Altruistic BeBe Understood
Understood Spiritual Leadership
Love)
Love) BeAppreciated
Be Appreciated Process

(C) IISL 20
SPIRITUAL LEADERSHIP
Linking Pin Approach

Strategic Team

(C) IISL 21
Implementing Organizational Spiritual Leadership
z Measure and establish a baseline of spiritual leadership. 
z Conduct vision/stakeholder analysis to both articulate and 
implement (1) the organization’s vision/purpose/mission with 
regard to its key stakeholders and (2) a culture based in the 
values of altruistic love.
z Create the organizational context for empowered teams.
z Develop employee skills to manage and overcome resistance to 
change.
z Develop employee skills for managing conflict and collaborative,
consensus‐based decision making.
z Initiate interventions to remove workplace anger, resentment, 
and fear through forgiveness, acceptance, and gratitude.

(C) IISL 22
Maximizing the Triple Bottom Line
(People, Planet & Profits) 
through 
Spiritual Leadership

(C) IISL 23