an integrated spiritual leadership model for the south ... an integrated spiritual leadership model

An Integrated Spiritual Leadership Model for the

South African Public Service: A Case of

Selected Government Departments

Penelope Karen Law

Thesis submitted in fulfilment of the requirements for a Doctoral Degree in the

Faculty of Economic and Management Sciences at the University of

Western Cape

Supervisor: Professor Michelle Esau

May 2013

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ABSTRACT

Current leadership models have been unable to develop leaders who are

capable of successfully addressing organisational challenges such as the

unethical conduct, poor performance and low morale in the South African

public service. Literature suggesting that spiritual leadership may improve

organisational performance is emerging. The purpose of this study is to

propose and present an Integrated Spiritual Leadership (ISL) model that is

relevant to the South African public service and which can address

burgeoning organisational challenges.

In order to realise this research purpose, the study examined theoretical

perspectives pertaining to spirituality, spiritual leadership and workplace

spirituality. After leadership theories within the traditional and spiritual

paradigms had been discussed and compared, spiritual leadership emerged

as a comprehensive leadership theory. The literature on spiritual leadership

also examines empirical evidence showing the way in which spiritual

leadership may enhance organisational performance. The analysis of spiritual

leadership models exposed a gap in the literature and highlighted the dearth

of spiritual leadership research in the African and, especially, in the South

African context.

The development of the ISL model was based on a comparative analysis of

the nine published leadership models of the following researchers and which

are premised on spiritual leadership principles – Danah Zohar and Ian

Marshall, Kevin Cashman, Stephen Covey, Gilbert Fairholm, The Memorial

Hermann, Louis Fry, Jeffry Ferguson and John Milliman, Margaret Benefiel,

and Sangeeta Parameshwar.

The ISL model comprises three core levels, namely, the spiritual leadership,

team and organisational levels. These levels are all interconnected and

aligned. The spiritual leadership level is characterised by four key attributes,

namely, higher purpose and vision, core positive values, application of

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personal intelligences and changing from the inside out. In terms of the public

service the three levels of the ISL model may influence individual, team and

organisational outcomes by promoting the effective and efficient expenditure

of public funds, improved service delivery and increased employee well-being.

However, in view of the fact that the model was based on Western

international models it was necessary to establish the relevance of the ISL

model within the South African public service context. This study was situated

in the national and provincial government departments in the South African

public service. A qualitative, phenomenological study was conducted to

ascertain the deep, richly textured perceptions regarding the relevance of the

ISL model as regards the public service. In-depth interviews with 22

respondents, including public service managers, service providers and

students of spiritual leadership training, were conducted in order to garner

their opinions about the ISL model. In addition, a quantitative survey was

conducted to determine the extent to which the respondents perceived the ISL

model’s constructs to be relevant for public service managers. The survey

was completed by 233 public service managers from public service

departments in both provincial and national government departments.

Both the survey and the interview respondents perceive the ISL model to be

relevant for public service managers. However, the findings are relevant for

Gauteng public service departments only as the data collected were not

sufficiently representative of all the provinces in South Africa. Many of the

respondents were of the opinion that managers who embrace and model

spiritual leadership principles such as higher purpose and core positive values

are well equipped to overcome organisational challenges. However, although

there was general agreement as regards the constructs of the ISL model,

there was no conclusive agreement on the ranking of the personal

intelligences.1 A lack of technical competence influenced the survey

participants to prioritise IQ above the other intelligences, whilst the interview

1 For the purposes of this study, mental intelligence (IQ), emotional intelligence (EQ), spiritual intelligence (SQ) and physical intelligence (PQ) are deemed to be personal intelligences.

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respondents rated spiritual intelligence (SQ) as the highest form of

intelligence.

The study recommends that a comprehensive approach is required if the ISL

model is to be implemented successfully and in a sustainable way. It emerged

that if senior managers were to endorse and promote the ISL model, this may

result in the model being implemented more successfully. A specialised unit

should continuously promote and monitor the realisation of the relevant

department’s purpose and values. Relevant stakeholders should be involved

to ensure widespread acceptance and endorsement, while the organisational

strategy, systems, structure and culture should be aligned to the purpose,

values and principles of the ISL model in order to promote organisational

performance and employee well-being. In addition, service providers who

develop the ISL model into a training and development intervention should

foster deep learning so that public service leaders and managers fully

embrace and internalise the principles of the ISL model.

Finally, this study recommended future research. A follow-up study should be

conducted to determine the relevance of this ISL model as regards all the

provinces in the country as well as local government. In addition, a

longitudinal study is recommended to determine the impact of the

implementation of the ISL model on the South African public service.

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DECLARATION

I declare that this thesis in my own work. It is being submitted for the degree

of Doctor of Philosophy in the Faculty of Economics and Management

Sciences, School of Government, University of Western Cape.

I further testify that this work has not been submitted for any other degree or

at any other university or institution of higher learning.

Signed: ……………………………………..

May 2013

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ACKNOWLEDGEMENTS

This completion of this thesis would have not been possible without the

incredible support of so many people. I am intensely grateful to the following

people:

• Professor Michelle Esau, my supervisor, who provided guidance,

support and insights.

• The 233 survey and 12 interview respondents who participated in this

study. I never realised how precious a completed survey is until this

thesis.

• Marko Saravanja for his unwavering support and encouragement,

especially when it seemed as if this journey would never end.

• Dhyan and Ananda Saravanja for remaining so patient and

understanding throughout this journey.

• To my family, friends and colleagues who provided advice, support,

wisdom and encouragement.

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DEDICATION

I dedicate this thesis to my daughters, Dhyan and Ananda Saravanja.

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ACRONYMS AND ABBREVIATIONS

COGTA Cooperative Governance and Traditional Affairs DARD Department of Agriculture and Rural Development DCS Department of Correctional Services DEA Department of Environmental Affairs DED Department of Economic Development DET Department of Environment and Tourism DHA Department of Home Affairs DJCD Department of Justice and Constitutional Development DLGH Department of Local Government and Housing DOA Department of Agriculture DOE Department of Education DOH Department of Health DOJ Department of Justice DOL Department of Labour DOT Department of Transport DPSA Department of Public Service Administration DPW Department of Public Works DRT Department of Roads and Transport DSD Department of Social Development DSL Department of Safety Security and Liaison DST Department of Science and Technology dti Department of Trade and Industry DWA Department of Water Affairs EQ Emotional intelligence IQ Mental intelligence ISL Integrated Spiritual Leadership NPA National Prosecuting Authority MEC PALAMA

Member of Executive Council Public Administration Leadership and Management Academy

PQ Physical intelligence SARS South African Revenue Service SQ Spiritual intelligence

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