A Causal Model of Spiritual Leadership, Spiritual Well-Being and Employee Engagement: Leverage to Organizational Performance

The overriding purpose for this study was to develop a new business model that would leverage organizational performance employing certain variables of spiritual leadership, well-being and employee engagement in a select electric distribution utility provider located in the Northern Mindanao region. Anchored on the theories of spiritual leadership (SL), and employee engagement (EE) – four (4) variables of SL; two (2) for spiritual well-being (SW); three (3) for EE and two (2) for organizational performance (OP) were tested to measure its impact against each other. The mixed method research design, specifically, the concurrent triangulation strategy was employed in conducting this study with 206 worker-respondents. Two sets of research instruments were used in the investigation; and unstructured key informant interviews were done to validate those quantitative numerical data.  The quantitative data gathered were analyzed using descriptive statistics of frequency distribution, mean and standard deviation. To test the impact and to determine the model that best describe the relationship of the different variables, the Structural Equation Modeling (SEM) with path analysis (PA) was used. The findings of the best fit model suggested that that the more the organization builds on the spiritual aspects of their workers, the higher the probability for organizational commitment and productivity will be.

 

Keywords: Spiritual leadership, spiritual well-being, employee engagement, organizational performance.