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This research examines benevolent leadership and makes three key contributions to organizational research. The first contribution is a theoretical one; the development of a theory-grounded conceptual model of benevolent leadership based on four streams of creating common good in organizations: morality, spirituality, vitality, and community. The second contribution is the development of an instrument (Benevolent Leadership Scale) to measure the construct of benevolent leadership. This scale is composed of four dimensions: Ethical Sensitivity, Spiritual Depth, Positive Engagement, and Community Responsiveness. The third contribution is of empirical nature: the exploration of potential outcomes of benevolent leadership in organizations, affective commitment, and organizational citizenship behavior. [ABSTRACT FROM AUTHOR]

This article aims to develop an integral framework for analyzing and capturing diverse forms of value compasses of leaders in organizations. Building on the concept of 'career anchors' (Schein, Career anchors: discovering your real values, Jossey-Bass Pfeiffer, San Francisco, ), the concept of 'spiritual anchors' is introduced, patterns of deeply held spiritual motives, values and attitudes that provide direction, meaning, wholeness, and connectedness to a person's life or work. Based on qualitative interviews conducted with 32 managers in Turkey, a taxonomy of spiritual anchors is developed, each of which can be thought of as the spiritual DNA of a person or a fractal of that person's holistic value system. Each of the spiritual anchors refers to a unique way of perceiving and practicing spirituality. The article introduces nine spiritual anchors as the underlying basis of leadership values and team roles in organizations: perfection, compassion, passion, inspiration, investigation, dedication, appreciation, determination, and cooperation. The model based on spiritual anchors is a multidimensional and holistic model of leadership values and individual differences, and it provides professionals and managers with 'a big picture' of spirituality, values, and leadership dimensions in organizations. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to invite managers and practitioners to reflect on the meaning and implications of the concept of zero for individual and organizational spiritual growth. Design/methodology/approach -- Building on spirituality and complexity literatures, this paper stimulates non-traditional thinking in organizational change and leadership. The paper uses the concept of zero as a creative metaphor for organizational development. Findings -- The paper introduces a systemic, unified, multidimensional, holistic, complex, chaotic and dynamic paradigm for organizations based on spirituality: paradigm zero. Zero represents paradox, transcendence, interconnectedness, balance, modesty, creativity, inspiration, and the essence and mystery of human existence. Practical implications -- This paper invites managers to consider a futurist perspective called zero-cantered thinking that enables creativity and reflection in the middle of complexity. Originality/value -- This paper builds on cutting edge spirituality and complexity concepts to enable new thinking for twenty-first century managers and professionals. Zero philosophy provides organizations a new trans-disciplinary paradigm based on spirituality, complexity, chaos, systems sciences, quantum physics, emergence, and Sufism. [ABSTRACT FROM AUTHOR]

The old leadership model is giving way to a new twenty-first-century paradigm for navigating in an age of uncertainty, complexity, interdependency, globalization, and accelerating change. Drawing from chaos theory, nonlinear dynamics, quantum mechanics, and other disciplines, the author sees the emergence of three new creative roles for leaders—social artist, spiritual visionary, and cultural innovator—which call for a new leadership mindset, and for tapping the powers of the heart. A new holistic skill set with eleven domains encompasses the values, perspectives, and competencies needed to lead organizations and employees to their full potential in the new century. © 2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The article characterizes the leaders of the twenty-first century. Twenty first century is a new world of global uncertainty, chaos, innovation, change, dynamism,interconnectedness and complexity. The world is in need of leaders who can fulfill three creative roles simultaneously. These are leaders who are social artists, spiritual visionaries, and cultural innovators. Leaders in the twenty-first century will have to integrate, and synthesize their minds and hearts to lead effectively.