Satinder Dhiman serves as Associate Dean, Chair, and Director of the MBA Program and Professor of Management at Woodbury University's School of Business (USA). He is the founder and Director of Forever Fulfilled, a Los Angeles-based Wellbeing Consultancy, which focuses on workplace wellness and self-leadership. Professor Dhiman teaches courses pertaining to ethical leadership, sustainability, organizational behavior & strategy, and spirituality in the workplace in the MBA program. He published in multiple national and international academic journals and authored, edited and translated over 25 titles. He has completed advanced Executive Leadership programs at Harvard, Stanford, and Wharton.

Joan Marques serves as Dean and Professor of Management at Woodbury University's School of Business (USA). Her teaching focuses on leadership, ethics, and organizational behavior, and her research interests pertain to the same areas with specific focus on workplace spirituality and leadership awareness. She has been widely published in prestigious scholarly international journals and  has authored, co-authored, and co-edited more than 20 books on management and leadership topics. Professor Marques is a co-founder and editor-in-chief of three scholarly journals: The Business Renaissance Quarterly, Journal of Global Business Issues, and Interbeing, Journal of Personal and Professional Mastery. She has presented a weekly radio program titled 'De Andere Kant' (The Other Side) on Mart Radio, Amsterdam, The Netherlands, for the past 15 years, and has been a long-time columnist for De Ware Tijd (The True Times), one of the largest newspapers in Paramaribo, Suriname.

1;Preface;6 2;Contents;8 3;About the Editors;10 4;About the Contributing Authors;15 5;1: Anatomy of Positive Leadership: Authentic, Principled and Service Oriented;26 5.1;Introduction;27 5.2;Leadership Research in the Twentieth Century;27 5.3;Spiritual Leadership: Theory and Practice;28 5.4;Authentic Leadership;30 5.5;Servant Leadership;32 5.5.1;Gandhi: An Exemplar of Authentic and Servant Leadership;34 5.5.2;The Buddha and a Homeless Man;34 5.6;Humility: The Touchstone of Positive Leadership;36 5.6.1;Humility, Learning, and Leading from the Behind!;37 5.6.2;The Art of Humility: Thinking of Yourself, Less!;38 5.6.3;No Humility: Only Different Shades of Pride?!;38 5.6.4;Humility the Heart of Learning and Leadership?;40 5.7;Gandhi: On Humility as a Key Leadership Virtue!;40 5.8;Concluding Thoughts;42 6;2: Awakened Leaders and Conscious Followers: Leading Mindful Change;44 6.1;Introduction;45 6.2;Awakened Leadership;45 6.3;Conscious Followers;47 6.4;Mindful Change;50 6.5;Featured Case in Point: Geoffrey Canada;52 6.6;References;56 7;3: Servant Leadership and Change: A Review of the Literature;58 7.1;Introduction;59 7.2;Servant Leadership and Change;59 7.3;Servant Leadership's Religious Roots;60 7.4;Methodology;60 7.5;Conceptual Framework: Servant Leadership and Change;61 7.6;Servant Leader's Change Management Skills;64 7.7;Servant Leader's Trust-Building Behaviors;67 7.8;Foundational Servant Follower Behaviors and Attributes;70 7.9;Change Foundational Constituent Elements, Foundational Affective States, and Employee Well Being and Trust;70 7.9.1;Employee Change Dependent Variables;74 7.10;Conclusion and Future Research Recommendations;75 7.11;Appendix;81 7.12;References;82 8;4: Servant Leadership as a Pathway to a Sustainable Future;90 8.1;Introduction;91 8.2;Sustainability;91 8.3;Leadership for Sustainability;93 8.4;Servant Leadership;94 8.5;Potential Leadership Styles for Sustainability;96 8.6;Servant Leadership for Sustainability Leadership;98 8.7;Discussion;100 8.8;Examples of Sustainability Servant Leaders;102 8.9;Conclusion;103 8.10;References;105 9;5: Overcoming the Blind Spot of Positive Leadership: Authenticity Amidst Change;108 9.1;Introduction;108 9.2;History of Positive Leadership, Strengths Theory, and Positive Organizational Behavior;109 9.2.1;Positive Leadership and Positive Psychology;109 9.2.2;Strengths Theory;110 9.2.3;Positive Organizational Behavior;110 9.3;Blind Spot of Positive Leadership;111 9.3.1;Biased Labeling of Positivity and Negativity in Relation to Change;111 9.3.2;Failure to Recognize the Unity of Positive and Negative;115 9.4;Coping Mechanism: Authenticity Amidst Change;116 9.4.1;Two Stories;119 9.4.1.1;The "Penguin" Story;119 9.4.1.2;The "Old Man Lost His Horse" Story;119 9.4.2;The Hegel's Approach in the Western Tradition;121 9.4.3;The "Yin-Yang Transformation" Approach in the Eastern Tradition;121 9.5;Conclusion;123 9.6;References;125 10;6: Organizational Spiritual Maturity: A Goal of Positive Leaders and Direction for Change;127 10.1;Introduction;128 10.2;Organizational Spiritual Maturity (OSM);129 10.3;Definition;130 10.4;Qualities of Spiritually Mature Organizations;131 10.5;Love;132 10.6;Wisdom;133 10.7;Integrity;135 10.8;Purpose for the Common Good;136 10.9;Continual Evolution;137 10.10;Spiritually Mature Leadership and Management Approaches;138 10.11;Distinguishing Spiritually Mature Leaders, Positive Leaders, and Spiritual Leaders;140 10.12;Discussion;141 10.13;Conclusion;143 10.14;References;144 11;7: Building Relational Bridges: The Inclusive Spirit of Servant-Leadership;150 11.1;Introduction;151 11.2;Who Is Robert K. Greenleaf?;152 11.3;The Servant as Leader Idea;152 11.4;What Is Servant-Leadership?;153 11.5;Characteristics of the Servant-Leader;153 11.6;The Universal Resonance of Servant-Leadership with Various Wisdom Traditions;156 11.7;Homeboy Industries: A Servant-Led Case Study of Inclusion and Kinship;158 11.8;Putting Your Arms Around People at the Penske Corporation;160 11.9;Co