Skip to main content

Advertisement

Log in

Leadership: The Being Component. Can the Spiritual Exercises of Saint Ignatius Contribute to the Debate on Business Education?

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Leadership development is first and foremost personal development, meaning that we need to go about developing the whole person.

(Muff et al. 2013).

Abstract

In recent years, scholars have increasingly dedicated their attention to analyse and reflect on the topic of leadership. However, the debate has often focused on the figure of the leader, as if being a leader were a self-sufficient function in itself, understood without finalities or independent of them. I would argue that leadership is not a position that can be assumed, but, rather, a relationship that is constructed. Similarly, the question of leaders has often given rise to a deconstruction of its components, without any insight as to how the reality is put together. Leadership cannot be understood solely from a technical or instrumental perspective. It is not a mere relational skill that simply requires developing competencies. The exercise of leadership always includes—explicitly or implicitly—a connection with values. Therefore, developing leadership is impossible without a personal process that develops the person’s capacity for perception, learning, interiorisation, explicit sense-making and constructing meaning. These issues are truly important at a time in which the debate on business education and its contribution is completely open, targeting the very core of business education’s reason for being. Though open, the debate can only become a truly dynamic discussion if there is a real dialogue between the different positions and traditions. For this reason, this paper proposes an anthropological and non-denominational reading of some of the fundamental meditations found in the Spiritual Exercises of Saint Ignatius which could be used as a heuristic in the debate regarding what business schools propose. This paper represents an initial step in this direction, exploring some of the potentialities of the Spiritual Exercises for business schools that do not claim any religious tradition.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Fig. 1

Similar content being viewed by others

Notes

  1. “Any good Christian has to be more ready to justify than to condemn a neighbour’s statement” (SE, 22).

  2. “I put before me a human king chosen by the hand of God Our Lord, to whom all Christian leaders and their followers give their homage and obedience” (SE, 92).

References

  • Abela, A. V. (2001). Profit and more: Catholic social teaching and the purpose of the firm. Journal of Business Ethics, 31(2), 107–116.

    Article  Google Scholar 

  • Antonakis, J., Cianciolo, A. T., & Sternberg, R. J. (2004). The nature of leadership. London: Sage.

    Google Scholar 

  • Arzubialde, S. (1991). Ejercicios Espirituales de S. Ignacio. Historia y análisis. Sal Terrae: Santander.

    Google Scholar 

  • Arzubialde, S., Corella, J., & Garcia-Lomas, J. M. (1993). Constituciones de la Compañía de Jesús. Bilbao: Mensajero.

    Google Scholar 

  • Badaracco, J. (1998). The discipline of building character. Harvard Business Review, 76(2), 115–124.

    Google Scholar 

  • Badaracco, J. (2002). Leading quietly. Boston: Harvard University Press.

    Google Scholar 

  • Barber, B. R. (1998). A place for us. New York: Hill and Wang.

    Google Scholar 

  • Barratt, R., & Korac-Kakabadse, N. (2002). Developing reflexive corporate leadership. Corporate Governance, 2(3), 32–36.

    Article  Google Scholar 

  • Batllori, M. (1999). Ratio studiorum. Barcelona: Eumo.

    Google Scholar 

  • Bauman, Z. (2004). Wasted lives. Cambridge: Polity Press.

    Google Scholar 

  • Beck, U. (1986). Risikogesellschaft. Frankfurt: Suhrkamp.

    Google Scholar 

  • Beck, U. (1997). Was is Globalisierung?. Frankfurt: Suhrkamp.

    Google Scholar 

  • Bennis, W. G., & O’Toole, J. (2005). How business schools lost their way? Harvard Business Review, 83(5), 96–104.

    Google Scholar 

  • Byron, W. (2011). Humility, magis and discernment: A Jesuit perspective on education for business leadership. Journal of Jesuit Business Education, 2, 9–20.

    Google Scholar 

  • Castells, M. (1996). The rise of network society. Cambridge: Blackwell.

    Google Scholar 

  • Castiñeira, À., & Lozano, J. M. (2009). El valor de los liderazgos. Barcelona: ESADE.

    Google Scholar 

  • Castiñeira, À., & Lozano, J. M. (2012). El poliedro del liderazgo. Barcelona: Libros de Cabecera.

    Google Scholar 

  • Ciulla, J. B. (1995). Leadership ethics: Mapping the territory. Business Ethics Quarterly, 5(1), 5–28.

    Article  Google Scholar 

  • Ciulla, J. B. (2005a). The state of leadership ethics and the work that lies before us. Business Ethics: A European Review, 14(4), 323–335.

    Article  Google Scholar 

  • Ciulla, J. B. (2005b). Integrating leadership with ethics: Is good leadership contrary to human nature? In J. P. Doh & S. A. Stumpf (Eds.), Handbook of responsible leadership and governance in global business (pp. 159–178). Cheltenham: Edward Elgar.

    Google Scholar 

  • Clarkson, B. E. (1998). The corporation and its stakeholders. Toronto: University of Toronto Press.

    Book  Google Scholar 

  • Colby, A., Ehrlich, T., Sullivan, W. M., & Dolle, J. R. (2011). Rethinking undergraduate business education. San Francisco: Jossey-Bass.

    Google Scholar 

  • Corbí, M. (1998). El camí interior. Més enllà de les formes religioses. Barcelona: Viena.

    Google Scholar 

  • Corbí, M. (2007). Hacia una espiritualidad laica. Sin creencias, sin religiones, sin dioses. Barcelona: Herder.

    Google Scholar 

  • Dameron, S., & Durand, T. (Eds.). (2011). Redesigning management education and research. Cheltenham: Edward Elgar.

    Google Scholar 

  • Datar, S. M., Garvin, D. A., & Cullen, P. G. (2010). Rethinking the MBA. Business education at a crossroads. Cambridge, MA: Harvard Business Press.

    Google Scholar 

  • De Diego, L. (2007). Magis. In García de Castro, J. Diccionario de Espiritualidad Ignaciana (G-Z) (pp. 1155–1167). Bilbao: Mensajero.

  • Delclaux, S. (2001). El más está en ti. MANRESA, 287, 175–185.

    Google Scholar 

  • Delisle, S., & Rinfret, N. (2006). Le servant leadership: une approche du leadership inspirée par le christianisme et l’éthique. Chaire La Capitale en leadership dans le secteur publique, November.

  • Deresiewicz, W. (2014). Excellent sheep. The miseducation of the American elite. New York: Free Press.

    Google Scholar 

  • Domínguez, C. (2001). El sujeto que ha de elegir hoy, visto desde la psicología (I). MANRESA, 287, 145–160.

    Google Scholar 

  • Donnelly, M. A. (2010). The spiritual exercises: A paradigm for a reflection on good teaching. Journal of Jesuit Business Education, 1(1), 51–76.

    Google Scholar 

  • Durand, T., & Dameron, S. (2008). The future of business schools. New York: Palgrave Macmillan.

    Google Scholar 

  • Eisenbacht, R., Watson, K., & Pillai, R. (1999). Transformational leadership in the context of organizational change. Journal of Organizational Change, 12(2), 80–88.

    Article  Google Scholar 

  • Estrada, J. A. (1999). Conocimiento interno del mundo para que más le ame y le sirva. MANRESA, 278, 63–80.

    Google Scholar 

  • Falque, L., & Bougnon, B. (2013). Pratiques de la Décision. Paris: Dunod.

    Google Scholar 

  • Fessard, G. (2010). La dialéctica de los Ejercicios Espirituales de San Ignacio de Loyola. Santander: Sal Térrae.

    Google Scholar 

  • Freeman, E. R., Harrison, J. S., Wicks, A. C., & De Colle, S. (2010). Stakeholder theory. The state of the art. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • García, J. A. (2000). Salvar el ánima [23]. El sujeto moderno entre el aferramiento y el éxtasis. MANRESA, 282, 29–40.

    Google Scholar 

  • Gil, E. (1999). La pedagogía de los Jesuitas, ayer y hoy. Madrid: Comillas.

    Google Scholar 

  • GMAC. (2013). Disrupt or be disrupted. A blueprint for change in management education. San Francisco: Jossey-Bass.

    Google Scholar 

  • Goffee, R., & Jones, G. (2006). The art of followership. European Business Forum, 25, 22–26.

    Google Scholar 

  • Goleman, D. (2013). Focus. New York: HarperCollins.

    Google Scholar 

  • Gomá, J. (2003). Imitación y experiencia. Valencia: Pre-textos.

    Google Scholar 

  • Gomá, J. (2009). Ejemplaridad pública. Madrid: Taurus.

    Google Scholar 

  • Gómez Caffarena, J. (1997). Principio y fundamento para agnósticos. MANRESA, 70, 333–347.

    Google Scholar 

  • González Faus, J. I., & Mollá, D. (1997). Fem redenció del gènere humà. Barcelona: Cristianisme i Justícia.

    Google Scholar 

  • Greenleaf, R. K. (1977). The servant as leader. New York: Paulist Press.

    Google Scholar 

  • Grint, K. (2010). Leadership. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Groupe de Lisbonne. (1995). Limites a la competitivité. Bruxelles: Labor.

    Google Scholar 

  • Guerrero, J. A. (1998). El principio y fundamento de los Ejercicios Espirituales como filosofía de vida y estilo político. MANRESA, 70, 179–195.

    Google Scholar 

  • Harle, T. (2005). Serenity, courage and wisdom: Changing competencies for leadership. Business Ethics: A European Review, 14(4), 348–358.

    Article  Google Scholar 

  • Heifetz, R. A. (1994). Leadership without easy answers. Cambridge: Harvard University Press.

    Google Scholar 

  • Held, D., & McGrew, A. (2002). Globalization/anti-globalization. Cambridge: Polity Press.

    Google Scholar 

  • Horner, M. (1997). Leadership theory: Past, present and future. Team Performance Management, 3(4), 270–287.

    Article  Google Scholar 

  • Kabat-Zinn, J. (1990). Full catastrophe living. New York: Delacorte Press.

    Google Scholar 

  • Kabat-Zinn, J. (2005). Coming to our senses. New York: Hyperion.

    Google Scholar 

  • Kark, R., & van Dijk, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of Management Review, 22(2), 500–528.

    Article  Google Scholar 

  • Kegan, R., & Lahey, L. L. (2001). How the way we talk can change the way we work. San Francisco: Jossey Bass.

    Google Scholar 

  • Khurana, R. (2007). From higher aims to hired hands: The social transformation of American Business Schools and the unfulfilled promise of management as a profession. Princeton: Princeton University Press.

    Google Scholar 

  • Kolvenbach, P. H. (2008). Discursos universitarios. Madrid: UNIJES.

    Google Scholar 

  • Lefrank, A. (1999). Los Ejercicios como proceso de transformación. MANRESA, 279, 121–134.

    Google Scholar 

  • Leturia, P. (1960). Pourquoi la Compagnie de Jésus devint un ordre enseignant. Christus, 7, 305–328.

    Google Scholar 

  • Libanio, J. B. (1997). Principio y Fundamento desde una perspectiva ecológica. MANRESA, 70, 215–226.

    Google Scholar 

  • Lowney, C. (2004). Heroic leadership. Chicago: Loyola Press.

    Google Scholar 

  • Lowney, C. (2009). Heroic living. Discover your purpose and change the world. Chicago: Loyola Press.

    Google Scholar 

  • Lowney, C. (2010). The competitive advantage of Jesuit business schools. Journal of Jesuit Business Education, 1(1), 37–50.

    Google Scholar 

  • Lozano, J. M. (2000). Ethics and organizations. Dordrecht: Kluwer.

    Book  Google Scholar 

  • Lozano, J. M. (2005). Towards the relational corporation: From managing stakeholder relationships to building stakeholder relationships (waiting for Copernicus), Corporate Governance. The international journal of business in society, 5(2), 60–67.

  • Lozano, J. M. (2009). The relational corporation. Oxford: Peter Lang.

    Google Scholar 

  • Maak, T., & Pless, N. (2006). Responsible leadership. A relational approach. In T. Maak & N. Pless (Eds.), Responsible leadership (pp. 34–53). London: Routledge.

    Google Scholar 

  • Mària, J. F., & Lozano, J. M. (2010). Responsible leaders for inclusive globalization. Journal of Business Ethics, 93, 93–111.

    Article  Google Scholar 

  • Marturano, J. (2014). Finding the space to lead. New York: Bloombury Press.

    Google Scholar 

  • McCallum, D., & Horian, L. (2013). Leadership education model for Jesuit business schools. Journal of Jesuit Business Education, 4, 37–52.

    Google Scholar 

  • Melé, D., & Gonzaéz-Cantón, C. (2014). Human foundations of management. New York: Palgrave Macmillan.

    Book  Google Scholar 

  • Melloni, X. (2009). El Desig essencial. Barcelona: Fragmenta.

    Google Scholar 

  • Mintzberg, H. (2009). Managing. San Francisco: Berret-Koehler.

    Google Scholar 

  • Moberg, D. J., & Calkins, M. (2001). Reflection in business ethics: Insights from St. Ignatius’ spiritual exercises. Journal of Business Ethics, 33, 257–270.

    Article  Google Scholar 

  • Muff, K., Dyllick, T., Drewell, M., North, J., Shrivastava, P., & Haertle, J. (2013). Management education for the world. Cheltenham: Edward Elgar.

    Book  Google Scholar 

  • Nye, J. S. (2008). The power to lead. Oxford: Oxford University Press.

    Google Scholar 

  • O’Brien, T. (2009). Reconsidering the common good in a business context. Journal of Business Ethics, 85, 25–37.

    Article  Google Scholar 

  • O’Malley, J. W. (1993). The first Jesuits. Cambridge: Harvard.

    Google Scholar 

  • Petriglieri, G. (2015). Book and resource reviews: Disrupt or be disrupted. Academy of Management Learning & Education., 14(1), 133–139.

    Article  Google Scholar 

  • Pope Benedict XVI. (2009). Caritas in veritate. Madrid: San Pablo.

  • Pope Francis. (2013). Evangelii Gaudium. Madrid: Palabra.

    Google Scholar 

  • Pope Francis (2015). Laudato Si’. Madrid: Palabra.

    Google Scholar 

  • Pruzan, P., & Mikkelsen, K. P. (2007). Leading with wisdom. Sheffield: Greenleaf.

    Google Scholar 

  • Quatro, S. A., Waldman, D. A., & Galvin, B. M. (2007). Developing holistic leaders: Four domains for leadership development and practice. Human Resource Management Review, 17, 427–441.

    Article  Google Scholar 

  • Raelin, J. A. (2003). Creating leaderful organizations. How to bring leadership in every one. San Francisco: Berrett-Koehler.

    Google Scholar 

  • Roglio, K. D., & Light, G. (2009). Executive MBA programs: The development of the reflective executive”. Academy of Management Learning & Education, 8, 156–173.

    Article  Google Scholar 

  • Saint Ignatius of Loyola. (1996). Personal writings. London: Penguin.

    Google Scholar 

  • Sarros, J. C., & Cooper, B. K. (2006). Building character: A leadership essential. Journal of Business and Psychology, 21(1), 1–22.

    Article  Google Scholar 

  • Sarros, J. C., & Santora, J. C. (2001). The transformational-transactional leadership model in practice. Leadership & Organization Development Journal, 22(8), 383–393.

    Article  Google Scholar 

  • Sauquet, A. (2008). Pensar el Liderazgo. Organizar y liderar: el qué, el cómo y el cuándo. Barcelona: ESADE.

    Google Scholar 

  • Schön, D. A. (1987). Educating the reflective practitionerr. San Francisco: Jossey-Bass.

    Google Scholar 

  • Segundo, J. L. (1996). Una primera semana sin cristología MANRESA, 68, 233–247.

    Google Scholar 

  • Senge, P., Scharmer, C. O., Jawoerski, J., & Flowers, B. S. (2004). Presence. New York: Double Day.

    Google Scholar 

  • Sheep, M. L. (2006). Nurturing the whole person: The ethics of workplace spirituality in a society of organizations. Journal of Business Ethics, 66, 357–375.

    Article  Google Scholar 

  • Sinek, S. (2009). Start with why. New York: Penguin.

    Google Scholar 

  • Sison, A., & Fontrodona, J. (2011). The common good of business: Addressing a challenge posed by Caritas in Veritate. Journal of Business Ethics, 100, 99–107.

    Article  Google Scholar 

  • Solomon, R. C. (2002). Spirituality for the skeptic. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Spears, L. (2002). Tracing the past, present and future of servant-leadership. In L. C. Spears & M. Lawrence (Eds.), Focus on leadership (pp. 1–16). New York: Wiley.

    Google Scholar 

  • Spitzer, R. J. (2010). The distinctiveness of Jesuit schools. Journal of Jesuit Business Education, 1(1), 1–16.

    Google Scholar 

  • Stiglitz, J. (2006). Making globalization work. London: Penguin.

    Google Scholar 

  • Svendsen, A. (1998). The stakeholder strategy. San Francisco: Berrett-Koehler Publishers.

    Google Scholar 

  • Svensson, G., & Wood, G. (2007). Are university students really customers? When illusion may lead to delusion for all! International Journal of Educational Management, 21, 17–28.

    Google Scholar 

  • Thomas, H., Lee, M., Thomas, L., & Wilson, A. (2014). Securing the future of management education. Competitive destruction or constructive innovation? Bingley: Emerald.

    Google Scholar 

  • Tugendhat, E. (2004). Egocentricidad y mística. Un estudio antropológico. Barcelona: Gedisa.

    Google Scholar 

  • Van Hise, J., & Massey, D. W. (2010). Applying the Ignatian pedagogical paradigm to the creation of an accounting ethics course. Journal of Business Ethics, 96, 453–465.

    Article  Google Scholar 

  • Waddock, S. (2001). Integrity and mindfulness. Foundations of corporate citizenship. Journal of Corporate Citizenship, 1, 25–37.

    Article  Google Scholar 

  • Waddock, S. (2007). Leadership integrity in a fractured knowledge world. Academy of Management Learning & Education, 62(4), 543–557.

    Article  Google Scholar 

  • Waddock, S., & Lozano, J. M. (2013). Developing more holistic management education: Lessons learned from two programs. Academy of Management Learning & Education, 12(2), 265–284.

    Article  Google Scholar 

  • Weick, K. E. (1995). Sensemaking in organizations. London: Sage.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Josep M. Lozano.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Lozano, J.M. Leadership: The Being Component. Can the Spiritual Exercises of Saint Ignatius Contribute to the Debate on Business Education?. J Bus Ethics 145, 795–809 (2017). https://doi.org/10.1007/s10551-016-3117-7

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-016-3117-7

Keywords

Navigation