The Educational And Ethical Values Conveyed Through Cherished Fairy Tales – The conversation around Islam on Twitter: Topic modeling and sentiment analysis of tweets about the Muslim community in Spain since 2015
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The Educational And Ethical Values Conveyed Through Cherished Fairy Tales
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Received: April 4, 2023. / Revised: May 18, 2023 / Received: May 29, 2023 / Published: May 30, 2023
For managers in today’s organizations, work is a source of important meaning. This article examines leadership discourse in a diaconal organization and aims to analyze managers’ perceptions of self-actualization. Based on a case study of a diaconal hospital in Norway, the article answers the following research question: What is special about managers’ self-presentation within the leadership discourse in a diaconal organization? The findings show how managers emphasize individuality through social values, draw on specific hospital leadership discourse when dealing with dilemmas, and connect values to core work. However, managers also focus on individualization because they adopt elements from the general discourse of leadership, where managerial work is a means of exercising one’s abilities, expressing personal ideals, and encouraging personal development. The article discusses how self-actualization in this diaconal organization emerges primarily as individuality rather than individuation as distinguished in general discourses of leadership. These two categories of self-actualization intersect in the hospital’s value-based leadership discourse.
Interest in meaningful work in organizational life is growing. This interest goes beyond the basic fact that instrumental work is financially viable and provides a living. In contrast, scientific research is concerned with how people seek meaningful work in order to achieve themselves and pursue their values. Research on work as an expression of purpose and identity is transdisciplinary and includes management and organization studies (Alvesson and Spicer 2010; Sveningsson and Alvesson 2016), psychology (Steger et al. 2012; Wrzesniewski et al. 1997), psychology of religion (Schnell and Hoof 2012 ) and occupation studies (Sirris and Byrkjeflot 2019; Wenger 1998). This article takes a dual perspective of diaconal science as well as organization and management. I explore one locus in the broader field of meaning work: executive self-actualization, commonly understood as “the flourishing of the self, the discovery of what is strongest or best in oneself so that it manifests a successful life.” the man himself. desires or possibilities’ (Gewirth 1998, p. 3).
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Horizontal organizations are relevant sites for studying the phenomenon of managers’ self-realization, because they are “particularly loyal to the goal and special carriers of values that reflect the organizational mission and self-understanding of managers” (Sirris and Byrkjeflot 2019, p. 133) . Therefore, social values appear as the main characteristics of these organizations. The empirical data for this study were obtained from a diaconal hospital in Norway. “Diakonal” comes from the Greek word diakonia, which means to serve, a term associated with great diversity and complexity (Klaasen 2020). Importantly, there is a distinction between religious organizations, churches, and the broader category of denominational organizations, including diaconal organizations. Faith-based institutions are part of a broader pattern—a reflection of the social activities and responsibilities of an affiliated religious community. All of these claim Christianity, but their expression is different. Sider and Unruh (2004) proposed a typology that identifies religious aspects of faith-based organizations. They placed such organizations on a continuum from faith-based, faith-based, faith-related, faith-based, and faith-secular. Diaconal organizations, also known as Christian NGOs, provide social or health services and advocate for social justice. The modern diaconal movement originated in Germany in the 19th century and is based on religious traditions, especially Lutheranism. Originally, diaconal organizations were associated with a particular faith or religious community and were based on religion and personal commitment. However, over time, the emphasis in organizations has shifted to “institutionally based commitments through values” (Askeland et al. 2019, p. 28). This change is indicative of a shift in the understanding of the diaconate – from the motivation and calling of an individual to a body whose values are integrated across a range of organizations widely accepted by the community and its constituents (Haugen 2018, p. 63) . Therefore, employees are not expected to profess Christianity or to be members of a church; However, they are expected to achieve organizational values. Askeland et al. (2019, p. 46) ‘such values may be ambiguous in nature and not justified by religion, as they share commonalities with values expressed in the wider context of health policy’.
Values are defined as rational goals and ideals that express necessary, intuitive priorities in practice and as expressions of moral beliefs (Aadland and Askeland 2017, p. 36). They are implemented in the interaction of the individual and the team, for example, in practices where managers promote values and maintain alignment with the organization (Askeland et al. 2019). Values can be distinguished as related and applied values according to Argyris and Schon’s (1978) conceptualization of related theories in theory and application. First, associated values represent intentions and ideals. An enterprise point is a normative point, and values come before actions. For example, core values are drivers of desired behavior and are clearly communicated. On the contrary, applied values are hidden and understood life values. They are recognized when meaning emerges retrospectively by reflecting on the action. Through the experience, participants reflect on the values expressed in the situation. Interestingly, the quoted values do not always correspond to the actual values. Although associated values can be found in words, applied values are best determined by observation.
The article aims to identify the main characteristics of leadership discourse from the perspective of managers’ self-realization. Importantly, self-expression can be divided into two categories. Individualization refers to a person’s ability to choose among options and implies freedom, personal choice, and agency. Isolation is defined as “collective organizational practices adopted to act independently” (Reedy et al. 2016, p. 1554). While individuation emphasizes autonomy independent of the collective, isolation integrates individual and collective values and identities. In organizations, isolation can be achieved through shared values and shared purpose, which distinguishes isolation from individualization. This distinction is assumed to emerge in the context of my study, as all employees in diaconal institutions are expected to contribute to the promotion of organizational values. Additionally, prioritizing individuation over isolation may indicate a potential gap in managers’ self-actualization. If these two categories are not related to each other, there may be a lack of coherence with the diaconal organization and a weak managerial identity. This article is motivated by the need to explore the interaction between these categories of self-identity and how to bridge the potential gap between individuation and individuation. The article presents an in-depth case study of this phenomenon. I believe that local leadership discourse based on religious and diaconal values contains elements of the dominant governance discourse in general.
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More specifically, I am guided by the following research question: What is the specificity of managers’ self-presentation within the leadership discourse in a diaconal organization? The article is structured as follows. I will first elaborate on the theoretical perspectives: the concept of individuation and self-actualization with categories of individuation, as well as values and leadership in diaconal organizations. Then, conducting an empirical study is explained. The results are fully discussed and analyzed before a final statement is made. This article makes three contributions. First, it provides new, empirical knowledge about the characteristics of managers’ self-actualization within the leadership discourse in a diaconal organization. It describes a values-based leadership discourse. Second, my research provides empirical illustrations of how shared values and shared personal purpose are distinct from individualization. Third, it helps bridge the potential gap between the two categories of self-actualization by analyzing how isolation and individuation intersect in value discourse. This is theorized in a model that can be applied to other organizational contexts.
Management, like the rest of life, is expected to be shaped by our thinking
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