Enlightening leadership a phenomenology

University of Montana ScholarWorks at University of Montana Graduate Student Theses, Dissertations, & Graduate School Professional Papers 2008 Enlightening Leadership: A Phenomenology Kevin M. Mays The University of Montana Follow this and additional works at: https://scholarworks.edu/etd Let us know how access to this document benefits you. Recommended Citation Mays, Kevin M., "Enlightening Leadership: A Phenomenology" (2008). Graduate Student Theses, Dissertations, & Professional Papers.edu/etd/1266 This Dissertation is brought to you for free and open access by the Graduate School at ScholarWorks at University of Montana.

It has been accepted for inclusion in Graduate Student Theses, Dissertations, & Professional Papers by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact scholarworks@mso. ENLIGHTENING LEADERSHIP: A PHENOMENOLOGY By KEVIN MICHAEL MAYS B., Western Michigan University, 1991 Philosophy & Political Science B., Western Michigan University, 1991 Geography M., The Naropa Institute, 1994 Psychology M., Saginaw Valley State University, 2001 Organizational Leadership and Administration Dissertation presented in partial fulfillment of the requirements for the degree of Doctor of Education in Educational Leadership The University of Montana Missoula, MT Spring, 2008 Approved by: Dr. Strobel, Dean, Department of Education Dr.

Roberta Evans, Dean, Department of Education Dr. Jerry Evans, School of Business Dr. John Lundt, Department of Education Dr. John Sommers-Flanagan, Department of Education Dr.

Dean Sorenson, Department of Education ABSTRACT Mays, Kevin M, Ed. Enlightening Leadership: A phenomenology. Dissertation Chair: Dr. Dean Sorenson The mechanistic, seventeenth century paradigm that has informed the leadership of our organizations has evolved into the quantum realm (Capra, 1984).

This scientific renaissance is revealing a depth of knowledge that is stirring a new found interest in wisdom traditions as the truths of modern science appear to mirror knowledge found in ancient philosophic and meditative practices. Such Eastern spiritual practices have entered into the American mainstream and are becoming validated from a scientific perspective (Lampman, 2006). Continuing research on meditation has revealed its effectiveness in producing many of the characteristics deemed essential in the field of transformational leadership. Congruently meditation centers are proliferating, many offering courses specifically designed for those in leadership positions.

While awareness practices are continually being researched, practiced, and identified as obligatory in the field of transformational leadership, there is little research to date that explores the relationship, impact, and experience of meditation and leadership. This phenomenological study explores the leadership experience of individuals that practice Vipassana meditation. Seven purposefully selected organizational leaders, all of whom have completed at least one, ten day meditation seminar, participated in extensive, semi-structured, telephone interviews. The development of intimate familiarity with the rich data elicited from the interview protocol produced meaning units.

These common experiential themes in the leadership of meditators were analyzed and synthesized to reveal the basic, essential essence. Building upon the knowledge gathered through the data analysis and synthesis, this study establishes findings that contribute to the field of leadership. i ACKNOWLEDGEMENTS I would like to extend a deep sense of appreciation for all the individuals in the Educational Leadership Department at the University of Montana. Also, a huge thank you to Dr.

Dean Sorenson for his support, guidance, and inspiration throughout the course of this process. Without your motivation, this study would have never become a reality. Your belief in this project helped make the process fun and rewarding. Also, I’d like to acknowledge the great network of individuals, from S.

Goenka all the way back to S. Guatama, for making the teachings of Vipassana Meditation available to all. ii DEDICATION This project is dedicated to the love of my life. Melanie, thank you for moving to Montana and supporting me throughout this process; I’m so fortunate to have you in my life.

Also, love and gratitude to my mom and dad. You gave me the foundation to make it here. To you I owe it all. iii TABLE OF CONTENTS ABSTRACT.

iii TABLE OF CONTENTS. iv LIST OF TABLES. vii CHAPTER ONE: INTRODUCTION TO THE RESEARCH…………………….1 Statement of the Problem………………………………………………….3 Purpose of the Study…………………………………………………….5 Overarching and Sub-Questions…………………………………… .6 Definition of Terms……………………………………………………….6 Significance of the Study……………………………………………….7 Role of Researcher.8 CHAPTER TWO: LITERATURE REVIEW…………………….9 Four Noble Truths…………………………………….16 Change, Egolessness, & Suffering………………….18 The Five Aggregates……………………………….21 Vipassana Meditation Seminar……….22 Transformational Leadership & Vipassana……………………………….23 Four Noble Truths………………………………………………….23 Change, Egolessness, & Suffering………………………………….27 CHAPTER THREE: METHODOLOGY………………………………………….30 Data Collection Procedures……………………………………………….32 CHAPTER FOUR: FINDINGS…………………………………………………….49 The Practice of Self-Awareness…………………………………….50 The Value of Acting Intentionally………………………………….51 The Importance of a Service Orientation……………………………….54 Essential Essence: Enlightened Leadership .55 CHAPTER FIVE: FINDINGS AND IMPLICATIONS.58 The Impact of Vipassana Meditation on Leadership .59 Vipassana Meditation as a Tool in Leadership Development .61 The Effectiveness of Vipassana Meditation in Cultivating .63 the Qualities of Transformational Leadership Implications.68 Appendix A: Vipassana Meditation Seminar - Code of Discipline.73 Appendix B: Vipassana Meditation Seminar – Timetable .79 Appendix D: Institutional Review Board Approval .80 vi LIST OF TABLES Table 4-1 Demographic Information on Sample .35 Table 4-2 Question 1: Describe your leadership style.37 Table 4-3 Question 2: What experiences prepared you for leadership? .39 Table 4-4 Question 3: What do you find enjoyable about leadership?.42 Question 4: What are your leadership strengths? Table 4-5 Question 5: What are the biggest difficulties you face in your leadership?.44 Question 6: What would you like to change about your leadership? Table 4-6 Question 7:.46 What are the values and/or practices that inform your leadership? Table 4.49 What impact has the practice of meditation had on your leadership? Table 4.91 Enlightened Leadership Model.56 vii 1 CHAPTER ONE: INTRODUCTION TO THE RESEARCH Introduction In our age of ever increasing complexity and change, the importance of leadership is unprecedented (House, Spangler & Woycke, 1991). Leadership as a field, however, has developed quite slowly, existing in a confused state for decades (Yukl, 1998).

Rushing from one fad to another, most leadership theories contain conceptual weakness and a lack of empirical support (Yukl, 1998). Indeed, leadership is one of the most observed and least understood phenomena on earth (Burns, 1978). In pursuit of more comprehensive knowledge regarding leadership, scholars seeking new leadership paradigms are beginning to recognize the importance of spirituality as a leadership construct (Dent, 2005). Sergiovanni (2006) suggests that it is the failure to view leadership as spiritual rather than psychological that causes the failure of modern leadership.

Similarly, Sanders, Hopkins, and Geroy (2003) state that, “We should be calling for a more comprehensive and integrated theory of leadership that acknowledges leaders as complex beings who mature and develop over time in relationship to spiritual…domains and recognizes that leaders have desired transcendent- related work accomplishments.” Konz & Ryan (1999) continue along this vein stating, “Leaders who bring their spirituality to work transform organizations from merely mission-driven activities into places where individual and collective spirituality are encouraged and spiritual development is integrated into the day-to-day work life.” Such spiritually inclined leaders “inspire and energize behavior in employees based on meaning and purpose rather than 2 rewards and security, thus compelling employees to transcend their self-interest for the welfare of their organizational members” (Dehler & Welsh, 1994). Addressing the powerful connection in between leadership and spirituality, Peter Senge stated that he himself incorporates the practice of meditation into his work with managers (McLeod, 2001). Similarly, Wheatley suggests that all the characteristics learned while meditating can be used in the practice of organizing and running an organization (McLeod, 2001). Thus, the similarities between spirituality and effective leadership are being noted by scholars and organizational leaders alike (Dent, 2005).

Many business leaders who have learned meditation, for example, are making claims regarding its effect on their leadership abilities. Past President and CEO of Ya Ya, Keith Ferrazzi, suggested that the practice of meditation, specifically Vipassana meditation, makes him a “better leader and CEO,” while Rob Moodie, CEO of VicHealth made the bold assertion that; “Vipassana is by far the best training [he’s] ever had in management and leadership” (Goenka, 2006). Similarly, research in India has noted the effect of meditation on organizations. An engineering firm with 60% of its employees attending a Vipassana meditation course found a productivity increase of 20%, along with increased efficiency, increased profits, improved mental health and interpersonal relations, and a shift from authority rule to consensus decision making (Shah, 2006).

Indeed, awareness regarding the positive impact of spirituality on leadership, by both scholars and leaders, is on the rise. The demand for spiritual awareness, such as that taught in Vipassana meditation, is increasing dramatically (Lampman, 2006) with hundreds of free courses offered annually in the United States and hundreds more around the world (Goenka, 2006). 3 Furthermore, requests for meditation instruction, specifically among organizational leaders, are great enough to warrant the development of executive meditation courses designed specifically with the leader in mind (Hart, 1987). While theorists and leaders are beginning to emphasize the importance and effectiveness of spirituality as a construct informing leadership, “research on leadership remains narrowly focused on leadership behaviors, power dimensions, traits and skills, and situational context” (Fairholm, 1998).

That is, research on spirituality in leadership remains in its infancy, and that of meditation specifically, is nonexistent. Problem Statement A void exists regarding research on the effects of meditation on leadership. While studies have investigated the psychotherapeutic and physiological effects of meditation (Taylor, 2005), there are none in regards to leadership. Fleischman (1994), states that meditation “increases self-awareness, promotes integration of subjective experience, and facilitates acceptance and tolerance to sufficiently reduce physical and psychological distress.” These and other reported effects of meditation mirror many of the qualities posited as essential in the field of transformational leadership, yet a direct connection between meditation and leadership has not been made.

This void occurs in the face of a mainstream that is increasingly characterized by spiritual ideals. “Within the past decade, the concept of spirituality and religion in the workplace has gained enough strength and interest that the Academy of Management has created a new special interest group…Management, Spirituality, and Religion…This is helping to legitimize within academia the study of spirituality in the workplace while simultaneously paving the way for introducing this emerging concept into the leadership 4 research agenda” (Dent, 2005). Similarly, the topic is being taught in graduate and undergraduate business courses, as well as conferences, around the world (Biberman &Altman, 2004). While theories on leadership and spirituality are yet minimal, spiritual practice as a leadership tool has existed for millennia.

Meditation, for example, has informed positive leadership for over two thousand years and has influenced thousands of people (Vipassana Research Institute, 1991). This ancient wisdom is now resurfacing and enlightening our leadership. Vipassana meditation, the specific form of spiritual practice explored in this research, is a practical, non-sectarian meditation technique (Hart, 1987) that is said to provide executives with real benefits such as: • Improved concentration and mental clarity • Decreased stress and anxiety • Increased energy and efficiency • Strengthening in ethical principles and responsible values • Greater balance when facing challenges • Deepened sense of purpose While leaders are increasingly praising the leadership outcomes of meditation practice (www.org), no research has been done to explain the effects of meditation on the leadership style and effectiveness of its practitioners. This study will explore the leadership experience of individuals that practice Vipassana meditation.

5 Purpose of the Study The purpose of this study is to gain a deeper understanding regarding leadership and meditation. Specifically, the leadership experience of meditation practitioners will be explored. In order to most effectively understand this impact, a phenomenological design will be used. Research Question The research questions herein are composed of a single overarching question as well as multiple sub-questions.

Creswell describes overarching questions as the broadest questions that can be posed and which do not limit the emerging data. Sub-questions, then, narrow the focus of the study without constraining the research (Creswell, 1998). The research questions are essential in guiding the design of the interview protocol while informing the data discovery process. Overarching and sub-questions for this study, as described in Creswell, are listed below.

Overarching and Sub-Questions What lessons can be learned from the leadership experience of individuals who practice meditation? 1.