IMPACT OF SPIRITUAL LEADERSHIP MODEL ON

EMPLOYEE’S INDIVIDUAL OUTCOMES AMONG NURSES OF

PUBLIC HOSPITALS IN PUNJAB

SYNOPSIS OF THESIS

Abstract

Purpose – The study shall investigate the impact of spiritual leadership model
presented by Fry and Nisiewicz (2013) on individual outcomes of employees
including organization commitment, life satisfaction, job satisfaction and career
satisfaction through mediator calling and membership among nurses of public
hospital in Punjab.

Design / methodology / approach: Invitations to participate in this study were

offered to Nurses who currently employed in public hospitals particularly DHQs
and THQs in Punjab, Pakistan. A random sampling approach will be used and
list of employed nurses of each selected hospital will be taken from concerned
CEO office. Google Form will be use to develop online questionnaire and link of
the page will be sent to selected participant through What’s-App or email or
distributed physically and also followed though phone call. A total of 250
individuals will participate in the survey that is considered to be a rule of thumb
(Allan Brayman, 2010). The AMOS 22.0 SEMSPSS program will be used with
maximum likelihood estimation to test the spiritual leadership model (Arbuckle
2013). One of the most rigorous methodological approaches in testing the
reliability and validity of factor structures is the use of confirmatory (i.e. theory-
driven) factor analysis (CFA) within the framework of structural equation
modeling (SEM, Byrne 2001).

1
Contents
1-Introduction.................................................................................................................4
1.1-Research Question...............................................................................................7
1.2-Research Objective..............................................................................................7
1.3-Research Hypothesis............................................................................................8
1.4-Research Model...................................................................................................8
1.5-Research Significance..........................................................................................9
2-Literature Review......................................................................................................10
2.1- Inner life practice positively predicts spiritual leadership....................................10
2.2- Spiritual Leadership...........................................................................................10
2.2.1-Spiritual leadership as a higher-order construct...........................................11
2.2.2-Spiritual well-being.......................................................................................12
2.2.3-Calling.......................................................................................................... 12
2.2.4-Membership.................................................................................................12
2.3- The mediating role of spiritual well-being...........................................................13
3-Research Methodology.............................................................................................15
3.1-Sample:.............................................................................................................. 15
3.2-Measures............................................................................................................ 15
3.2.1-Inner life.......................................................................................................15
3.2.2-Spiritual leadership.......................................................................................15
3.2.3-Calling.......................................................................................................... 16
3.2.4-Membership.................................................................................................16
3.2.5-Organizational commitment..........................................................................16
3.2.6-Life satisfaction............................................................................................16
3.2.7-Career Satisfaction.......................................................................................16
3.2.7-Job Satisfaction............................................................................................17
3.3-Statistical Tool....................................................................................................17
References................................................................................................................... 19

2
 1-Introduction
Patient safety is one of the emerging key drivers in the health-care
industry. There is increasing global awareness of patient safety, and hospitals
have embarked upon measures to improve the quality of health care, especially
on matters of patient care delivery and patient safety (Rahat, 2017). Health-care
systems comprise many professional groups, departments and specialties with
multifaceted, nonlinear interactions between them. The complexity of these
systems is often unparalleled as a result of constraints relating to different
disease areas, multidirectional goals and multidisciplinary staff (Al-Sawai, 2013).
Nurses, who work in critical situations and for long hours in hospitals, need a
new style of leadership to encourage them towards achieving mutual goals with
a shared vision in health care organizations (Jahandar et al., 2018). The
leadership style should enable leaders to motivate and empower nurses and
lead organizations to achieve improved working conditions and best patient
outcomes (Radovich et al., 2011) Nursing needs an effective leadership style to
improve standards of nursing practice, staff retention, and patient satisfaction
(Jahandar et al., 2018).

Leadership commitment is one of the most important factors affecting

the implementation of total quality management in organizations (Tari, 2005;
AbdManaf, 2005).The health-care leadership is required to exploit the diversity
within the organization as a whole and use resources efficiently when framing
management processes and encouraging personnel to work toward common
goals (Bolman and Deal, 2003). Leadership behavior plays a critical role in
employees’ job satisfaction and commitment (Chiok, 2001; Wu et al., 2006). Any
change in the style of leadership behavior may create job dissatisfaction and
lead to a lack of job commitment. The leadership in the organization is very
significant for their success and same is the case of healthcare sector. While
considering this context we find that effective leadership have capacity to
lower/mitigate the negative influence of employees burnout which is critical to
patient care (Benefiel, Fry, and Geigle 2014; Fry et al. 2017; Jeon et al. 2013).

3
 That’s why Daft (2011) defines leadership that shows the relationship
between the leaders and followers and the objective of this relationship is to
achieve the goals that should be results orientated. According to Yulk (2015)
leadership inspire and motivate individual and help others to contribute to the
effectiveness and success of the organization. As we know that employees
have both the spiritual and physical needs and such needs of employees also
with them while they are performing their jobs (Duchon & Plowman, 2005). So,
we can say that spiritual leadership is one of the leadership needed for
organization and their success. According to Gina (2018) one style of leadership
that allows leaders to utilize the variety of approaches to influence others for
positive and humane results is spiritual leadership. Spiritual leadership allows
for multiple leadership approaches designed to motivate and inspire followers to
promote positive results.
The expert of leadership and modern management feel that the model of
spiritual leader is supported because it includes spiritual values in business
activities that include honesty, optimism, courage, enthusiasm and wisdom for
making their organizational decision (Muslich, 2014). Spiritual leadership
literature follows the emerging paradigm of spirituality at work, due to the shift
toward a concern for wholeness and spiritual values (Weinberg and Locander,
2014).
Fry and Nisiewicz (2013) argue that spiritual leadership is a leadership
that uses the values, attitudes and behaviors necessary to motivate one-self
and others intrinsically, so that each has a feeling of spiritual survival through
membership and calling. According to Fry and Cohen in Afsar et al (2015)
spiritual leadership can lead to high commitment from employees of employees.
Commitment is an attitude that reflects employee loyalty, in which employees
express their concern for organizational success and ongoing progress. Noor
(2012) In addition to spiritual leadership, employee performance improvement
can also be supported with high motivation. Fry et al. in Rahmawaty (2016)
states that spiritual leadership is a value, attitude and behavior of leaders
needed in an effort to motivate themselves and others through calling (feeling of

4
meaning) and membership (feelings of respect and understanding) so as to
establish a sense of well-being spiritual.
The theory of Spiritual leadership was intentionally developed with
focused on the spiritual level so that it can be used in both religious and non-
religious-based organizations (Fry, 2003). Researcher study on spiritual
leadership demonstrated that the spiritual leadership model has been examined
in different countries, various fields of the industry, trade training, and the health
system with positive individual and organizational consequences. It seems that
the characteristics of this style of leadership fit the nursing profession as well. Of
course, more large-scale future studies for testing this model of leadership in the
field of nursing will bring about more promising results.

Today, integrating spirituality with leadership is necessary for the nursing

discipline due to the holistic approach in healthcare leadership. Although there
are other value-based theories, such as authentic leadership, ethical leadership,
and ecological leadership Krishnakumar (2014), spiritual leadership as an
effective way in different settings Fry L.W. (2016), seems more suitable for
nursing. A review of studies indicated that there are a few studies in the area of
spiritual leadership in the nursing profession (Jahandar et al., 2018).

To date, Fry’s spiritual leadership theory (Fry, 2003, 2005, 2008, and
2009) in the US has been tested in a variety of settings, such as schools,
universities, military units, city governments, police, and Baldrige award
recipient organizations. The study results supported the findings of a significant
positive influence of spiritual leadership on employee life satisfaction,
organizational commitment, and productivity (Fry L.W., 2009). In many countries
outside the US, such as China, Taiwan, India, Malaysia, Turkish, and Korea,
researchers also found the validity of the spiritual leadership model such as in
(Chen et al. 2012; Chen C.Y. and Yang C.F. 2012; Ayranci E. and Semercioz F.
2011; Jamaludin et al. 2011 and Jeon et al. 2013). In Iran, several studies have
examined this model in different contexts, such as the hotel industry

5
Salehzadeh (2015), banks Khoshpanjeh (2012) and Chegini MG, Nezhad ZF
(2012), gas companies Torkamani et al. (2015), and health care industries
(Abdizadeh M, Khiabani MM, 2014).

In Pakistan very few researches has been done in banking sector such
as (Danish and Usman, 2010; Usman, 2010 and Bodla et al., 2013). There is a
need to validate this model in nursing settings in Pakistan that how spiritual
leadership impact on personal outcome of nurses in healthcare including employee
commitment, life satisfaction, job satisfaction and career satisfaction in the presence of
mediators calling and membership. Because recently, the concept of spirituality,
especially in health care, has received more consideration and with the findings
of studies about SLT in health care, there has been an increase in the tendency
of managers to test this model in the nursing field (Jahandar et al., 2018).

1.1-Research Question
To what extent spiritual leadership model of Fry L.W positively influences
on personal outcomes including employee commitment, life satisfaction, job
satisfaction and career satisfaction through mediator calling and membership
among nurses who are working in stressful public healthcare work environment
in Pakistani context?

1.2-Research Objective
Researcher has set the following research objective to conduct the
study.

1. To test the impact of inner life on spiritual leadership.

2. To test the impact of spiritual leadership on calling and membership.
3. To test that calling and membership impact on employee commitment life
satisfaction, job satisfaction and career satisfaction.
4. To test that calling and membership mediating the relationship between
spiritual leadership and employee commitment life satisfaction, job
satisfaction and career satisfaction.

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 1.3-Research Hypothesis
H1: Inner life practice positively predicts spiritual leadership.
H2: Spiritual leadership positively predicts calling and membership.
H3a: Calling will fully mediate the relationship between spiritual leadership and
employee commitment life satisfaction, job satisfaction and career
satisfaction.
H3b: Membership will fully mediate the relationship between spiritual
leadership and employee commitment life satisfaction, job satisfaction
and areer satisfaction.

1.4-Research Model

Employee
Inner Life H3a Commitment

Meaning H3b
H1
H2 H3a Life
Satisfaction
Spiritual
Leadership H3b

H3a
H2

Membership
H3b Job
Satisfaction

H3a

H3b
Career
Satisfaction

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1.5-Research Significance
This research contributes to our understanding of spiritual leadership in
healthcare organizations in several ways.

1. First, rare research conducted on spiritual leadership on public hospital in

Pakistan upon nurses with this model. So, the domain of spiritual
leadership research into this critical area essential for the patient cares
process.
2. Second, the results of this study establish heightened interest for further
investigation of the role spiritual leadership can play in improving
healthcare performance.
3. Third, our finding will support the existing theory or give a way to improve
the theoretical concept of spiritual leadership in Pakistani context.

8
 2-Literature Review
2.1- Inner life practice positively predicts spiritual leadership
The connection between leadership and spirituality is the inner voice as the
source of wisdom when making difficult personal and business decisions. Inner
life is the source or basis for spiritual leadership of groups and organizations.
Organizational cultures that support their worker’s inner life have employees
who are more likely to develop their own personal spiritual leadership through
personal spiritual practice that can range from spending time in nature, prayer,
meditation, reading inspirational literature, yoga, observing religious traditions,
or writing in a journal (Fry and Nisiewicz, 2013). A work context that supports
these practices is important for creating hope/faith in a vision of serving key
stakeholders that takes place in the context of a caring or loving community.

H1: Inner life practice positively predicts spiritual leadership.

2.2- Spiritual Leadership

The spirituality at work literature is the starting point for spiritual
leadership theory. Kouzes and Posner (1993) started the process and indicated
the top four characteristics of leaders as their being honest, forward-looking,
inspirational, and competent. Next, Fairholm’s (1996) work extended spiritual
leadership. Mitroff and Denton (1999) contributed to the spirituality at work field
with their publication entitled A Spiritual Audit of Corporate America.
Furthermore, Ashmos and Duchon (2000) made a conceptualization and
designed a measure of spirituality at work. Finally, Fry’s (2003) Toward a
Theory of Spiritual Leadership article presented a developed model for spiritual
leadership. His theory based on an intrinsic motivation model (Chen, Yang, & Li,
2011) that incorporated vision, hope/faith, and altruistic love and, in addition to
these, theories of workplace spirituality and spiritual well-being.
Fry’s (2003) cause-and effect model of spiritual leadership involves three
spiritual leadership dimensions that are mediated by two follower characteristics
that contribute to superior organizational outcomes. Leadership components
are: (1) vision that is a passion for an appealing future and creates high level

9
standards for perfection; (2) hope or faith that is the source of the belief that the
organization has the capital to thrive and its goals will probably be successful
(Fry, 2003); and (3) altruistic love which means that wholeness, integration,
congruence, and wellbeing come about through care, concern, and
appreciation.
  Sub-dimensions of spiritual leadership such as vision, hope or faith add
belief, trust and motivation to achieve the vision (Fry et al., 2005). Hope/faith
keeps followers agile and optimistic and contributes to intrinsic motivation (Fry,
2003). One of the above-mentioned dimensions of spiritual leadership -altruistic
love- is given by the organization and is received in turn by followers with the
aim of providing a common vision that removes fears associated with worry,
anger, jealousy, selfi shness, failure, and guilt and contributes to a sense of
membership which results in being understood and appreciated (Fry et al.,
2005). This intrinsic motivation cycle results in an increase in one’s sense of
spiritual survival (e.g., calling and membership) and ultimately in positive
organizational outcomes such as high levels of organizational commitment and
productivity (Fairholm, 1998; Fry, 2003; Fry et al., 2005).
The research of literature demonstrate that the model spiritual leadership
has been extensively tested and supported in a variety of organizations and
cultures which shows a positive influence on job satisfaction, organizational
commitment, conscientiousness, altruism, sales growth, self-career
management, identification, job involvement, retention, attachment,
organizational citizenship behavior, work unit productivity and loyalty, and being
negatively related to frustration, , earning manipulation, intolerance conflict and
instrumental commitment (Fry 2003, 2005, 2008; Fry et al. 2017; Hunsaker,
2016).

2.2.1-Spiritual leadership as a higher-order construct

We consider spiritual leadership to be a process that emerges through
hope/faith in a vision of serving others through altruistic love. Altruistic love
creates the belief and trust necessary for hope/faith. Hope/faith adds belief,
conviction, trust, and action for performance of the work to achieve the vision.

10
The mechanisms of this complex system in producing spiritual leadership,
however, cannot be adequately deconstructed, lending toward a higher-order
construct that underlies its three dimensions.

Beyond the theoretical associations, prior research showed that the three
core dimensions are highly correlated (Fry, Vitucci, and Cedillo 2005). This
suggests that a higher-order factor could be extracted from the correlations
among the three dimensions, and that this common factor could be an important
positive predictor of important individual outcomes. Subsequent research by
Chen and Li (2013), Fry et al. (2017), and Hunsaker (2016) has supported this
assertion.

2.2.2-Spiritual well-being
Calling and membership are universal human needs essential for spiritual
well-being regardless of gender, race, demographic group, or culture (Fry &
Nisiewicz, 2013). Through hope/faith in a vision of service to key stakeholders,
workers develop a sense of calling through which they feel a sense of purpose
and that their life has meaning and makes a difference. By receiving altruistic
love through the care and concern for themselves and others, employees
experience membership and have a sense of belonging and community in which
they feel understood and appreciated.

2.2.3-Calling
The term calling has long been used as one of the defining characteristics
of a professional who, by definition, have ethics centered on selfless service to
clients/customers. Professionals feel an obligation to maintain quality standards
within the profession, are dedicated to their work, and have a strong
commitment to their careers. It is by providing service to others that professional
healthcare workers gain a sense of calling which provides purpose, meaning,
and the feeling they are making a difference in the lives of others.

2.2.4-Membership
Membership is a sense of belonging and community that is realized
through a social network and located in a specific place and time (Fry 2003). It

11
is a universal spiritual need we all have to move beyond the isolation of one’s
selfish interests and have a sense of belonging or community within which one
is understood, appreciated, and accepted for who they are just as they are. This
sense of membership plays a crucial role in increasing resilience, happiness,
and well-being. It also provides the context for our communications in terms of
to whom we talk, the language we use and, to a great extent, determines what
thoughts we think. Healthy interpersonal and social functioning correlates with
positive human health and psychological well-being, whereas disconnection
leads to despair and despondency. This suggests the following hypothesis:

H2: Spiritual leadership positively predicts calling and membership.

2.3- The mediating role of spiritual well-being

We further hypothesize that the positive influence of spiritual leadership
on spiritual well-being through calling and membership produces positive
individual and organizational outcomes such as employee life satisfaction,
organizational commitment. This positive increase in outcomes through spiritual
leadership’s influence on calling and membership is based in an emergent
process whereby employees with a sense of calling and membership will
become more attached, loyal, and committed to the organization through
satisfaction of these spiritual needs (Fry 2003). Moreover, employees who
experience calling and membership and are committed to the organization’s
success will expand the extra effort and cooperation necessary to continuously
improve productivity and other key performance metrics, feel more fulfilled by
having a sense of purpose and belonging, and perceive their lives as richer and
of higher quality (Fry 2003, 2005; Fry & Slocum 2008). They will also have
higher levels of life satisfaction and experience less burnout because of a
heightened sense of membership and emotional support from both their co-
workers and the organization’s culture based in the values of altruistic love.

Our theorizing and these prior results lead to our final hypotheses:

12
H3a: Calling will fully mediate the relationship between spiritual leadership and
organizational commitment, life satisfaction, job satisfaction and career
satisfaction.

H3b: Membership will fully mediate the relationship between spiritual

leadership and organizational commitment, life satisfaction, job
satisfaction and career satisfaction.

13
 3-Research Methodology
3.1-Sample:
Invitations to participate in this study were offered to Nurses who
currently employed in public hospitals particularly DHQs and THQs in Punjab,
Pakistan. A random sampling approach will be used and list of employed nurses
of each selected hospital will be taken from concerned CEO office. Google Form
will be used to develop online questionnaire and link of the page will be sent to
selected participant through What’s-App or email or distributed physically and
also followed though phone call. A total of 250 individuals will participate in the
survey that is considered to be a rule of thumb (Allan Brayman, 2010).

3.2-Measures
An adopted questionnaire will be used to collect the data from participant. The
reference of instrument is as follow.

3.2.1-Inner life
The measure for inner life was adapted for this study from (Fry and
Nisieiwcz, 2013). Sample items for inner life include “I maintain and inner life or
reflective practice (e.g. spending time in nature, prayer, meditation, reading
inspirational literature, yoga, observing religious traditions, writing in a journal)”
and “I know my thoughts play a key role in creating my experience of life”.

3.2.2-Spiritual leadership
Sample items for spiritual leadership include “The leaders in my
organization walk the walk as well as talk the talk”; “The leaders in my
organization are honest and without false pride”; “My organization’s vision is
clear and compelling to me”; and “I demonstrate faith in my organization by
doing everything I can to help us succeed” were adapted for this study from (Fry
and Nisieiwcz 2013).

14
3.2.3-Calling
Sample calling items are “The work I do makes a difference in people’s
lives” and “The work I do is meaningful to me” were adapted for this study from
(Fry and Nisieiwcz, 2013).

3.2.4-Membership
Sample items for membership are “I feel my organization appreciates me
and my work” and “I feel highly regarded by my leaders” were adapted for this
study from (Fry and Nisieiwcz, 2013).

3.2.5-Organizational commitment
Organizational commitment was measured using five items adapted from
the measure of affective organizational commitment developed by (Allen and
Meyer, 1990). Sample items include “I really feel as if my organization’s
problems are my own” and “I talk up my organization to my friends as a great
place to work for”.

3.2.6-Life satisfaction
Measurement of life satisfaction was based on the Satisfaction with Life
Scale (Diener et al. 1985). Sample items include “I am satisfied with my life” and
“In most ways my life is ideal.”

3.2.7-Career Satisfaction
Measurement of Career satisfaction was based on the Satisfaction with
Career Scale (Greenhaus et al., 1990). Sample items include “I am satisfied
with the progress I have made toward meeting my goals for the development of
new skills.” “I am satisfied with the progress I have made toward meeting my
goals for the development of new skills.”

15
3.2.7-Job Satisfaction
Job satisfaction was measured with three items, two taken from the
Michigan Organizational Assessment Questionnaire (Cammann et al., 1983;
i.e.“In general I like working here” and “All in all I am satisfied with my job”) and
one from Quinn and Shepard’s (1974) job satisfaction index (i.e. “Knowing what
I know now, if I had to decide all over again whether to take my job, I would”).

3.3-Statistical Tool
The AMOS 22.0 SEMSPSS program will be used with maximum likelihood
estimation to test the spiritual leadership model (Arbuckle 2013). One of the
most rigorous methodological approaches in testing the reliability and validity of
factor structures is the use of confirmatory (i.e. theory-driven) factor analysis
(CFA) within the framework of structural equation modeling (SEM, Byrne 2001).
Structural equation modeling (SEM) is particularly valuable in inferential data
analysis and hypothesis testing. It differs from common and components
(exploratory) factor analysis in that SEM takes a confirmatory approach to
multivariate data analysis; that is the pattern of interrelationships among the
spiritual leadership constructs is specified a priori and grounded in theory.

SEM is more versatile than most other multivariate techniques because it

allows for simultaneous, multiple dependent relationships between dependent
and independent variables. In doing so, it extends regression analysis in that a
variable may be an independent variable in relation to certain variables that
follow it (e.g., spiritual leadership to calling and membership), a dependent
variable (e.g., spiritual leadership as predicted by inner life), and a route for an
indirect path from other variables that precede and follow it in the model (e.g.,
calling and membership between spiritual leadership and organizational
commitment, productivity and life satisfaction).

Initially, dependent variables can be used as independent variables in

subsequent analyses. For example, in the SLT model calling is a dependent

16
variable for spiritual leadership but is an independent variable in its defined
relationship with organizational commitment and productivity and life
satisfaction. Several previous studies have demonstrated the reliability and
validity of the spiritual leadership model and its measures, including, Chen and
Li (2013), Chen and Yang (2012), Fry, Vitucci, and Cedillo (2005), Fry, Latham,
Clinebell, & Krahnke, (2017), Hunsaker (2016), Jeon, Passmore, Lee, &
Hunsaker, (2013). So, there is no need to test the reliability and validity of
instrument again.

17
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