Table 6 Integration in organizational... | Emerald Publishing

Table 6

Integration in organizational leadership – categories (48–100%) and quotations

Lower-level categories	Quotations
Human qualities in work relationships	“deep down, I try to cheer people up, I try to calm the people I work with (…) I think that spirituality and the way in which I developed it over time made me more sensitive (…) to dealing with people’s emotions, and to know well the weight that these emotions and that way people are will be reflected later (…) in the performance, and in the activity (…) We are not machines, we are human beings. And therefore, what goes on in our soul is reflected later in everything we do (…) this learning, this evolution (…) each time I notice more that it influences the way especially I work, with the people I work with” (P10); “this can influence my way of relating (…) in a way perhaps more open, more understanding in some aspects, less directive (…) the awareness that, perhaps, there are things as important as work (…) I think that all this influences my way of being (…) knowing that we often have to put ourselves in other people’s shoes and realize that their day to day has another context, another circumstance, which is not exactly ours (…) I think that the theme of spirituality in leadership positions, and even in non-management positions, helps to better understand this circumstance (…) Maybe it gives us more sensitivity, and gives us more receptivity to understand it and to try to combine it with what our objectives are, basically. And at the limit, it is enough to understand it and it is enough to make it clear that we are understanding it to change everything, to change that a little bit, right?” (P21)
Spirituality and evolution in the whole person, transversal, process	“I cannot dissociate spirituality, that is, the personal component from the professional one (…) One thing is always intertwined with the other. And therefore, this evolution on the personal side also makes being a leader, or in professional terms, a person in constant evolution too” (P1); “spirituality is a transversal thing, perhaps, in what we do, whether in the professional issue, or in the personal issue, or in the way we approach what we are faced with on a daily basis, spirituality ends up being accentuated or less accentuated (…), I think that spirituality ends up guiding us (…) I think that we, on a daily basis, and perhaps almost unconsciously, end up doing things that are in line with what is our understanding of spirituality” (P6)
Facilitating the development of others, helping to grow	“It’s transmitting, passing these learnings on to the people who are, who are with me, and make them grow too, and realize that there is, there are always other ways of doing things (…) anything more that (…) could give more peace of mind to the person in front of us, or have achieved that goal, that question of seeing what is around (…) I think it has helped me a lot, and more and more, in leadership (…) Greater openness to the other and greater teaching to the other. That thing of sharing, of sharing more” (P9); “it’s being in tune, it’s helping, it’s helping to grow (…) I see this more and more (…) It’s helping to take people to another level. It’s helping to grow. It’s helping to develop (…) It’s helping people to have a better life, to be happier (…) to help, because then I help my team, I help [institution users] to be better people (…) these best people will make the world better (…) Empathy. Because if I’m not in tune, I can’t help anyone (…) I have to be available” (P22)
Governed by guiding principles of life in organizations, doing things well/ethics, values	“those strengths of character or these virtues, putting them into practice, you manage, in a business context, to deal with people, and manage situations, in a more human way (…) are principles, guiding life (…) if you take these principles and apply them in your day-to-day life, at work, first of all, do us good, because you will feel good about yourself, I will feel good about myself, I will feel that I am doing what is right, according to my values and my beliefs, and afterwards, you will actually be doing something better for other people, helping them, and you are building a healthier organization” (P12); “In what is my sense of ethics, in what are the values, which are not enough to be preached, have to be practiced. In what is my sense of equity, in what is, it can be called distribution. And therefore, it has been in this sense. In communication, in the way I communicate. In the values I practice” (P14)
Orientation towards purpose and greater good/cause at work, vision of the collective, community	“having a purpose (…) And this idea that we have to do a good greater than ourselves and contribute to a whole that is superior to us (…) I try to incorporate these principles, the principle of purpose, with the team, the way I try to motivate people, for the greater good, how I try to make people feel good” (P2); “Spirituality for me brings the Meaning (…), Purpose and Values of this learning journey which is my Why (according to Sinek) in the organization and in life (…) at the service of the other and in my core competencies this is how I try to act and, above all, Serve” (P11)
Influence and impact on culture and organizational climate	“In the way we influence and impact the company’s culture, in a certain way of being, that is, the organization in which I am currently a leader, until three, four years ago, there was another leader with completely different characteristics. And therefore, the one who is leader, their behavior, naturally influences the entire organization. We have a much more open, more transparent culture. This makes people feel that they can also have other types of attitudes (…), the others depend on the attitude of those who leads the organization, how far they can go, and (…) that, after some time, changes the organization’s culture and changes people’s way of being” (P7); “organizations pass on objectives, orientations, and a certain culture. But I think that (…) there is something here that goes beyond that, that creates the connections for this to make sense (…) I would say that it takes me to humanize what we do every day as leaders (…) And if during my work, besides being happy and managing to create company cultures (…) the teams that I manage, despite of being high-performance teams, manage to get humanization here (…) all the paradigms we have (…) preconceptions (…) do not make sense when we are at a completely different level of development of the being (…) I am also creating in them [team] DNA, culture, completely different” (P24)
Personal leadership, balance and well-being, coherence, consistency	“this tranquility (…), I think I only managed to do this stage that I’m doing, which is, being safe, and that security is analyzing, doing an introspection of mine, which I’ve been doing, daily, which is in the sense to see if I am on the right path and what I can do better (…), and I come to discover that my day goes well in the morning with this analysis, with the physical exercise, and my attitude is totally different, it’s much more positive, it’s much more energetic. And so it’s a whole path (…) these moments of ours, these moments in which we focus, we perceive, perceive our interior” (P8); “From the moment we also gain more confidence in ourselves, and internalize that humanized leadership is, from my point of view, the best way to lead a work team, it radically changes the way things happen because they happen in a natural, human, close way, where there is no problem not knowing, there is no problem saying we can no longer, and when we share this, the leader also shows by himself that he is also human (…) this peace that I really want to have with me, it’s a peace that I really want that the people who work with me also have it, with them (…) I think that leadership, if it is the way of the spirituality that we become better people, it is inevitable that leadership itself does not become better. Because by being the best version of ourselves as a person, this will naturally be reflected in the leadership we exercise on a daily basis in front of work teams” (P20)

Lower-level categories	Quotations
Human qualities in work relationships	“deep down, I try to cheer people up, I try to calm the people I work with (…) I think that spirituality and the way in which I developed it over time made me more sensitive (…) to dealing with people’s emotions, and to know well the weight that these emotions and that way people are will be reflected later (…) in the performance, and in the activity (…) We are not machines, we are human beings. And therefore, what goes on in our soul is reflected later in everything we do (…) this learning, this evolution (…) each time I notice more that it influences the way especially I work, with the people I work with” (P10);“this can influence my way of relating (…) in a way perhaps more open, more understanding in some aspects, less directive (…) the awareness that, perhaps, there are things as important as work (…) I think that all this influences my way of being (…) knowing that we often have to put ourselves in other people’s shoes and realize that their day to day has another context, another circumstance, which is not exactly ours (…) I think that the theme of spirituality in leadership positions, and even in non-management positions, helps to better understand this circumstance (…) Maybe it gives us more sensitivity, and gives us more receptivity to understand it and to try to combine it with what our objectives are, basically. And at the limit, it is enough to understand it and it is enough to make it clear that we are understanding it to change everything, to change that a little bit, right?” (P21)
Spirituality and evolution in the whole person, transversal, process	“I cannot dissociate spirituality, that is, the personal component from the professional one (…) One thing is always intertwined with the other. And therefore, this evolution on the personal side also makes being a leader, or in professional terms, a person in constant evolution too” (P1);“spirituality is a transversal thing, perhaps, in what we do, whether in the professional issue, or in the personal issue, or in the way we approach what we are faced with on a daily basis, spirituality ends up being accentuated or less accentuated (…), I think that spirituality ends up guiding us (…) I think that we, on a daily basis, and perhaps almost unconsciously, end up doing things that are in line with what is our understanding of spirituality” (P6)
Facilitating the development of others, helping to grow	“It’s transmitting, passing these learnings on to the people who are, who are with me, and make them grow too, and realize that there is, there are always other ways of doing things (…) anything more that (…) could give more peace of mind to the person in front of us, or have achieved that goal, that question of seeing what is around (…) I think it has helped me a lot, and more and more, in leadership (…) Greater openness to the other and greater teaching to the other. That thing of sharing, of sharing more” (P9);“it’s being in tune, it’s helping, it’s helping to grow (…) I see this more and more (…) It’s helping to take people to another level. It’s helping to grow. It’s helping to develop (…) It’s helping people to have a better life, to be happier (…) to help, because then I help my team, I help [institution users] to be better people (…) these best people will make the world better (…) Empathy. Because if I’m not in tune, I can’t help anyone (…) I have to be available” (P22)
Governed by guiding principles of life in organizations, doing things well/ethics, values	“those strengths of character or these virtues, putting them into practice, you manage, in a business context, to deal with people, and manage situations, in a more human way (…) are principles, guiding life (…) if you take these principles and apply them in your day-to-day life, at work, first of all, do us good, because you will feel good about yourself, I will feel good about myself, I will feel that I am doing what is right, according to my values and my beliefs, and afterwards, you will actually be doing something better for other people, helping them, and you are building a healthier organization” (P12); “In what is my sense of ethics, in what are the values, which are not enough to be preached, have to be practiced. In what is my sense of equity, in what is, it can be called distribution. And therefore, it has been in this sense. In communication, in the way I communicate. In the values I practice” (P14)
Orientation towards purpose and greater good/cause at work, vision of the collective, community	“having a purpose (…) And this idea that we have to do a good greater than ourselves and contribute to a whole that is superior to us (…) I try to incorporate these principles, the principle of purpose, with the team, the way I try to motivate people, for the greater good, how I try to make people feel good” (P2); “Spirituality for me brings the Meaning (…), Purpose and Values of this learning journey which is my Why (according to Sinek) in the organization and in life (…) at the service of the other and in my core competencies this is how I try to act and, above all, Serve” (P11)
Influence and impact on culture and organizational climate	“In the way we influence and impact the company’s culture, in a certain way of being, that is, the organization in which I am currently a leader, until three, four years ago, there was another leader with completely different characteristics. And therefore, the one who is leader, their behavior, naturally influences the entire organization. We have a much more open, more transparent culture. This makes people feel that they can also have other types of attitudes (…), the others depend on the attitude of those who leads the organization, how far they can go, and (…) that, after some time, changes the organization’s culture and changes people’s way of being” (P7);“organizations pass on objectives, orientations, and a certain culture. But I think that (…) there is something here that goes beyond that, that creates the connections for this to make sense (…) I would say that it takes me to humanize what we do every day as leaders (…) And if during my work, besides being happy and managing to create company cultures (…) the teams that I manage, despite of being high-performance teams, manage to get humanization here (…) all the paradigms we have (…) preconceptions (…) do not make sense when we are at a completely different level of development of the being (…) I am also creating in them [team] DNA, culture, completely different” (P24)
Personal leadership, balance and well-being, coherence, consistency	“this tranquility (…), I think I only managed to do this stage that I’m doing, which is, being safe, and that security is analyzing, doing an introspection of mine, which I’ve been doing, daily, which is in the sense to see if I am on the right path and what I can do better (…), and I come to discover that my day goes well in the morning with this analysis, with the physical exercise, and my attitude is totally different, it’s much more positive, it’s much more energetic. And so it’s a whole path (…) these moments of ours, these moments in which we focus, we perceive, perceive our interior” (P8);“From the moment we also gain more confidence in ourselves, and internalize that humanized leadership is, from my point of view, the best way to lead a work team, it radically changes the way things happen because they happen in a natural, human, close way, where there is no problem not knowing, there is no problem saying we can no longer, and when we share this, the leader also shows by himself that he is also human (…) this peace that I really want to have with me, it’s a peace that I really want that the people who work with me also have it, with them (…) I think that leadership, if it is the way of the spirituality that we become better people, it is inevitable that leadership itself does not become better. Because by being the best version of ourselves as a person, this will naturally be reflected in the leadership we exercise on a daily basis in front of work teams” (P20)

Source(s): Authors work