Abstract
The research question of this chapter is to study the relationship between leadership and Yoga where Yoga is seen as an approach to view the world and a way to enhance virtuous behavior. So far leadership has been studied as style, an attribute, or trait. New models propose it as an activity. Here we propose leadership as a cognition and a virtue. The virtues of people are fueled by their authentic nature. Leadership and authenticity have been looked upon from various philosophical perspectives. The following pattern has emerged while studying a good practice in the community care “Buurtzorg Nederland.” There are three expressions of authentic virtues in this case: needing, rethinking, and common sensing. The Yogic intellectual capacity of Vivekam Buddhi acts as a way to enhance authenticity. It is argued that Yama and Niyama, that embody the psychological limbs of Yoga, act as the authentic virtue which creates the foundation for the Yogic Leadership. The basic Yogic principles of Abhyasa and Vairagya have been found in the role of leadership as a way to enhance authenticity as a virtue. They act like determinants along with Vivekam Buddhi (discriminative wisdom) in the proposed conceptual model of authenticity among leaders who takes a client center or customer center perspective in their organizing processes and decision-making design
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
References
Aurobindo, S. (2006). The life divine (1939–40). Pondicherry, India: Sri Aurobindo Ashram.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory building. American Psychologist, 62, 25–33.
Avolio, B. J., & Luthans, F. (2006). The high impact leader: Moments matter for accelerating authentic leadership development. New York: McGraw-Hill.
Baba, B. (1976). Yogasutra of Patanjali with the commentary of Vyasa (p. 4). Delhi: Motilal Banarasidass.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): pp. 19-31.
Bass, B. M. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed., p. 25). New York: Free Press.
Bennis, W. (1959). Leadership theory and administrative behavior. Administrative Science Quarterly, 4, 259–301.
Bennis, W. G., & Nanus, B. (2007). Leaders: The strategies for taking charge. NewYork: HarperCollins.
Bhandarker, A. (2008). Shaping Business Leaders. Thousand Oaks, CA: Sage.
Bindlish, P. (2015). Defining leadership: Towards an integrative conceptualization. Doctoral Thesis, Management Development Institute, pp. 5c11–5c31.
Bindlish, P., Dutt, P., & Pardasani, R. (2013). From growing convergence of spirituality and leadership towards a unified leadership theory. Journal of Spirituality, Leadership and Management, 2012, 6(1), 3–22.
Burns, J. M. (1978). Leadership. NewYork: Harper & Row.
Dutt, P. Bindlish, P. Nandram, S. S. (2013). Natural Leadership-Everest Climber in everyone: Story of Youngest Everest. Climber from North East Tine Mena. Amity Case Research.
Glaser, B. G. (2007). Doing formal theory. The Sage handbook of grounded theory, (Part II), 97–113.
Gray, B. H., Sarnak, D. O., & Burgers, J. S. (2015). Home care by self-governing nursing teams: The Netherlands’ Buurtzorg model. NewYork: Commonwealth Fund.
Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston: Harvard Business School Press.
Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. Recording for the Blind and Dyslexic.
Kernis, M. H., & Goldman, B. M. (2006). A ulticomponent conceptualization of authenticity: Theory and research. Advances in experimental social psychology, 38, 283–357.
Kreitzer, M. J., Monsen, K. A., Nandram, S., & de Blok, J. (2015). Buurtzorg Nederland: A global model of social innovation, change, and whole-systems healing. Global Advances in Health and Medicine., 4(1), 40–44.
Lipman-Blumen, J. (2006). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians—And how we can survive them. NewYork: Oxford University Press.
Mohanty S. (2008). Sri Aurobindo: A Contemporary Reader (1 ed.). New Delhi: routeledge. p. 36. ISBN 978-0-415-46093–4.
Montuori, A. (2010). Transformative leadership for the 21st century. Reflections on the design of a graduate leadership curriculum, ReVision, 30, 4–14.
Nandram, S. S. (2010). Synchronizing leadership style with integral transformational yoga principles. In S. S. Nandram & M. E. Borden (Eds.), Spirituality and business: Exploring possibilities for a new management paradigm (pp. 183–204). Heidelberg: Springer. doi:10.1007/978-3-642-02661-4_16. ISBN 978364202667.
Nandram, S. S. (2015a). The Buurtzorg case and illustrations of Zorgaccent and Amstelring. Amity Global Business Review, 10, 56–63.
Nandram, S. S. (2015b). Organizational innovation by integrating simplification: Learning from Buurtzorg Nederland. Cham, Switzerland: Springer.
Nandram, S. S., & Koster, N. (2014). Organizational innovation and integrated care: Lessons from Buurtzorg. Journal of Integrated Care, 22(4), 174–184.
Nandram, S. S., Orhei, L. E., & Born, M. (2014). Enterprising behavior in an integrating competence framework. International Journal of Business and Globalisation, 13(4), 502–518.
Nandram, S. S, & Borden, M. E. (2011). Leading with wisdom: The development of an integral leadership model. In: M. J. Thompson & J. Eynikel (Eds.) European SPES Cahier 7. Antwerpen: Uitgeverij Garant.
Neiser, U. (1967). Cognitive psychology. New York: Appleton-Century-Crofts.
Pearce, C. L., & Conger, J. A. (2003). All those years ago: THE historical underpinnings of shared leadership. In C. L. Pearce & J. A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
Schumacher, E. F. (2011). Small is beautiful: A study of economics as if people really matters. London: Random House.
Swami Jnaneshvara. Yoga Sutras of Patanjali—Raja Yoga—Ashtanga Yoga. Retrieved June 13, 2015, from http://www.swamij.com/yoga-sutras.htm.
The Millennium Project. (2009). 15 Global challenges facing humanity. Retrieved July 10, 2015 from http://www.millennium-project.org/millennium/challeng.html.
Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182.
Wood, A. M., Linley, P. A., Maltby, J., Baliousis, M., & Joseph, S. (2008). The authentic personality: "A theoretical and empirical conceptualization, and the development of the Authenticity Scale". Journal of Counseling Psychology, 55(3), 385–399. doi:10.1037/0022-0167.55.3.385.
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Author information
Authors and Affiliations
Corresponding authors
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2017 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Bindlish, P.K., Nandram, S. (2017). Leadership and Authenticity: The case of Buurtzorg Nederland. In: Marques, J., Dhiman, S. (eds) Leadership Today. Springer Texts in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-319-31036-7_6
Download citation
DOI: https://doi.org/10.1007/978-3-319-31036-7_6
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-31034-3
Online ISBN: 978-3-319-31036-7
eBook Packages: Business and ManagementBusiness and Management (R0)