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African Journal of Business Management Vol.6 (28), pp. 8420-8434, 18 July, 2012 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.2036 ISSN 1993-8233 ©2012 Academic Journals
Full Length Research Paper
The effect of spiritual leadership and other elements on employees’ empowerment of Iran's bank: Case study of
Guilan Province
Mehrdad Goudarzvand Chegini* and Zaeimeh Farjadi Nezhad
Islamic Azad University, Rasht Branch, Rasht, Iran.
Accepted 31 October, 2011
For creating spirituality in the workplace, establishing spiritual leadership is necessary to strengthen the commitment of staff and to improve their activities. To achieve this goal, a conceptual model was used. A sample size of 363 personnel was selected; data and information were collected using questionnaires, field and library research and Laserl software. Findings indicated that there is a significant and positive relationship between leadership dimensions (visions, hope and faith, altruistic love, membership, commitment and productivity or performance feedback of leader) and employee’s empowerment of both public and private sectors banks in Guilan Province. Key words: Spiritual leadership, motivation, spirituality, spiritual intelligence, empowerment.
INTRODUCTION Leadership is a process of influencing others to direct their efforts towards achieving certain goals. Someone, emphasizing on the relationship between people, stated that leadership is to influence subordinates by communicating with them for realization of the organization‟s goals. Others consider the new paradigm, which is the management of future challenges as "spirituality" and faith that satisfy higher needs of employees (Kennedy, 2002). Since leadership is all about identifying people‟s faith and opinions, it is based on spirituality (Cavanagh, 1999). There are various researches on physical, mental and emotional characteristics of leaders, but this study is on the characteristics of spiritual leaders which have drawn more attention in recent years. Spiritual leadership theory is a causal leadership theory for organizational transformation designed to create an intrinsically motivated learning organization. The theory of spiritual leadership was developed within an intrinsic motivation model that incorporates: vision (reflexing objectives and *Corresponding author. E-mail: [email protected].
goals and encouraging hope and faith), altruistic love (creating optimal relationship with others and underlying this definition are values such as integrity, patience, kindness, forgiveness, trust, loyalty, and compassion) and hope and faith to realize goal (the source for the conviction that the organization‟s vision, purpose, and mission will be fulfilled (Fry et al., 2010); that is, a firm‟s belief in something for which there is no empirical evidence; based on values, attitudes, and behaviors that demonstrate certainty and trust that what is desired and expected will come to pass; effort and action to work towards achieving the vision) into the fundamental needs of both leaders and followers for spiritual survival. Well-being of followers are achieved by the followings: through calling and seriousness at work (having meaning and purpose in their work, to feel important and have valuable career goals pursued), membership (this includes a sense of belongingness by employees, a feeling of the importance of their job in an organization and co-workers‟ point of view), organizational commitment (to continue the relationship between the individual and organization and confidence in feedback of leaders‟ performance based on this idea that human can act better, and tasks and duties are getting better than the day before
(continuous improvement)) and productivity (it includes producing results, benefits or profits). Several studies including Eisler and Montouori (2003), Giacalone and Jurkiewicz (2003b), Fry et al. (2005), Malone and Fry (2003), Ziyaii et al. (2008) and Yaghoubi et al. (2010) indicate that there is a positive relationship between workplace spirituality and satisfaction and purposive life; human‟s well-being also delivered improved employee‟s commitment, productivity and reduced absenteeism and turnover.
We can say that spiritual abilities have positive effects and bring suitable products for people Those organizations which enjoy spiritual leadership can involve their workers in their decision making process by creating motivation in them, giving them information and empowering and strengthening them. Therefore, it is essential and vital to pay attention to the empowerment of human resources for development of organizations in various aspects such as economic and financial, organizational culture, technicality and technology. So, due to the necessity of human resources empowerment for organizations and the importance of spiritual leadership role, we can say that the aforementioned variables are most important and necessary for the country‟s banking system. Due to their effective role in the economic and social growth of the communities, helping the country to achieve its goals, and the positive results from spirituality in organizations by spiritual leaders, including leaders in the country, banking system was considered and the necessity to study the role of spiritual leadership on empowering the employees in the banking system is investigated. Since the banking system like every other organization needs to strengthen employees for its continual existence, this research deals with the explanation of spiritual leadership role on empowerment of employees. The main problem of this research is: "Is there a significant relationship between the dimensions of spiritual leadership and empowerment of employees in the public and private banks of Guilan Province in Iran?
MATERIALS AND METHODS
Research process
In this research, Pearson correlation coefficient was used to analyze data and information, and the main variables were identified by studying research literature.
Variables related to spiritual leadership including vision, faith in objective reality, altruistic love, membership, commitment and productivity were identified as independent variables and employee‟s empowerment was assumed as the dependent variable. Then, some employees of public and private banks in Guilan Province were used as samples; data and information needed to assess and measure the variables in this study were collected by questionnaire, with statistics of the values of the samples calculated. Then, using the estimation and statistics test, the statistics generalized population parameters. Because statistical inference about approval or disapproval or predictions of the assumptions of this research is possible only through the
Chegini and Nezhad 8421 correlation test, and, in order to ensure proper utilization, the correlation method had been used.
Based on the terms of collecting data to test hypotheses or to reply to questions related to the current situation, research methods used in this study made it descriptive- analytical research and can be considered as field study. Also, there is a causal relationship between variables. The survey method used can generalize results, which is considered as one of its most important advantages. Research variables included spiritual leadership (independent variables) and empowerment (dependent variable).
Statistical population and sample The statistical population of this survey covers all administrative staff in public and private banks in Guilan Province, Iran. And because of its large size, random sampling was used. Sample size and method of estimation Due to the large size of the geographical area of the statistical population, a group of land was selected as the sample area. The sample size formula was estimated to be 364 based on Morgan's table, and 500 questionnaires were distributed among the employees of public and private Guilan' banks. Out of the 500 questionnaires distributed, 363 were fully returned, out of which 228 were collected from public Guilan banks and 135 were collected from private Guilan banks. Data collection methods
In the present study, literature and history research library technique was used, and information was collected through reading of books, articles and other researches and searches in the internet. Moreover, since the study is descriptive, like many other descriptive study, to collect information in hypothesis testing, questionnaire was used. This is because there is confidence in its standard, its answers have uniformity, saves time, it is easier compared to other methods of data collection and opinions expressed in it are closer to reality. In designing and developing the questionnaire, sufficient accuracy was carried out to clarify the questions.
A total of 500 questionnaires were distributed among the employees of banks, both public and private sectors and after collecting, 363 were analyzed. It must be noted that the questionnaires were adjusted into 44 questions, with the first part related to spiritual leadership consisting of 29 questions, and the second part belonging to empowerment, which contains 15 questions. 5-point Likert scale was used to indicate completely disagree, completely agree and adjustment. Measurement of the dimensions of spiritual leadership Questions assessing aspects of spiritual leadership were derived from Louise Fry et al.‟s (2005) questionnaires. Their adjustment and five – point Likert scale include „completely disagree, disagree, impartial, I agree and absolutely agree‟. The questions which measure the spiritual leadership are 29 (The three dimensions of spiritual leadership, and two dimensions of spiritual survival): vision (questions 1 to 4), the love of altruism (questions 5 to 8), faith on purpose (questions 9 to 13), significance (questions 14 to 17), membership (questions 18 to 21), commitment (questions 22 to 25) and productivity or performance feedback (questions 26 to 29). Organizational commitment and productivity were measured using survey questions. Questions that measure dimensions of spiritual
8422 Afr. J. Bus. Manage. leadership are contained in the table.
Measurement of empowerment The questionnaire related to empowerment contains 16 questions and 5- point Likert test ranging from completely disagree to completely agree, designed by Speritzer (1995). Questionnaire was used for assessment of employees, and questions 30 to 44 were related to employee‟s empowerment. Validity (credibility) In order to test the validity of the questions, both content and factor credibility was used. Factorial validity of the questionnaire was performed using confirmatory factor analysis and Leserl software. In order to assess the validity of questionnaire content, universities‟ professors and experts were taken advantage of, studies of similar questionnaires were distributed among a number of bank personnel and corrective actions were performed to ensure the questionnaires measured up to the characteristics desired by the researchers. Reliability To determine reliability, 40 questionnaires were collected and distributed to the statistical population. Cronbach's alpha technique was used to estimate the reliability of the questionnaires. Data analysis In order to assess the hypothesis, to investigate its relationship and rate and the quality of variables, correlation coefficient test was done; and SPSS 18 software and Pearson correlation coefficient were used to study the determination of the effect of dependent variable. Structural equation modeling and Leserl were used for measuring causal relationship.
RESULTS AND DISCUSSION
After collecting the questionnaires, they were analyzed and data from them were converted to information. After analysis of the inferential statistics, using the Pearson correlation coefficient test techniques, hypotheses were tested; and then the acceptance or rejection of statistical hypotheses was suggested. The results of this research are summarized in Tables 1 to 5 and in Figures 1 to 6.
The combination of public and private banks
Description of research variables
The summary results of the analysis of research variables are presented in Table 1.
Assumptions test
The main hypothesis
There is a significant relationship between spiritual
leadership and empowering employees of Guilan‟s banks. T value obtained from the diagram in significant numbers is 5.48, which is larger than 1.96. Also, using the standard model, the value of this relation is 0.54; therefore, the results collected and analyzed data show that there is a significant relationship between spiritual leadership and empowerment of employees .So the research hypothesis is accepted. Conclusions in the public sector: T value obtained from the diagram in significant number is equal to 5.80, which is larger than 1.96. Therefore the research hypothesis is accepted. Also, using the standard model the value of this relation is 0.56.
Conclusions in the private sector: T value obtained from the diagram in significant number is equal to 3.18, which is larger than 1.96. Therefore the research hypothesis is accepted. Also, using the standard model, the relation of this value is 0.45.
In fact, whenever the dimensions of spiritual leadership (vision, hope and faith in work, love for altruism, membership, significant commitment, productivity) in the banks of Guilan Province increase, they have positive and significant impact on the empowerment of their employees. Consequently, there is a direct relationship between these two variables. Structural equation modeling results also indicate that spiritual leadership caused empowerment of employees.
So, the results of this study confirmed the research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010).
So, there is significant relationship between spiritual leadership and employee‟s empowerment of Guilans' banks. The results of the analysis of the hypotheses are confirmed. In fact, what is the result proves is that, increasing spiritual leadership has a significant and positive effect on employee‟s empowerment in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard, it must be said that the enjoyment of spiritual leadership in the organizations can play an important role in empowering employees. So, organizations should pay more attention to selection, hiring, job promotion; and it should not just be based on personal appearance, but using psychological tests and questions to assess the spirituality in people is essential. It is suggested that Iran, being an Islamic country, the banking system must select leaders and organizational managers who are able to establish a comprehensive communication with employees and express the organizations‟ priorities and goals to the employers for them to have faith in them. This will increase employee‟s awareness. Leaders should express the importance of each individual worker in achieving those goals and growth of the organizations. They should instill the feeling of being effective in the staff, motivate employees, and give them more autonomy and freedom in their participation in decision making. These lead to empowerment of employees. So leaders
Chegini and Nezhad 8423 Table 1. Summary of the analysis of research variables in private banks, public banks and the aggregate results of both banks.
Variable Sector N Minimum Maximum Mean Standard deviation
Variance
SPL
Public 228 1.81 5 3.6714 0.55931 0.313
Private 135 1.5 5
SIG 2 Sector 363 1.5 5 3.7059 0.59162 0.35
Vision
Public 228 1 5 3.7928 0.76694 0.588
Private 135 1 5 3.937 0.75725 0.573
SIG 2 Sector 363 1 5 3.8464 0.76549 0.586
Faith
Public 228 2 5 3.9967 0.62416 0.39
Private 135 1.5 5 4.0537 0.69807 0.487
SIG 2 Sector 363 1.5 5 4.0179 0.65226 0.425
Love to altruism
Public 228 1 5 3.1561 0.85216 0.726
Private 135 1 5 3.2459 0.907 0.823
SIG 2 Sector 363 1 5 3.1895 0.87279 0.762
Significant work
Public 228 1.25 5 4.0417 0.60187 0.362
Private 135 2 5 4.1019 0.59874 0.358
SIG 2 Sector 363 1.25 5 4.064 0.60058 0.361
Membership
Public 228 1 5 3.5208 0.81076 0.657
Private 135 1 5 3.5778 0.8886 0.79
SIG 2 Sector 363 1 5 3.542 0.83979 0.705
Organizational commitment
Public 228 1 5 3.8629 0.74474 0.555
Private 135 1.25 5 3.9444 0.78385 0.614
SIG 2 Sector 363 1 5 3.8933 0.75947 0.577
Productivity
Public 228 1 5 3.3289 0.83284 0.694
Private 135 1 5 3.4889 0.91773 0.842
SIG 2 Sector 363 1 5 3.3884 0.86759 0.753
Empowerment
Public 228 2.77 5 4.0115 0.456 0.208
Private 135 2.47 5 3.9353 0.4733 0.224
SIG 2 Sector 363 2.47 5 3.9831 0.46332 0.215
that should be proposed within the organization are those who can promote and stimulate intrinsic motivation in staff through spiritual leadership until they do not despair and suffer from frustration for lack of material reward; and until they consider their work as a reward.
The first sub-hypothesis
There is significant relationship between visions and empowering employees. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is rejected and H1 is accepted. Also, the correlation intensity of these two variables is +34.8% which indicates
a direct relationship between vision and employees‟ empowerment and the coefficient of determination in this hypothesis is equal to 121%.
Conclusions in two parts: T value obtained from the diagram in significant numbers state is equal to 14.68, which is larger than 1.96, so the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.70.
Conclusions in the public sector: T value obtained from the diagram in significant number is 12.06 which is larger than 1.96. The research hypothesis is accepted.
8424 Afr. J. Bus. Manage. Table 2. Pearson correlation coefficient between spirituality leadership and its dimensions and empowerment.
Variable Empowerment Vision Faith Love meaning Membership Commitment Productivity
Empowerment
Pearson correlation 1 0.348** 0.446** 0.358** 0.437** 0.521** 0.481** 0.451**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Vision
Pearson Correlation 0.348** 1 0.664** 0.581** 0.398** 0.500** 0.519** 0.462**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Faith
Pearson correlation 0.446** 0.664** 1 0.522** 0.527** 0.506** 0.582** 0.445**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Love to
altruism
Pearson Correlation 0.358** 0.581** 0.522** 1 0.371** 0.638** 0.539** 0.586**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Significant
work
Pearson correlation 0.437** 0.398** 0.527** 0.371** 1 0.524** 0.529** 0.341**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Membership
Pearson correlation 0.521** 0.500** 0.506** 0.638** 0.524** 1 0.680** 0.563**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Organizational
commitment
Pearson correlation 0.481** 0.519** 0.582** 0.539** 0.529** 0.680** 1 0.526**
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
Productivity
Pearson correlation 0.451** 0.462** 0.445** 0.586** 0.341** 0.563** 0.526** 1
Sig. (2-tailed) 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000
N 363 363 363 363 363 363 363 363
**. Correlation is significant at the 0.01 level (2-tailed).
Table 3. Fit Indexes of model.
Index Value
Non-normed fit index (NNFI) 0.97
Comparative fit index (CFI) 0.9
Incremental fit index (IFI) 0.91
Adjusted goodness of fit index (AGFI) 0.87
Goodness of fit index (GFI) 0.93
Also, using the standard model, the value of this relation is 0.73.
Conclusions in the private sector: T value obtained from the diagram in significant number is 8.46, which is larger than 1.96. So, the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.67.
Intensity correlation was 0.348 and there is significant relationship between the vision and the empowerment of employees. So, the results of this study confirmed the research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010).
Therefore, the results of the analysis confirmed this hypothesis. In fact, the results indicate that increasing the vision has a significant and positive role and impact on the employee's empowerment in Guilans' banks. Consequently, there is a direct relationship between these two variables. In this regard, we should say that lack of clarity in the objectives and policies and job duties and responsibilities of the leaders and organizational managers prevents significant sense and reduces the ability of staff. Since the first factor in the organizational characteristics that facilitate the empowerment of individuals is having a clear challenging vision, it is suggested that corporate leaders with their new insights, and to create a clear vision and challenge, must stimulate their employees to take effective step in empowering employees. This is because the real power of a landscape becomes apparent only when more people involved in development have a common understanding of goals and direction to this common sense of a desirable future. That is when they will be able to work together to coordinate the development and to motivate people to do them. When people really understand the views of senior management, organizational strategies will have a sense of empowerment. Therefore, it is important to draw clear vision and not doubt the staff and help them to reach this direction. The second sub-hypothesis There is significant relationship between faith in work and empowering the staff. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is
Chegini and Nezhad 8425 rejected and H1 is accepted. Also, the correlation intensity of both variables is +44.6% which indicates a direct relation between faith in work and employees‟ empowerment; and coefficient of determination in this hypothesis is equal to 0.198%.
Conclusions in two parts: T value obtained from the diagram in significant numbers state is equal to 15.58, which is larger than 1.96. So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.73. Conclusions in the public sector: T value obtained from the diagram in significant numbers state is equal to 11.73, which is larger than 1.96. So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.71.
Conclusions in the private sector: T value obtained from the diagram in significant numbers state is equal to 10.17 which is larger than 1.96.So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.76.
In fact, increasing the hope and faith to work plays a positive and significant impact on the empowerment of employees. So the results of this study confirmed the research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010). Therefore, the results of the analysis confirmed the hypothesis. In fact, the results indicated that increasing the hope and faith in work has positive and significant impact on the empowerment of employees in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard, it must be said that if corporate leaders and managers have faith in the organizational landscape and not consider changes as the barrier to reaching the goals, this feeling can be induced into the staff, since the people‟s faith to do work will increase the confidence to realize the goal. Spiritual leadership in the organization forms spiritual belief and faith in the staff and this leads to development as an intrinsic stimulus in staff. This makes staff to do their best in their tasks and ultimately increase the accountability of staff. And as a result this leads to staff having the feeling of competence and self-efficacy, sense of effectiveness in the work. Management of these organizations plays an important role in empowering the employees. The third sub-hypothesis There is significant relationship between altruistic love and empowerment of employees. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is rejected and H1 is accepted. Also, the correlation intensity of both variables is +15.8% which indicates direct relationship between altruistic love and
8426 Afr. J. Bus. Manage.
Table 4. Factor analyzing.
X1- X29 Question Dimension t-Value Standard coefficient
I understand and am committed to my organization‟s vision. Vision 16.17 0.75
My organization‟s vision inspires my best performance Vision 19.53 0.85
My organization has a vision statement that brings out the best in me Vision 19.73 0.86
My organization‟s vision is clear and compelling to me Vision 15.33 0.7
I persevere and exert extra effort to help my organization succeed because I have faith in what it stands for
Hope/faith 14.73 0.78
I demonstrate my faith in my organization and its mission by doing everything Hope/faith 15.86 0.75
I always do my best in my work because I have faith in my organization and its leaders Hope/faith 15.08 0.76
I set challenging goals for my work because I have faith in my organization and want us to succeed
Hope/faith 11.75 0.6
My organization is kind and considerate toward its workers Altruistic love 15.77 0.74
My organization is trustworthy and loyal to its employees Altruistic love 15.45 0.73
My organization really cares about its people Altruistic love 14.47 0.69
The leaders in my organization are honest and without false pride Altruistic love 17.43 0.79
The leaders in my organization have the courage to stand up for their people Altruistic love 16.86 0.78
The work I do is meaningful to me Calling/ meanning 14.36 0.71
My job activities are personally meaningful to me Calling/ meanning 16.27 0.78
The work I do is very important to me Calling/ meanning 15.52 0.76
The work I do makes a difference in people‟s lives Calling/ meanning 8.4 0.46
I feel my organization appreciates me, and my work Membership 20.47 0.88
I feel highly regarded by my leadership Membership 17.45 0.79
I feel I am valued as a person in my job Membership 10.32 0.53
I feel my organization demonstrates respect for me, and my work Membership 16.45 0..76
I feel like “part of the family” in this organization Organizational ommitment 14.61 0.7
I feel a strong sense of belonging to my organization Organizational commitment 14.09 0.83
I would be very happy to spend the rest of my career with this organization Organizational commitment 16.53 0.77
I really feel as if my organization‟s problems are my own. Organizational commitment 17.25 0.79
Everyone is busy in my department/grade Organizational productivity 14.07 0.68
In my department, work quality is a high priority for all workers Organizational productivity 15.16 0.72
In my department is very efficient in getting maximum, output from the resources Organizational productivity 19.38 0.86
My work group is very productive Organizational productivity 16.92 0.78
Chegini and Nezhad 8427
Table 5. Factor analyzing.
X30-X44 questions Dimensions t-Value Standard coefficient
Act according to your desire Empowerment 5.42 0.3
freedom to decision making Empowerment 5.61 0.31
Believing the ability to work Empowerment 9.49 0.5
Believing the ability to usefully and impact Empowerment 13.41 0.66
Having a strong foundation in the field of working Empowerment 13.89 0.68
An opportunity for individual growth Empowerment 13.69 0.51
Opportunity to influence others Empowerment 12.1 0.61
Distinct sense of work Empowerment 11.47 0..58
Sense of well-being at work Empowerment 13.28 0.65
Confidence in the ability to work Empowerment 14.02 0.68
Confidence in one's capabilities to perform tasks Empowerment 13.03 0.64
Having mastered in the skill of doing tasks Empowerment 11.35 0.58
Independence working sense Empowerment 7.75 0.41
Using skills Empowerment 8.62 0.46
Sense of being useful skills for success in business Empowerment 9.92 0.52
Figure 1. Research model in a standard state.
empowerment of employees; and coefficient of determination in this hypothesis is 0.128%.
Conclusions in two parts: T value obtained from the diagram in significant numbers state is 15.67, which is larger than 1.96, so the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.74.
Conclusions in the public sector: T value obtained
from the diagram in significant numbers state is 11.65 which is larger than 1.96. So, the research hypothesis is accepted. Also, using the standard model the value of this relation is 0.71.
Conclusions in the private sector: T value obtained from the diagram in significant numbers state is 10.33 which is larger than 1.96. So, the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.77. In fact, the sense of altruistic love
8428 Afr. J. Bus. Manage.
Figure 2. Research model in a significant state.
Figure 3. Measuring the empowerment variable in standard state.
Chegini and Nezhad 8429
Figure 4. Measuring the empowerment variable in a significant state.
plays positive and significant impact on the empowerment of employees. Consequently, there is a direct relationship between these two variables. So, the results of this study confirmed the research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010).
Therefore, the results of the analysis confirmed thishypothesis. In fact, the increase of altruistic love in the banks of Guilan Province has significant and positive impact on the empowerment of employees. Consequently, there is a direct relationship between these two variables. In this regard, it is suggested that corporate leaders and managers promote altruistic love and help subordinates and employees without a sense of selfishness.
They should pay attention to, and thank the staff of their duties and their work with respect to their character; and through altruism they should pay attention to staff development for the transfer of authority and responsibility. In fact, the more the leaders pay attention to the needs and interests of its employees, informal communicational networks of altruistic love will cause increase in the participation of employees; it will make them to assist their colleagues in the organization and provide their best tasks. Spiritual leaders, by increasing the sense of altruistic love, take an important step in empowering employees.
Four sub-hypotheses There is significant relationship between significance and the empowerment of employees. Given the significant level in the table which is 0.05<0.000, it can be said that H0 is refused and H1 is accepted. Also, correlation intensity of both variables is +43.7% which indicates a direct relationship between significance and the empowerment of employees; and coefficient of determination in this hypothesis is 0.190%. Conclusions in two parts: T value obtained from the diagram in significant numbers is 12.50 which is larger than 1.96, so the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.62. Conclusions in the public sector: T value obtained from the diagram in significant numbers is 8.41 which is larger than 1.96, so the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.55. Conclusions in the private sector: T value obtained from the diagram in significant numbers is 10.08, which is larger than 1.96. So the research hypothesis is accepted.
8430 Afr. J. Bus. Manage.
Figure 5. Measuring the spiritual leadership variable in a standard state.
Chegini and Nezhad 8431
Figure 6. Measuring the spiritual leadership variable in a significant state.
Also, using the standard model, the value of this relation is 0.75.
Therefore, the results of this study confirmed the research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010). The results of the analysis confirmed this
hypothesis. The significant increase in work plays a positive and significant impact on the empowerment of employees in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard, it must be said that
8432 Afr. J. Bus. Manage. organizational leaders must create a spiritual atmosphere and valuation of career goals and to express the importance of people‟s role, and employees. This would make them to feel they are pursuing important work and understand the true meaning of their job and care for it. Also it is suggested that corporate managers should publish job brochures in the organization and must increase the future and present career conditions. This leads to greater recognition of workers‟ jobs and thereby makes them have more willingness to accept greater responsibility.
The fifth sub-hypothesis
There is significant relationship between membership and empowerment of the employees. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is rejected and H1 is accepted. Also, the correlation intensity of both variables is +52.1% which indicates a direct relationship between membership and the empowerment of employees; and coefficient of determination in this hypothesis is 0.271%.
Conclusions in two parts: T value obtained from the diagram in significant numbers is 17.79, which is larger than 1.96.So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.80.
Conclusions in the public sector: T value obtained from the diagram in significant numbers is 12.86, which is larger than 1.96. So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.76.
Conclusions in the private sector: T value obtained from the diagram in significant numbers is 12.49 which is larger than 1.96. Also, using the standard model, the value of this relation is 0.87.So the research hypothesis is accepted.
Therefore, the findings of the present study are in conformity with researches of Ziyaii et al. (2008) and Yaghoubi et al. (2010).
So, the results of the analysis confirmed the hypothesis. In fact, increasing the membership increases the role and significant positive effect on employee‟s empowerment in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard we can say that the spiritual leader of the organization gives this feeling to employees that their job is also important in terms of organization and other partners. This has led to the strengthening and development of employees' trust and intimacy between them and other partners. The relationships between leaders and employees in a way make their employees aware and responsible in the process of decision making and to help their leaders and colleagues in the organization. It also gives them good
sense of membership in the organization and thereby leads to staff empowerment.
Six sub-hypotheses
There is a significant relationship between commitment and employee‟s empowerment. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is rejected and H1 is accepted. Also, the correlation intensity of both variables is +48.1%, which indicates the direct relationship between commitment and employees‟ empowerment; and coefficient of determination of this hypothesis is 0.231%.
Conclusions in two parts: T value obtained from the diagram in significant numbers is 17.45, which is larger than 1.96. So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.79.
Conclusions in the public sector: T value obtained from the diagram in significant numbers is 12.91, which is larger than 1.96. So, the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.76.
Conclusions in the private sector: T value obtained from the diagram in significant numbers is equal to 11.96, which is larger than 1.96, so using the standard model, the value of this relationship is 0.85. So, the research hypothesis is accepted.
The results of this study confirmed the results of research findings of Ziyaii et al. (2008) and Yaghoubi et al. (2010).
So, the results of the analysis confirmed this hypothesis. The increase of commitment increases the role and positive significant impact on the empowerment of employees in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard, it is suggested that employees' commitment to their work is from their perception of their organization‟s commitment and corporate leaders‟ responsibilities and duties. So it is suggested that organizational leaders create a supportive culture in the organization and encourage employees to increase this sense because there is a significant relationship between the organizational commitments and empowerment. Spiritual leadership can create identity feeling and loyalty in the organization. They can create a state in a person to consider the organization as his reagent and have willingness to continue working in the organization. So this causes that employee to consider the organization‟s problem as his/her problem and take steps to solve the problems.
The seventh sub-hypothesis
There is significant relationship between productivity and
empowerment of employees. Given the significant level in the table which is 0.05<0.000, it can be assumed that H0 is rejected and H1 is accepted. Also, correlation intensity of both variables is +45.1%, which indicates direct relationship between productivity and the empowerment of employees; and coefficient of determination in this hypothesis is 0.203%. Conclusion: T value obtained from the diagram in significant numbers is 13.79 which is larger than 1.96, so the result of the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.67.
Conclusions in the public sector: T value obtained from the diagram in significant numbers is 10.33, which is larger than 1.96. So the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.65.
Conclusions in the private sector: T value obtained from the diagram in significant numbers is equal to 8.87, which is larger than 1.96, so the research hypothesis is accepted. Also, using the standard model, the value of this relation is 0.69. So the findings of the present study are in conformity with researches of Ziyaii et al. (2008) and Yaghoubi et al. (2010). Therefore, the results of the analysis also confirmed this hypothesis. Indeed, increased productivity increased the role and significant positive effect on employee‟s empowerment in the banks of Guilan Province. Consequently, there is a direct relationship between these two variables. In this regard we can say that creating productivity largely depends on individual‟s effort and job productivity is an important performance measure. So it is necessary that spiritual leaders try to change their focus to improve the organizational performance in order to achieve assigned goals to identify a common perspective; and in order to improve the productivity in organizations, all employees must pay attention to managers‟ point of view.
Common bridge between spirituality and religion is altruistic love, or sacrifice to the interests of others (Fry, 2005). Spirituality will develop human consciousness and raising consciousness will strengthen the vision and enhanced vision, in turn, can lead to increased creativity.
Spiritual experience in work increases creativity, honesty, trust and commitment in work linked with high sense of personal evolution of workers.
The rapid growth of the concept of spirituality in the workplace and organization and its application in the organization's leaders, human resource managers, employees and agents of change is very important. Duchon and Plowman (2005) state that ignoring the spirit at work may mean “ignoring a fundamental feature of what it means to be human” (Fry et al., 2010). According to Giacalone and Jurkiewicz (2003), workplace spirituality as a "framework" is the organizational values which reveal themselves with organizational cultures, encourages
Chegini and Nezhad 8433 the transcendence experience of the individuals through work processes, and moreover helps mercy and happiness to occur by giving the individuals the sense of interconnection (Polat, 2011). Today's organizations will be successful by meeting the changed needs of employees and complete all accountable requirements including their spiritual needs (Arnaldo, 2002).
Researchers, like Goleman (1990) considered leadership as a process of influencing others and directing their efforts towards achieving certain target(s). „„Leadership is the art of mobilizing others to want to struggle for shared aspirations‟‟ (Kouzes and Pozner, 1987). Some emphasis on the relationships between people had expressed that leadership is influencing the subordination though establishing a relationship with them in the realization of the goals of organizations. Leaders try to develop a new and challenging vision for sudden and extreme (effective) changes in organizational culture. Because leadership is an objective process, leaders and followers link them in a common object and start the movement toward this landscape. And Ideal leaders are those who always serve their followers and are inclined to respect their dignity and values to improve the organization and maximize the capacity of its employees (Graham, 1991).
According to Fry et al. (2007), Spiritual leadership theory (SLT) is a causal theory of spiritual leadership based on vision, altruistic love and hope/faith that is grounded in an intrinsic motivation theory. The spiritual leadership taps into the fundamental needs of both leaders and followers for spiritual survival through: calling – a sense that one‟s life has meaning and makes a difference- and membership – a sense that one is understood, appreciated, and accepted unconditionally (Fleischman, 1994; Maddock and Fulton, 1998) and provides a sense of autonomy, competence, and relatedness (Deci and Ryan, 2000). Spiritual leadership is an emerging paradigm that has the potential to guide organizational transformation and development of positive organizations (Fry et al., 2007) which causes maximum performance and considers the traditional leadership as a particular model of spiritual leadership, for developing servant leadership. Spiritual leadership is developed within an intrinsic motivation model that causes the satisfaction of the employees, focusing on the spiritual needs of followers for membership and commitment through vision, hope and altruistic love.
Conclusion (1) Organizational leaders increasing autonomy and freedom of personnel in related decisions leads to empowerment of employees. (2) Creating IT systems in organizations and establish a comprehensive communications system will increase the awareness of employees and provide a context to empower the staff.
8434 Afr. J. Bus. Manage. (3) Creating an atmosphere of trust between employees and managers that people can express their opinions. (4) Creating a suitable workplace and periodic visits for corporate managers and staff awareness of their role in the organizational lead to success or failure to provide feedback on performance. Inform employees of their role in the success or failure of an organizational environment, and provide feedback on employee‟s performance. (5) Organizational leaders should draw a clear vision of the future and employees must be aware of organizations‟ goals and missions. (6) Tasks and roles and responsibilities assigned to staff should be communicated to employees from organizational leaders, clearly. 7) Holding continuous programs and training courses and creating opportunities for staff development and learning to empower the employees. 8) Fostering effective sense in the employees by organizational leaders and managers. 9) To encourage organization management to utilize spiritual leadership style that benefits this type ofleadership in the organization. 10) To express corporate patterns and standards from the management and to encourage staff to model appropriate behavior of successful employees in the organization. (11) Expressing desirable behaviors by the corporate managers to modeling the staff. (12) Create a favorable atmosphere prevailing institutional environment and eliminate negative feelings such as fear and immorality and to replace with positive emotions such as significant impact on jobs and trying to be helpful in the organization and expression of emotion. (13) Managers and organizational leaders attempt to create a space for self-realization and sense of excellence in staff. (14) Creating a space in the organization from the managers and the organizational leaders, in order for employees to participate in the performance evaluation system. (15) To inform employees about all aspects of work, both positive and negative aspects of their jobs. 16) Increasing information management of the organization is one of the factors that can provide staff motivation.
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