Yoga and Leadership by Laura Harbolt

 Yoga and Leadership

In their 2014 literature review, Maharana, et al. ask whether leadership programs really work, and if yoga can be a solution for corporate leaders who exhibit workaholic tendencies. Relying on spiritual leadership theory, the authors argue that when the “spiritual leadership is implemented, enthusiastic workaholics will be intrinsically motivated, experience competence, autonomy, relatedness, and spiritual well-being” (p. 291). As a practicing yogi and a leadership teacher and coach, I experience daily the difference yoga can make in the effectiveness of my own leadership practice. Thus, my personal understanding indicates that the benefits are not solely for “workaholic” leaders. The goal of this paper, therefore, is to explore how the study of yoga informs the practice and instruction of leadership.

Yoga and Leadership Style

Most scholarly research studying the link between yoga and leadership comes out of South Asia. In recent years, one can also find numerous theses and dissertations on the subject published by masters and doctoral students in the United States. The scholarly study of leadership has its foundation in leadership theory looking specifically at leadership style. Most often referenced is the research on transactional, transformational, authentic, and servant leadership styles. The literature on yoga and leadership focuses primarily on the link between yoga and transformational leadership, with more recent research theorizing the link between authentic and spiritual leadership styles.

In his seminal work, James MacGregor Burns’ (1978) coined the phrase “transformational leadership”, a style that is in opposition to the transactional leadership style adopted by most leaders at the time. Burns contended that moral development is an essential characteristic of transformational leaders. Several decades later, Mulla and Krishnan (2009) connect morality and leadership as it is practiced in India. “Morality is conceptualized as Karma-Yoga”, explain the authors, “its three dimensions—duty orientation, indifference to rewards, and equanimity…constitutes a comprehensive model for moral development in the Indian context” (p. 167). Mulla and Krishnan’s study of 250 leaders found that Indian leaders who actively practice Karma Yoga possess a duty-orientation and altruistic motives, and are more often perceived as transformational leaders. Another related finding between yoga and transformational leadership is that followers of Indian transformational leaders are influenced to practice yoga, resulting in the follower’s perceived group cohesiveness and a more harmonious and productive workplace (Muddipathi and Krishnan, 2020).

The early study of leadership theory focused on crafting a definition of leader; later the focus shifts to the process or methodology of leadership (Northouse, 2016). Authentic leadership, for example, is modeled by leaders who make decisions based on principle, rather than solely on financial gain, and who take responsibility for their actions. Authentic leaders focus on cultivating self-awareness, personal growth, and discipline; they are mission-driven and often inspire faith (George, 2003). In her 2021 dissertation, Jennifer Small looks at gendered stereotypes and authentic leadership to better understand how authentic leadership and mindfulness skills can support women leaders in healthcare. Small concludes that relying on mindfulness techniques cultivated as part of a regular yoga practice can support women as they communicate their authentic selves as leaders in a male dominated industry. Similarly, research conducted by doctoral student Leila Naderi (2019) “suggests that leaders who practice yoga more consistently (four times per week or more) showcase higher levels of authentic leadership qualities” (p. 74).

Like authentic leadership, spiritual leadership is based on the theory that leaders can inspire followers with a vision of shared values and a sense of calling based on altruistic love (Northouse, 2016). In their review of the literature on spiritual leadership, Maharana, et al. (2014), maintain that the spiritual leadership theory can explain the phenomenon wherein a manager can appear “obsessed with work yet have high levels of psychological well-being, positive human health, and organizational commitment and productivity” (p. 291). Madhu and Krishnan (2005) found that the characteristics of Karma Yoga result in leaders who practice “work as worship” and demonstrate transformational leadership qualities of altruism and conscientiousness. Connecting these findings directly to yoga, Kislenko’s (2019) research indicates that “yoga promotes the idea of leadership as service and being kind as a form of displayed leadership behavior that aligns with finding an element of humility in the practice of leadership, just as within the practice of yoga” (p. 108).

Yoga and Leader Competencies

            Certainly, leadership is more than the theoretical underpinnings studied by scholars. In the workplace, one’s leadership style directly affects the organization’s culture and employee engagement. Sherman (2020) contends that “leadership failure is usually due not to a lack of business skills but rather to a consequence of poor self-management” (p. 68). An enlightened leader focuses on their yoga training, placing the well-being of those who report to them above their own ego and wants (Shubhada, 2016). And an inspired workforce motivated by a higher calling can foster teamwork and accomplish company goals (Bodhananda, 2022). The ideal leader seeks internal excellence as well as success in the workplace.

In short, when leaders adopt a regular yoga practice they positively affect the culture and effectiveness of the organization and are thus more effective in their role. Adhia et al. (2010B) found that “managers who practice Yoga showed higher emotional intelligence, exhibited self-awareness, increased social skills, altruistic behavior, compassion, and empathy” (p. 32). After just six weeks of yoga and yoga philosophy classes, managers saw a reduction of stress levels and symptoms of burnout (Adhia et al., 2010C). More recently, Pamela Smith’s 2021 study found that “participants changed after starting a regular Yoga practice…they became more effective and adaptive leaders with behaviors and skills to manage their stress, pause, observe a situation, build accountability with others, and create space for transformative change to happen” (p. 67).

Conclusion and Implications

“A new way of thinking about leadership is required if we are to change from the fear-based and egocentric leadership of today to one that is transformational and uplifts all” contend Sangodkar, et al. (2022, p 142). The authors reference Patanjali’s Yoga Sutras as a foundation for leadership, noting their “resonance” with scholarly leadership theory. Specifically, the Sutras outline the obstacles to leadership—vyadi, styana, samsaya, pramad, alasya, bhranti darshana, alabdhabuhu mikatwa, and anavasthitat—as well as the ethical principles that support leadership—the yamas and the niyamas.[1]

The research on Yoga and Leadership clearly indicates that leaders who practice yoga cultivate the traits of transformational, authentic, and/or spiritual leadership. These leaders are self-regulated, have a high degree of self-awareness, are mission-driven, and lead their teams to achieve the goals set out by the organization. My own research in leadership indicates that managers mimic their leader’s style, in turn influencing and motivating followers to effectively carry out their duties. It stands to reason, therefore, that leaders who cultivate an ongoing yoga practice might also exhibit leadership skills identified by research that highlight the importance of communication, mentoring, and ongoing supervision and support of volunteers (Elliot & Umeh, 2013; Lafer, 1991). Leaders’ support of their followers might include building strong relationships and trust with staff members, understanding staff motivations, and placing them in satisfying roles, thus increasing retention (Finkelstein, 2008; Fisher & Freshwater, 2014; Oostlander et al., 2014).

My study and practice of yoga have impacted my understanding of leadership and changed how I both practice and teach leadership. The leaders’ mindset, like that of a yogi, is one that changes with practice, study, and insight. Yoga philosophy, principles, and practice can benefit leaders physically and mentally and can inform those of us who teach leadership. 

References

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https://doi.org/10.1016/j.iimb.2010.03.003

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Bodhananda, S. (2022). Management and Leadership: Insights from Yoga Philosophy and Practice. NHRD Network Journal, 15(4), 422-430. https://doi.org/10.1177/26314541221115572

Burns, J. M. (1978). Leadership. New York: Harper & Row.

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[1] In the Yoga Sutras, Pantanjali describes likely obstacles to one’s journey, how to recognize them, and how to avoid or prevent these hindrances. The yamas and niyamas are ethical principles that guide individuals in their interactions with others.