Since 2014
Authentic Leadership and Spiritual Capital Development: Agenda for Building Quality Management
International Journal of Development and Management Review
View Archive Info| Field | Value | |
| Title |
Authentic Leadership and Spiritual Capital Development: Agenda for Building Quality Management
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| Creator |
Yalokwu, PO
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| Description |
An important factor responsible for the poor performance of many organizations is paucity of authentic leadership and spiritual capital. Evidence from various researchers such as William George (2005), Zohar and Marshal (2004), Stephen Covey (2004), indicate that many business companies and government organizations which were known for good governance, have collapsed, not sequel to lack of economic capital but largely because of absence of authentic leaders and managers equipped with spiritual intelligence and vision, purpose and values. The purpose of this paper is to examine authentic leadership and spiritual capital as key elements for the successful building of quality management and effective organizations. It highlights the nexus between authentic leadership and spiritual capital, describes the common features of authentic leadership and spiritual capital, and sets out a process model for developing spiritual capital and authentic leadership in Africa and beyond. Finally, it suggests strategies for the optimal development of authentic leadership and spiritual capital capable of fostering quality management and successful organizations. |
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| Publisher |
Directorate of General Studies, FUT, Owerri
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| Contributor |
—
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| Date |
2010-02-16
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| Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
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| Format |
application/pdf
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| Identifier |
https://www.ajol.info/index.php/ijdmr/article/view/47939
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| Source |
International Journal of Development and Management Review; Vol 3, No 1 (2008); 1-5
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| Language |
eng
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| Relation |
https://www.ajol.info/index.php/ijdmr/article/view/47939/34306
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| Rights |
Either the Editor, the Editorial Board (individually or collectively) or the Development and Management Study Group (DMSG) assumes any responsibility for statements of facts or opinions in the papers published and are therefore absolved of any legal liability. The authors are in every way responsible for the contents of individual articles.Reproduction of any sort, including photocopying of this journal or portions of it, or any storage whatsoever, by any person(s) without prior permission of the copyright owners, is prohibited.© Copyright reserved by Development and Management Study Group (DMGS)
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