TOWARD A THEORY OF ETHICAL AND SPIRITUAL WELL-BEING, AND CORPORATE SOCIAL RESPONSIBILITY THROUGH SPIRITUAL LEADERSHIP

By L. Fry. 2005

208 citations recorded by the source corpus.

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Citations in the corpus

Impact of spiritual leadership on unit performance (2011, methodology): “…influences spiritual well-being as group members model the values of altruistic love to one another as they jointly develop a common vision, which generates hope/faith and a willingness to “dowhat it takes” in pursuit of a vision of transcendent service to key stakeholders (Fry, 2003, 2005a).”
Spirituality and Performance in Organizations: A Literature Review (2010, background): “There is also evidence that these programs improve organizational productivity and reduce absenteeism and turnover (Fry, 2003, 2005; Giacalone and Jurkiewicz, 2003a).”
Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients (2017, methodology): “Moreover, employees who experience calling and membership and are committed to the organization’s success will expend the extra effort and cooperation necessary to continuously improve productivity and other key performance metrics (Fry 2003, 2005a; Fry and Slocum 2008).”
Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline (2005, background): “Fry (2005) extended spiritual leadership theory by exploring the concept of positive human health and well-being through recent developments in workplace spirituality, character ethics, positive psychology and spiritual leadership.”
RETRACTED: Impact of spiritual leadership on unit performance (2011, background): “The purpose of spiritual leadership is to create vision and value congruence across the individual, empowered team, and organization levels and, ultimately, foster higher levels of spiritual well-being whereby organizational commitment and organizational performance can not only coexist, but be maxi”
Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting (2020, background): “…level, spirituality has been associated with organizational commitment (Markow and Klenke 2005), organizational performance (Thompson 2000), productivity and profitability (Fry 2005; Garcia-Zamor 2003), and reduced absenteeism and turnover (Fry 2003, 2005; Giacalone and Jurkiewicz 2003b).”
Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions (2005, background): “To date, Fry (2005) definition of spiritual leadership may provide a necessary link between the definition of leadership and workplace spirituality which can be improved upon by testing for congruence and contingency (Fry & Smith, 1987).”
Workplace Spirituality and Organizational Performance in Indian Context: Mediating Effect of Organizational Commitment, Work Motivation and Employee Engagement (2017, background): “Other researches demonstrated linkage of spirituality at work with productivity and profitability (Ashmos & Duchon, 2000; Fry, Vitucci & Cedillo, 2005; Garcia-Zamor & Jean-Claude, 2003; Giacalone, Jurkiewicz, & Fry, 2005; Giacalone & Jurkiewicz, 2003).”
Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership (2009, background): “Another still-emerging Level II theory, spiritual leadership theory (Fry, 2003, 2005a, 2008), was developed using an intrinsic motivation model that incorporates vision, hope, faith, altruistic love, theories of workplace spirituality, and spiritual well-being.”
Spirituality and Religion in the Workplace: History, Theory, and Research (2013, background): “To date, the most developed and tested theory of SRW is the model of spiritual leadership proposed by Fry (2003, 2005b, 2008), Fry and Nisiewicz (2013), and Fry, Matherly, and Ouimet (2010).”
Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study (2008, background): “9 the precision of estimation of weighting coefficients is already halved (Fox, 1991).”
Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery from Extended Work Hours Cultures (2009, background): “Fry et al. (2006) then draw on spiritual leadership theory (Fry, 2003, 2005a, in press) to explain these differences in positive human health and psychological well-being for enthusiastic and nonenthusiastic workaholics and then argue that the spiritual leadership paradigm can be a source of…”
Spiritual Leadership and Organizational Performance: An Exploratory Study (2006, background): “ Fry (2005) extended spiritual leadership theory by exploring the concept of positive”
Servant leadership as antecedent of trust in organizations (2010, background): “While workplace spirituality research is still at the embryonic stage (for latest works in the area, see for example Fry, 2005; Paloutzian and Clark, 2005), the concept has been positively associated with better leadership (Conger, 1994), and other organizational behaviors (Biberman and Whittey,…”
Spiritual values and practices related to leadership effectiveness (2005, methodology): “Several other spiritual values such as compassion and gratitude have also been universally emphasized in the fields of workplace spirituality, religion, character and ethics education, and positive psychology (Fry, 2005). Here these qualities have been examined as reflected in the practices of expre”