Identifying Indicators and Themes of Leadership Evolution in the Framework on Theory of Being-Centered Leadership

Document Type : Research Paper

Authors

1 Ph.D Candidate, Department of Industrial and Technology, Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran.

2 Assistant Prof., Public Administration, Research Institute and University, Qom, Iran.

Abstract

Objective
In today’s interconnected global business environment, companies face the challenge of engaging with diverse stakeholders, including suppliers, customers, government regulators, and employees who represent a wide array of multicultural, ethnic, and religious backgrounds. Organizational excellence depends on guiding employee behavior toward collective goals, often requiring leaders to navigate these complexities adeptly. A company’s competitive edge often lies in its ability to interpret the societal context in which it operates, assign meaning to it, and integrate this understanding into its operations. The ability to lead effectively in such a dynamic landscape is crucial for addressing challenges such as communication barriers, interpersonal and intragroup conflicts, and employee turnover. As a result, organizations are increasingly seeking leaders capable of influencing individuals with diverse worldviews and balancing economic profitability, social responsibility, and environmental sustainability. This need has given rise to the Theory of Being-Based Leadership (TBCL), which provides a framework for leadership development based on five levels of existence: the physical world, the world of images and imagination, the level of self-awareness, the spiritual level, and the non-dual level. This article aims to explore the Theory of Being-Based Leadership, identifying key indicators for leadership development across these five levels and examining how each level advances leadership theory and practice. Additionally, the study identifies and characterizes leadership styles corresponding to each level, contributing to a holistic understanding of effective leadership in modern organizations.
Methods
This research adopts a qualitative and exploratory methodology, utilizing thematic analysis as the primary analytical approach. The study draws from a wide range of articles and research on Being-Based Leadership published in reputable databases, including international sources like Scopus, Google Scholar, and Web of Science, and domestic platforms such as NoorMags, the Comprehensive Portal of Humanities, MagIran, Ganj Irandoc, and SID, spanning from 2000 to 2024. Search terms like “Spiritual,” “Leader,” “Spiritual Leadership,” and “Being-Centered Leadership” were employed. Due to the novelty of the Being-Based Leadership concept, the available literature is relatively limited, with Dr. Farai and his colleagues being the principal contributors to this field. The study also incorporated foundational texts in organizational theory and management to provide additional context for leadership theories related to each level of existence. Ultimately, 17 sources, including articles, books, and theses, were selected for coding and thematic analysis. Leadership indicators at each of the five levels were identified through systematic coding into three thematic categories, resulting in a detailed framework for leadership development.
Results
The thematic analysis identified 159 basic themes, 37 organizing themes, and 17 overarching themes related to leadership development at the five levels of existence. These findings highlight indicators of leadership behaviors and actions across all levels, providing insights into how leaders can develop competencies and practices that align with the multidimensional nature of organizational dynamics. The study offers a structured understanding of leadership development indicators based on the five levels, with particular emphasis on enhancing organizational leaders’ roles and fostering their capacity to guide diverse teams effectively.
Conclusion
Leadership is a dynamic, evolving process that transcends an individual leader’s level of existence and extends into an ongoing social framework involving multiple stakeholders. Effective leadership enables individuals to engage in deeper, more meaningful collaborations, fostering adaptability and resilience in complex situations. The Theory of Being-Based Leadership addresses both the personal evolution of leaders and the nuanced social contexts in which they operate. By emphasizing interpersonal competencies, trust-building, respect, and organizational commitment, Being-Based Leadership provides a comprehensive approach to developing long-term leadership effectiveness. This framework not only enriches the understanding of leadership traits and behaviors but also integrates them into a model for holistic and sustainable organizational success.

Keywords

References

 
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Journal of Public Administration
Volume 17, Issue 1
2025
Pages 122-156

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