0.3 Bezy, k., & Makolandra, j. (july 2009). spiritual and ethical  (Page 5/8)

Literature review

The idea that there may be people who are more attuned to spirituality can be found in the work of Abraham Maslow. Maslow described the hierarchy of needs that humans have (Lowry, 1973). He discussed higher and lower needs. The needs range from simple life sustaining needs to the need for humans to be respected. At the top of his triangle, Maslow described the self-actualized person (Maslow, 1970). People at this level still need the lower levels to sustain them, but they are less dependent on them.

Maslow (1970) described self-actualized people as psychologically healthy. They are not afraid to make mistakes but rather choose to learn from them. They tend to jump right in to their work and attempt to do their best. They are accepting of self, others, and their surroundings. They are humans in the fullest sense of the word; comfortable with themselves and honest (Lowry, 1973). Self-actualized people are spontaneous, both outwardly and inwardly. They can see reality easily, denoting a great feeling of experiencing the present ("Self-actualization," n.d.).

A key in Maslow’s description of self-actualized people is the detachment from things. This detachment helps one to concentrates and to act without fear of personal loss; a trait that a leader must have. While these people are focused on the ends, they do not lose sight of the importance and value of the means. They, in fact, see the means as ends in themselves as they experience them, thus seeing their deeper significance. This approaches what Maslow calls a mystic experience. The everyday moments produce emotions, feelings of wonder and awe, and appreciation of their meaning. Maslow says that centuries ago such people would have been called “Godly.”

Here Maslow is setting the stage for a non-religious spirituality. Self-actualized people are spiritual people. They look for and find meaning in events as did the biblical people. They understand values and can easily apply values to life situations with little difficulty (Lowry, 1973; Maslow, 1970).

Spirituality in leadership is being discussed in different disciplines. Sergiovanni (1992) looked at the spirituality in educational venues. He said that leaders build communities of learners and cultivate the leadership potential of followers. He stated that beliefs and values inform the theories and reflections, which, in turn, affect the decisions and actions of leaders. Leaders’ actions ultimately are derived from leaders’ interior values and visions.

Sergiovanni (1992) makes a point about authenticity. Leaders are the same person at home and at work. Leaders must be in touch with basic values and base decisions and actions on those values. Leaders who are authentic people are more effective in leading communities of followers to see that they are interconnected with each other. Being led by the meaning of the work, the followers will be led by intrinsic values rather than by rewards.

Sergiovanni (1992) noted that an important aspect of leadership is being a servant. True leaders put their own interests behind those of others. Only secure leaders can give power to others. They do not put their position ahead of the people (Maxwell, 1999). The idea of servant leadership is missing from most theories of leadership (Sergiovanni, 1992). A servant leader may appear weak. It takes a secure leader to serve others.