The Role of Spiritual Leadership in Reducing Bullying Behavior: A Study on the Industrial Companies in Egypt

  •  Wageeh Nafei    


The objective of the research is to identify the role of Spiritual Leadership (SL) in reducing Bullying Behavior (BB) at the industrial companies in Egypt. The research community consists of all the employees at the industrial companies (the iron and steel sector, the construction sector, the food industry, the spinning and weaving sector and the chemical industries sector) in Sadat city in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.
The research has reached a number of results, the most important of which are: (1) the scarcity of research that focused on the study and interpretation of the relation between the study variables (SL and BB) at the industrial companies in Sadat City; (2) SL is a state expressed in a set of organizational dimensions (vision, hope/faith, altruism, meaning/meaning of work, membership, organizational commitment, and productivity), which can be used to reduce the phenomenon of BB; (3) SL is an important tool used by successful managers in developing all employees and spreading social awareness among them; (4) the general average of SL fairly high. The vision as one of the dimensions of SL ranked first, followed by hope and faith, the membership, the organizational commitment, altruistic love, and finally the productivity; (5) the general average of BB is somewhat low. The verbal as one of the dimensions of BB ranked first, followed by physical, property, finally, social BB; (6) there is a statistically significant relationship between the dimensions of SL and BB at the industrial companies in Sadat City.
The research concluded that (1) managers should be interested in the future vision of their units and departments; (2) managers have the element of hope and faith in the vision of the organization; (3) the altruism of leaders in the organization; (4) the conviction of all employees of the organization that the functions they do have significance and meaning both for them and for others; (5) deepening the membership of the organization in all its employees; (6) the attention of managers to raise the level of organizational commitment; (7) the attention of managers to increase productivity and continuous improvement; (8) The design of preventive extension programs in order to reduce BB as well as its negative effects on both the bully and the victim; (9) the need to pay attention to the provision of job security; (10) taking effective corrective measures to reduce BB in the workplace; (11) attention to reduce BB in the workplace by avoiding the increase of the functional burden on the staff of the organization, ensuring the safety of the employees, not restricting the freedom and independence of the personnel concerned, the interest in the positive interaction between the employees of the organization, the attention to good relations among individuals or between the employees and their leaders in the organization, and the development of all employees and spreading social awareness among themselves; (12) identifying the psychological aspects associated with the bullying person, taking care of specialized training courses in the field of BB, knowing its causes, how to prevent them, how to deal with it, and transforming it from aggressive behavior to constructive behavior that seeks to adapt and co-operate with others in the organization.

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