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Robert Allen Fahey, Ph.D.

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Member Since: Feb, 2007

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Dissertation Approved
Wednesday, February 21, 2007  12:28:00 PM

by Robert Allen Fahey, Ph.D.



Education/Training
This study was conducted to investigate how soul expressiveness and spiritual leadership capacities impact human performance in the workplace. This study analyzed data from sixty-two participants in the construction and accounting industry that were selected in two communities south of Boston, Massachusetts. The research model was designed to discover the best examples and experiences of respondents who integrate soul and spirituality at work and to develop an expansive list of spiritual leadership capacities that impact human performance improvement. Individual and focus group interviews helped to define qualities of soul in life and at work. A survey, The Purpose in Life Test, was given to measure performance behaviors as they relate to job satisfaction, productivity, organizational competitive advantage, and profit. This mixed methodology study emphasized that when organizations focus on soul expressiveness and spiritual leadership capacities, the human capacities are suggestive of a direction that they will positively impact human performance in the workplace.

There is a growing interest in the cultivation of expressiveness of soul and spiritual leadership capacities driving a global consciousness and interconnectedness (Elgin & LeDrew, 1997; Hill, 1999). Expressiveness of soul and spiritual leadership capacities comprise of inherently learned techniques, core competencies, skills, and generalized common sense that individuals bring to the organization and that impact performance in the workplace. Global leaders express spiritual leadership capacities or techniques and skills giving them the ability to perform certain job tasks. For example, certain CEOs possess the spiritual leadership capacity of power that provides a display of being charismatic. One more phenomenon is the spiritual leadership capacity of competency that adds quality to being able to perform mentally and physically to achieve success. In the book Good to Great” author Jim Collins provides a description of “Level 5 Leadership” as a key for good companies to make the move to great. According to Collins (2001), his research failed to show how leaders developed to level 5. Collins (2001) states, “I would love to be able to give you a list of steps for becoming Level 5, but we have no solid research data that would support a credible list” (p. 37). This study attempted to develop a valid list of spiritual leadership capacities or techniques, core competencies, and skills that foster self-efficacy, time management, adaptability, spontaneity, values, and linking intuition with intellect and that impact human performance (Bolman & Deal, 2001; Goleman, 1995; ASTD, 2006).
The increasing popularity of expressiveness of soul and spirituality in the workplace described in research as “new age” and the “organizational fourth wave” is rooted in business economics, science, and religion (Crowley, 2002; Field, 2004; Fleming, 2004; Kotchian, 2000; Nur, 2003; Paulison, 2002; Quatro, 2002). These research studies have been rigorous because “Organizations have been built on scientific principles and the theories of bureaucracy of the early 1900s, which engineered the spirit out of the workplace” (Paulison, 2002, p. 6).






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