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The purpose of this paper is first to report an exploratory study intended to capture the elements of a leader's spirituality; and second to examine these elements against the current discussion of spiritual leadership in general, and the transcendental leadership model in particular.

Within a single case study scenario, the in‐depth interview method captures the elements of the leader's spirituality. Grounded theory is used to analyze the data.

The findings suggest that a spiritually driven leader's high internal locus, a strong passion for giving and caring for his followers, and spirituality epitomize the concept of transcendental leadership.

The major limitation concerns generalizability of the findings. While in‐depth studies of larger samples of spiritually driven business leaders are needed, these leaders could be drawn from different cultural settings. Using different assessment tools to measure various aspects of spirituality might provide helpful perspectives in future research aimed at understanding the relationships between spirituality and leadership styles.

The paper provides an alternative way of characterizing spiritually oriented leaders, as they strive to integrate spirituality to all aspects of their life.

The paper assesses the functionality of a spirituality‐driven business leader as early evidence of the viability of the concept of transcendental leadership. It is of value to academic researchers and practitioners.

The purpose of this paper is to conceptualise, discuss and evaluate an emergent marketing philosophy, “transcendental marketing”, and its application in practice.

A conceptual framework is grounded in the literatures of marketing practice and leadership styles, and refined by reference to two case examples.

There is scope, limited at present but promising in the longer term, for moving marketing strategy onwards from the relational and transactional models to one in which the focus is on exchange of values beyond self‐interest between “transcendent marketers” and consumers motivated by “self‐transcendence”.

Since this article is only a first attempt to develop an understanding of this alternative approach to marketing, social and cultural trends in society provide a strong impetus for the further conceptual development of the transcendental marketing concept and assessment of its use and usefulness in the real world.

The proposed conceptual framework provides marketing strategists with a template for a radically different approach to marketing management, which offers the potential for enduring customer loyalty.

This paper contributes a radically new perspective on marketing, supported by empirical examples of two firms that have pioneered it.

Leaders can guide and direct their subordinates and even be a source of inspiration for their subordinates in order to carry out the work in an organization effectively and efficiently. In the light of current approaches, many different definitions of leadership, including paradoxical leadership and digital leadership, have been made. In the literature, no research has been found on the types of leadership for current approaches and the subject of spirituality in the workplace. Moreover, although some individuals have leadership qualities, they may not prefer to be leaders. In this chapter, it will be examined how the subject of spirituality contributes to encouraging individuals to lead and activate the power within them, and what kind of leadership (spiritual, authentic, servant, destructive, etc.) has a relationship with the subject of spirituality in the workplace.

Literature has shown that many companies fail lean implementation or is not able to sustain lean for a long time. Researchers have found that lean failures are associated with leadership, which is a key factor. However, it is not easy and a long time is needed to change the leadership, behaviour and traits. This study aims to introduce the Blue Ocean Leadership concept to address this issue.

A literature review is carried for articles related to critical success factors for Lean and Lean Six Sigma with a focus on leadership factors.

The Blue Ocean Leadership concept focuses on leaders’ acts and activities which can be changed with less effort and time. Seven categories of lean activities for leaders are identified.

Leadership is one of the many factors for the success of lean implementation. This conceptual study focuses only on leadership and it needs further field study for validation.

Blue Ocean Leadership provides lean practitioners and academicians with a new perspective for successful lean implementation.

To the best knowledge of the researcher, there is no similar study in this area. Thus, the finding can form the basis for further research for the benefit of lean communities, especially the small- or medium-sized enterprises with less cost and time.

To create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.

The paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.

The paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.

This discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

The purpose of this research is to describe the relationship between effective leadership and the leader's own ability to manage his/her emotional state.

Discusses the connection between leadership and emotions. Differentiates between management and leadership.

Research findings and conclusions remain in dispute. Types of behavior have been found to be integral to leadership performance.

The paper has proposed a model for defining and differentiating between leading and managing. Five factors were found to be important to the exercise of leadership.

Looks at leadership from a relational perspective. This perspective focuses on the relationship that is created between a leader and a collaborator. We call this relationship a partnership, and distinguish three types of partnerships: transactional, transformational, and transcendental. The type of partnership that the leader is able to create, determines the quality of the collaborator’s following behaviors, and demonstrates sets of values and behaviors that the leader shows in action. Transcendental leadership adds to the transformational one a service orientation, which solves the possible manipulative side of tranformational leaders.

In the face of diverse national and international threats, the purpose of this paper is to explore the transformational leadership challenges in emergency services systems in Canada. These adaptive complex systems respond to critical mass emergencies, disasters and catastrophes.

This qualitative research study uses grounded theory to examine the phenomenology of emergency services leadership from systems perspective. Using the theoretical Wu-Shi-Ren (WSR)-Li systems paradigm, this key informant study of 103 emergency leaders from 81 organizations focusses on the systemic challenges that transformational leaders face in emergency services systems. The response rate was 83.5 percent using a semi-structured and open-ended questionnaire.

This key informant study underscores the competencies for transformational leadership and identifies 12 key leadership challenges in the context of the future evolution of emergency services systems. From the use of a grounded theory methodology, the new theory of transcendental transformational emergency leadership is posited.

Qualitative studies such as this key informant study underscores the relevance of the WSR-Li systems paradigm and grounded theory approach in discerning leadership challenges that are specific if not unique to emergency services systems.

This study underscores the theoretical and pragmatic implications of the transformational leadership challenges for leadership paradigms, innovation and inter-sectorial collaborative networks and possible future emergency services research.

This study stresses the importance of addressing leadership challenges of emergency services systems as instrumental in ultimately saving lives, minimizing injuries and assuring complete health and social recovery from the scourges of emergency events nationally and internationally.

Qualitative studies of the perspectives of strategic emergency leadership of systemic emergency services systems has not hitherto been done in Canada nor internationally. This key informant study underscores the relevance of the WSR-Li systems paradigm and grounded theory approach in discerning transformational leadership challenges that are specific if not unique to emergency services systems. Moreover, from the use of a grounded theory approach, a new theory of transcendental transformational emergency leadership emerged.

The purpose of this paper is to contribute to existing models of human motivation by measuring transcendental needs along with the more commonly studied basic and social needs in order to take into account the multitude of needs experienced in the workplace.

A survey combining the Big Five Inventory (John and Srivastava, 1999) with the authors’ 30-item need-level questionnaire was administered to 366 participants (162 males, 204 females). The authors examined the relation between need levels, particularly transcendental needs, and personality to detect the predictors of the different personality traits.

The results showed that extraversion (r=0.24; p<0.001) and agreeableness (r=0.19; p<0.001) are predicted by high social needs, whereas openness to experience is predicted by high transcendental needs (r=0.35; p<0.001). While the authors made no hypotheses about conscientiousness and neuroticism, they found that neuroticism was significantly correlated with transcendental needs (r=−0.15; p<0.01).

The relations between needs and other individual dimensions, such as values or interests, could be further examined. The nature of the sample could be extended in additional studies.

Since need levels were able to predict personality traits, measuring need levels instead of personality could be a better predictor of both adaptability and performance in specific contexts.

In a position that requires a specific vocation and sense of purpose (priest, counselor, etc.), transcendental needs could be a better predictor of job achievement than personality traits. Monitoring all levels of needs could also be valuable in helping managers develop a deeper understanding of their team members’ expectations for meaning and purpose.

This research contributes to the model on human motivation by adding one more level (transcendental) and by testing the hypothesis of a link between a need scale and personality traits.

This study sets out to examine the impact of servant leadership (SL) on followers' trust in their leaders.

Data from 555 employees of two educational institutions were obtained using measures of servant leadership behaviors and followers' trust in their leader.

Servant leadership is a significant predictor of trust with covenantal relationship, responsible morality and transforming influence as the key servant leadership behaviors significantly contributing to followers' trust in their leaders. Subordinates who perceived high servant leadership behavior in their leaders had significantly higher trust levels compared with those who perceived low servant leadership behavior in their leaders.

While the relationship between leadership and trust has attracted scholarly interests for many years, the underlying process of how trust in the leader‐follower relationships is developed remains unknown. The current study addresses this gap in the literature by empirically testing the linkages between servant leadership behavior and followers' trust in their leaders.

The study suggested specific trust‐building behaviors in which leaders should continually engage: articulation of a shared vision, role‐modeling, demonstration of concern and respect for followers, and integrity‐infused decisions and actions.

The current study represents the first large‐scale attempt that empirically tests the linkages between servant leadership behavior and followers' trust in their leaders.