Spirituality and Transformational Leadership Practices: A Quantitative Study

Sean Taladay; Sunddip Panesar-Aguilar

doi:doi:10.11648/j.jhrm.20210904.12

| Peer-Reviewed

Spirituality and Transformational Leadership Practices: A Quantitative Study

Sean Taladay, Sunddip Panesar-Aguilar

Published in Journal of Human Resource Management (Volume 9, Issue 4)

Received: 26 September 2021 Accepted: 16 October 2021 Published: 28 October 2021

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.

Published in	Journal of Human Resource Management (Volume 9, Issue 4)
DOI	10.11648/j.jhrm.20210904.12
Page(s)	102-107
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Transformational Leadership, Spiritual Health, Administration, Leadership, Higher Education

References

[1]	Tepper, B. J., Dimotakis, N., Lambert, L. S., Koopman, J., Matta, F. K., Park, H. M., & Wongun, H. G. (2018). Examining follower responses to transformational leadership from a dynamic, person–environment fit perspective. Academy of Management Journal, 61 (4), 1343–1368. doi: 10.5465/amj.2014.0163.
[2]	Hage, J., & Posner, B. (2015). Religion, religiosity, and leadership practices. Leadership & Organization Development Journal, 36 (4), 396–412. doi: 10.1108/LODJ-07-2013-0096.
[3]	Kouzes, J. M., & Posner, B. Z. (2016). Investigating the reliability and validity of the Leadership Practices Inventory. Administrative Sciences, 6 (17), 1–24. doi: 10.3390/admsci6040017.
[4]	Mydin, A. A., Abdullah, A. G. K., Pitchay, A. A., Ganesan, Y., Ali, A. J., & Zainal, M. Z. (2018). Synergising organisational magnificent ambience: The role of transformational leaders to cherish workplace spirituality. Global Business and Management Research: An International Journal, 10 (1), 344–355. Retrieved from http://gbmrjournal.com/
[5]	Fry, L. W., Latham, J. R., Clinebell, S. K., & Krahnke, K. (2017). Spiritual leadership as a model for performance excellence: A study of Baldrige Award recipients. Journal of Management, Spirituality & Religion, 14 (1), 22–47. doi: 10.1080/14766086.2016.1202130.
[6]	Göçen, A., & Özğan, H. (2018). An analysis of workplace spirituality debates. Universal Journal of Management, 6 (2), 70–79. doi: 10.13189/ujm.2018.060204.
[7]	Bass, B. M., & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire, leader form, rater form, and scoring. Palo Alto, CA: Mind Garden.
[8]	Zaharis, M., Sims, P., Safer, L., Tagaris, A., Hendricks, A., Sekulich, K., & Glasgow, D. (2017). The impact of spirituality on school leadership. Education Leadership Review, 18 (1), 81–95. Retrieved from http://www.ncpeapublications.org
[9]	Cregard, A. (2017). Investigating the risk of spiritual leadership. Nonprofit Management & Leadership, 27 (4), 533–547. doi: 10.1002/nml.21262.
[10]	Rothausen, T. J. (2017). Integrating leadership development with Ignatian spirituality: A model for designing a spiritual leader development practice. Journal of Business Ethics, 145, 811–829. doi: 10.1007/s10551-016-3241-4.
[11]	Patton, C., Webster, N., & Moore-Dent, J. (2017). The integration of spirituality and transformational leadership in higher education. Journal of Instructional Research, 6, 35–41. Retrieved from https://cirt.gcu.edu/
[12]	Scott, P. H., & Tweed, S. (2016). Implications of spiritual leadership on organizations. Journal of Education & Social Policy, 3 (6), 66–70. Retrieved from http://jespnet.com/journals/Vol_3_No_6_December_2016/10.pdf
[13]	Hall, T. W. (2018). Spiritual Transformation Inventory 2.0. Retrieved from https://www.spiritualtransformation.org/
[14]	Hall, T. W., & Edwards, K. J. (2002). The Spiritual Assessment Inventory: A theistic model and measure for assessing spiritual development. Journal for the Scientific Study of Religion, 41 (2), 341–357. doi: 10.1111/1468-5906.00121.
[15]	Kent State University. (2019a). SPSS tutorials: Pearson correlation. Retrieved from https://libguides.library.kent.edu/SPSS/PearsonCorr
[16]	Hariprasad, S. (2006). The relationship of managers’ self-reported leadership practices and their spirituality (Doctoral dissertation, Florida International University). Retrieved from www.leadershipchallenge.com
[17]	Mahipalan, M. (2018). Role of workplace spirituality and employee engagement in determining job satisfaction among secondary school teachers. Journal of Management Research, 18 (4), 211–215. Retrieved from www.indianjournals.com
[18]	Perkins, G., Wellman, N., & Wellman, W. (2009). Educational leadership: The relationship between spirituality and leadership practices. Academic Leadership: The Online Journal, 7 (1), 14. Retrieved from https://scholars.fhsu.edu/
[19]	Mehdinezhad, V., & Nouri, F. (2016). The relationship between elementary school principals’ transformational leadership and spiritual well-being. Management in Education, 30 (2), 42–49. doi: 10.1177/0892020616643160.
[20]	Iyer, R. D. (2018). An examination of the relationship between some aspects of workplace spirituality and job satisfaction among female nurses in India. South Asian Journal of Management, 25 (2), 167–169. Retrieved from http://sajm-amdisa.org/
[21]	Smith, G., Minor, M., & Brashen, H. (2018). Spiritual leadership: A guide to a leadership style that embraces multiple perspectives. Journal of Instructional Research, 7, 80–89. Retrieved from https://cirt.gcu.edu/
[22]	Bureau of Labor Statistics. (2020c). Top executives. Retrieved from https://www.bls.gov/ooh/management/top-executives.htm

Cite This Article

Plain Text BibTeX RIS

APA Style

Sean Taladay, Sunddip Panesar-Aguilar. (2021). Spirituality and Transformational Leadership Practices: A Quantitative Study. Journal of Human Resource Management, 9(4), 102-107. https://doi.org/10.11648/j.jhrm.20210904.12

Copy | Download

ACS Style

Sean Taladay; Sunddip Panesar-Aguilar. Spirituality and Transformational Leadership Practices: A Quantitative Study. J. Hum. Resour. Manag. 2021, 9(4), 102-107. doi: 10.11648/j.jhrm.20210904.12

Copy | Download

AMA Style

Sean Taladay, Sunddip Panesar-Aguilar. Spirituality and Transformational Leadership Practices: A Quantitative Study. J Hum Resour Manag. 2021;9(4):102-107. doi: 10.11648/j.jhrm.20210904.12

Copy | Download

@article{10.11648/j.jhrm.20210904.12,
  author = {Sean Taladay and Sunddip Panesar-Aguilar},
  title = {Spirituality and Transformational Leadership Practices: A Quantitative Study},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {4},
  pages = {102-107},
  doi = {10.11648/j.jhrm.20210904.12},
  url = {https://doi.org/10.11648/j.jhrm.20210904.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210904.12},
  abstract = {Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Spirituality and Transformational Leadership Practices: A Quantitative Study
AU  - Sean Taladay
AU  - Sunddip Panesar-Aguilar
Y1  - 2021/10/28
PY  - 2021
N1  - https://doi.org/10.11648/j.jhrm.20210904.12
DO  - 10.11648/j.jhrm.20210904.12
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 102
EP  - 107
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20210904.12
AB  - Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.
VL  - 9
IS  - 4
ER  -

Copy | Download

Author Information

Sean Taladay

American Centre for Religion/Society Studies (ACRSS), Omega Graduate School, Dayton, USA
Sunddip Panesar-Aguilar

School of Education, University of St. Augustine for Health Sciences, St. Augustine, USA

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Sean Taladay, Sunddip Panesar-Aguilar. (2021). Spirituality and Transformational Leadership Practices: A Quantitative Study. Journal of Human Resource Management, 9(4), 102-107. https://doi.org/10.11648/j.jhrm.20210904.12

Copy | Download

ACS Style

Sean Taladay; Sunddip Panesar-Aguilar. Spirituality and Transformational Leadership Practices: A Quantitative Study. J. Hum. Resour. Manag. 2021, 9(4), 102-107. doi: 10.11648/j.jhrm.20210904.12

Copy | Download

AMA Style

Sean Taladay, Sunddip Panesar-Aguilar. Spirituality and Transformational Leadership Practices: A Quantitative Study. J Hum Resour Manag. 2021;9(4):102-107. doi: 10.11648/j.jhrm.20210904.12

Copy | Download

@article{10.11648/j.jhrm.20210904.12,
  author = {Sean Taladay and Sunddip Panesar-Aguilar},
  title = {Spirituality and Transformational Leadership Practices: A Quantitative Study},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {4},
  pages = {102-107},
  doi = {10.11648/j.jhrm.20210904.12},
  url = {https://doi.org/10.11648/j.jhrm.20210904.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210904.12},
  abstract = {Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Spirituality and Transformational Leadership Practices: A Quantitative Study
AU  - Sean Taladay
AU  - Sunddip Panesar-Aguilar
Y1  - 2021/10/28
PY  - 2021
N1  - https://doi.org/10.11648/j.jhrm.20210904.12
DO  - 10.11648/j.jhrm.20210904.12
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 102
EP  - 107
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20210904.12
AB  - Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.
VL  - 9
IS  - 4
ER  -

Copy | Download