Spiritual leadership has evolved from a concept of ministry to a model for leaders in business and management to use in addressing the challenges of running a business and making a profit.
Major shifts are required in leadership awareness and in how organizations are run and managed in order to solve the complex issues facing today’s business.
A review of the interaction of finance and religion shows not only has there been a long historical relationship between them, but religion continues to influence financial decision-making.
Creating a generative learning team is essential to organizational effectiveness and such a team depends on spiritual and knowledge-based resources to solve problems.
This post links to the pdf for the print edition download of the “Spiritual Leadership” issue.
Fostering a sense of high-involvement community strengthened by high-quality connections may be the recipe for competitive advantage in today’s marketplace.
Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.
Growing research indicates many healthcare organizations are reaping the benefits of proactively investing in the development of succession management capabilities.
When does earnings management become earnings manipulation, and when does earnings manipulation become outright misrepresentation? This is an important question.
Leadership development is being transformed by trends that represent both ongoing evolution of market defined needs and the creativity of responses to them.
In an competitive world, leaders must become students of human relations and recognize that managing by command and control rarely works in today’s economy.
This article explains the role of covenantal leaders in understanding overlooked assumptions making up the unspoken psychological contract between leaders and followers.
This article proposes a model for examining and revitalizing identity attributes as needed to support organizational turnaround and avoid organizational death.
The experience of ambiguity can be unsettling and anxiety provoking for all concerned, thereby impairing organization members’ willingness and ability to change.