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Transforming from the inside out refers to changing oneself first in order to effect change in others. Traditional leaders focus on changing the behaviours, attitudes and skills of others, with little or no emphasis on changing themselves. However, spiritual leaders believe that, in order to change others, one needs to change oneself first. Cashman (1998:22) argues that leadership from the inside out involves “awakening our inner identity, purpose and vision so that our lives thereafter are dedicated to a conscious, intentional manner of living.” An inside out approach is driven by spiritual leaders who live out their spirituality as opposed to talking or thinking about it. This in turn results in ethical well-being (Miller, 2004:20). Spirituality in the workplace is often characterised by leaders who transform from the inside out (Marques, 2006:884; Rego and Cunha, 2008:69). Even in a situation in which few people within an organisation operate from a spiritual perspective, a leader who operates from the inside out will be able to nurture and promote spirituality in that organisation (Miller and Miller, 2002:23).

Operating in accordance with an inside out approach implies that individuals take responsibility for their thoughts, actions and responses (Cashman, 1998; Fry and Whittington, 2005b: 189). Victim thinking is replaced by taking responsibility for one’s own actions and being proactive (Shapiro, 2005; Page and Hagenbach, 1999; Covey, 2004; Cashman, 1998). The inside out approach accepts that individuals assume total responsibility for their happiness, fulfilment, health, competence and life situation (Cashman, 1998:57). This happens as a result of the fact that they operate from a basis of acknowledging their freedom of choice.

In addition, according to Cooper (2004:21), the “inner attracts the outer” in the sense that one’s internal and underlying values and thoughts attract lessons within the external environment. If a situation in the external world is not desirable, one should first examine inside of oneself and shift one’s values, beliefs and feelings (Cooper, 2004:21).

The inside out approach is premised on a quantum reality in terms of which everything in the universe is made up of energy and is intrinsically interconnected (Kehoe, 2011:31). Scientific advances in the area of brain plasticity in the fields of neurobiology and quantum physics have demonstrated that human beings are able to change the hardwiring of their brains (Kim, 2009:33). In other words, by changing our thoughts we are able to rewire our brains by reframing events and experiences (Kim, 2009:34; Kehoe, 2011: 12; Zohar and Marshal, 2004:80).

Accordingly, positive thoughts, actions and feelings will create positive effects, whereas negative thoughts, actions and feelings will create negative effects (Emoto, 2005). Spiritual leaders operating from an inside out approach do not only accept that they have created their own reality (albeit positive or negative), but they also feel empowered to transform their reality and the realities of others.

The notion of changing from the inside out may be construed as being one dimensional. However, a dialectical process is acknowledged in that individuals can be influenced from the outside in by cultural and environmental influences.

Covey (2004:41) is of the opinion that while one’s genes and environment certainly exert powerful influences on individuals, these factors do not determine one’s destiny. Thus, individuals are self-determining because they have the ability to choose. In addition, operating from the inside out enables one to develop trust and openness in relationships and to resolve deep-seated differences in a sustainable manner than could not be achieved from the outside in (Covey, 1994:314).

According to Zohar and Marshall (2004:69), SQ enables individuals to become complete intellectual, emotional and spiritual beings. Covey (2004:53) posits that spiritual intelligence is the central and most fundamental of all the intelligences because it operates as a source of guidance for the other intelligences. Thus, spiritual leaders are not one-dimensional leaders. They are multi-dimensional in that they do not use spiritual intelligence as their only source of guidance, but

they also develop and apply their emotional, physical and intellectual intelligences in order to improve workplace productivity (Marques, 2008:25).

In short, a leader who changes from the inside out may be recognised as demonstrating the following behaviours: showing congruency between his/her beliefs, values and behaviour; taking responsibility instead of blaming (Covey, 2004); being proactive instead of reactive (Covey, 2004); being open to change and releasing old patterns (Cashman, 1998:87); replacing self-limiting beliefs with helpful beliefs (Cashman, 1998:57); rising above the ego (Parameshwar, 2005); and learning from both positive and negative experiences.

The behavioural indicators could be operationalised by asking the following questions:

• What is your opinion of a leader who blames instead of taking responsibility? (Covey, 2004)

• What behaviour do you generally observe in the public service: blaming or taking responsibility?

• What leadership approach do you generally observe amongst leaders in the public service: a reactive approach (responding to problems) or a proactive approach (anticipating and preventing problems)? (Covey, 2004)

• To what extent are public service leaders open to changing negative behaviour? (Cashman, 1998)

5.5 TEAM LEVEL

The team level depicted in Figure 5.1 refers to an area in which spiritual leaders are able to influence employees in the workplace. One of the outcomes of spiritual leadership is that individual stakeholders and team members will be inspired, and this, in turn, will result in enhanced commitment and calling in the workplace. This will be manifested by employees feeling a greater sense of

belonging, a decrease in the absenteeism rate and an improvement in their work ethic.

This investigation intends to operationalise criteria through the following questions:

1. What would public leaders need to do to increase employee commitment in the public service?

2. What attributes should a leader possess to enhance individual and team commitment in the public service?

3. Identify a public leader in the workplace who demonstrates high performance.

Rate the following reasons for the leader’s high level of performance:

o The leader is driven by a higher calling.

o The leader earns a high salary.

o The leader is driven to make a difference.

o The leader is mentally intelligent.

o The leader is able to manage relationships effectively.

o The leader is healthy and lives a well-balanced life.

o The leader is competent to perform the work.

5.6 ORGANISATIONAL LEVEL

The organisational level represented in Figure 5.1 pertains to the leader’s influence in the organisation both as an individual and through a team.

Organisational performance refers to an organisation meeting its strategic targets and delivering services by managing the organisation’s strategy, systems, structure and culture effectively. Organisational performance may be observed by an organisation meeting its targets, adhering to good corporate governance, improving service delivery, using funds in an efficient and effective way (getting more done with less), being environmentally friendly and improving the lives of its employees and communities.

In Figure 5.1 the application of the four attributes of a spiritual leader, namely:

higher purpose; core positive values; transformation from the inside out; and personal intelligences, all promote individual, team and organisational outcomes.

The spiritual leader’s influence on the team contributes to increasing calling and membership. The team’s influence on the organisation contributes to promoting effective service delivery, the effective and efficient expenditure of funds and increasing employee satisfaction. This is because the employees feel they are making a difference to the workplace and to communities.

5.7 SUMMARY

This chapter presented the ISL model that was developed based on the selection of the core aspects that emerged after a comparative analysis of nine spiritual leadership models. The purpose of the ISL model is to promote the internal transformation of the spiritual leader and to inspire others to improve organisational performance. The ISL model comprises three core levels, namely:

the spiritual leadership, team and organisational levels. These levels are interconnected and should be aligned. The spiritual leadership level comprises four key attributes, namely: higher purpose and vision; core positive values;

application of personal intelligences; and transformation from the inside out. The three core levels all influence individual, team and organisational outcomes by promoting the effective and efficient expenditure of public funds, improving service delivery and increasing employee well-being.

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