Psychology and Freud’s Fraud – Shifting the Paradigms on Freudian Value

As part of some recreational reading and additional inquiry for educational purposes, it has come to my attention there are some significant issues with Sigmund Freud, considered the father of modern psychology.  From the cocaine use to his deplorable methods of recording observations, from the religious cultism developed around Freudian thoughts to the lack of morals and responsibility inherent in Freud’s theories, Freud appears to me as a fraud.  I firmly believe that when psychology and all the attached sciences to psychology drop Freud into the dustbin of history, the science may finally advance.  Freud used solid marketing techniques to charm and bewilder the populations into accepting his ideals; but, as detailed by Kline (1984) due to a lack of viable alternatives, Freud became the default position to treat mental illness.

Psychotherapy, or for that matter any of the sciences of psychology, is dependent upon three key principles, the theories adopted by the therapist (Corbett, 2013), the intent of the patient/customer including the desire and the knowledge of the patient (American Psychological Association, 2012), and finally the relationship between the patient and the therapist (American Psychological Association, 2012).  Thus, trying to quantify or qualify psychotherapy remains amorphous due to the variables found in the foundational knowledge of the therapist, the human variable which remains volatile (Corbett, 2013), and the patient/therapist relationship. Two people can talk and never help each other; two people can talk and one can be manipulated by the other resulting in neither receiving advancement; and two people can talk and great strides in communication can achieve greatness, all depending upon the variables mentioned.

The American Psychoanalytic Association (2017) discusses how to manipulate the patient and influence the patient’s behavior stating categorically that manipulating the patient is “not necessarily negative (American Psychoanalytic Association, 2017).”  The following statistics are prevalent in the industry Freud built:

  • 40-50% of the patients seeking psychotherapy or psychological assistance receive no help by the therapy (Lilienfeld, 2007).
  • 10% of patients who sought psychological assistance were harmed, regardless of theories and theorists employed (Lilienfeld, 2007).
  • Smith (2012) suggests as many as 1/3 of the patients choosing or using pharmacological solutions to mental illness are improperly prescribed the medication and receive harm.
  • The rates of those harmed or who receive no help from psychology/psychotherapy has remained unchanged since tracking began.

Hossain and Karim (2013) provide another major aspect for consideration in understanding the confusion in psychosexuality and dysfunctional behavior, the plasticity of words employed by researchers and theorists.  Aleshire (2016) mentions this same problem, calling the problem one of “fluidity in terminology.”  For example, communication became ambiguous when the terms sex and gender became sufficiently muddled by community redefinition.  Words have meanings, and words should not be mutated, spindled, and torn from the bedrock foundation of their definitions.  Diamond (2002) provides simple definitions and reasoning for this discussion and a careful, and thorough understanding of the terminology is critical to communication.

Kline (1984) sets the stage for understanding psychoanalysis by defining psychoanalysis as, “… essentially the invention of Freud [pg. 1],” and Kline (1984) adds that psychoanalysis refers to a theoretical system of imagining the mind, recalling memories created through experience, and replaying those memories.  Conant (1947) stated conclusively the only reason Freud has not been rejected was because there was no viable alternative to Freudian theories (Kline, 1984, pg. 5).  Thus, concluding psychoanalytical perspective is left to the imagination of someone to create; more specifically, the industry Freud built was built upon Freud’s imagination, not actual science.

As an example of Freud’s fraudulent behavior, consider the following; from reading Hothersall (2015), it appears Freud is the first to confuse gender and sex, to make sex the ultimate pleasure, and project adult understandings of sex onto innocent children.  Diamond (2002) offers several definitions to aid the uninitiated in understanding sex, gender, and the current mess we are in with our current worldwide society and claims.  Sex is determined by either having gametes or receiving the same and is biologically tied.  Gender is the choice one makes to live as one determines in a socially diverse society, and this choice might or might not be tied to the traditional roles assigned by biology.  Hence, the stages of psychosexual development from Freud (Hothersall, 2015) are nullified by agency of the individual to progress, not a biological clock moving the individual through various ambiguous stages or levels of sexual identification.

Since gender depends upon societal roles and sex upon biology, I firmly disagree with Freud as applied to gender identity issues.  First and foremost, it appears that Freud was sexually frustrated and projected his adult views of behavior onto children and then tied pleasure to sex and perverted all types of thinking where child/adult relationships occur.  Second, gender identity is the choice of the individual in a society, if the society accepts multiple gender based roles.  That society then will deal with all the imaginations of the mind where gender choice is allowed and supported by legislation and social norms.

Finally, freedom to choose does not mean freedom from consequences, which cannot be chosen.  For example, I can choose to touch something hot, but cannot choose not to be burned.  How long I hold that hot item identifies how deeply the burn will be; thus, how long the hot item is held is a choice, but I cannot escape being burned by holding something hot.  There are always consequences for the choices made.

The significance of Freud on anything depends completely upon whether one believes Freud right or wrong.  Those, who consciously consider Freud to have value, will attempt to measure the content of cognitive thoughts, considered as remembrances from the world of illusion sometimes called dreams, apply a thin veneer of conscious thinking to the illusion, and attempt to draw out meaning.  For those who consider Freud a fraud, the entire discussion remains valueless and dreams are simply brain trash, images to entertain during rest, or some other fantasy to be disregarded by the conscious mind when awake.  This is a very real distinction as it forms the bias behind the conscious and subconscious value placed upon the argument.  Delanty & Strydom (2003) consider this argument crucial enough to include it in their discussion.  Freud (1920) realized his discussion regarding dreams and dream interpretation would not be valued by all, and in presenting this statement, Freud is prescient.

If dreams are pent up subconscious emotions (Freud, 1920, Chapter 1), one might try to increase one’s emotional intelligence to provide meaning and value.  Herein, Locke (2005) provides guidance on both the value of emotional intelligence and discusses mental processes in a manner worth understanding.  If Locke (2005) is correct, discussing these images, or pent up subconscious emotions, with another person (therapist, counselor, etc.), validates the other person’s emotional intelligence becoming a contributing factor in the valuation cycle of the dream, thus opening the door for misinterpretation due to the therapists personal bias’s and desire to make money.

Columbia College (2013), offers one final aspect to the fraudulent nature of Freud, namely, the removal of morals in decision-making and the inclusion of Darwin’s Theory.  Essentially, Freud claims that the mind holds ideas from the Stone Age, past lives, and aggressive and sexual desires are inherited traits that allowed man to move from the Stone Age to the Modern Age.  Hence, sexual behavior is nothing more than taking the God-like desires to lift and edify from man through procreation, replacing them with instinctual desires of a hunter/gatherer, and saying go forth without consequences, because your behaviors are not your own, but your distant relatives; to which I cannot help but proclaim, bunk!

I find myself wondering whether Freud required psychotherapy because he lacked the ability to tolerate disagreement with his theories and felt secure in creating religious cultism with his adherents, among many other traits and attributes arousing suspicion about his sanity and ability to think coherently.  Leading to a question regarding the religious and cult-like dogma of Freud, why is he still popular in the world of psychology?  Since Freud’s theories continue to be discounted as invalid, why is Freud taught in schools or referenced as a scientific thinker?  Freud is a fraud; it is time for him to be relegated to the trash heap of history!


Aleshire, M. E. (2016). Sexual orientation, gender identity, and gender expression: What are they? The Journal for Nurse Practitioners, 12(7), 329-330. doi: 10.1016/j.nurpra.2016.03.016

American Psychoanalytic Association. (2017). Psychoanalytic Theory & Approaches. Retrieved from

American Psychological Association. (2012, August). Recognition of psychotherapy effectiveness. Retrieved from

Columbia College. (2013). Historical Context for the Writings of Sigmund Freud. Retrieved from

Corbett, L. (2013, December 17). Psychotherapy based on depth psychology is a superior approach [Video file]. Retrieved from

Delanty, G., & Strydom, P. (Eds.). (2003). Philosophies of social science: The classic and contemporary readings. Philadelphia, PA: McGraw-Hill.

Diamond, M. (2002). Sex and gender are different: Sexual identity and gender identity are different. Clinical Child Psychology and Psychiatry, 7(3), 320-334. doi:10.1177/1359104502007003031

Freud, S. (1920). Dream psychology. New York, New York: The James a McCann Company.

Hossain, D. M., & Karim, M. M. S. (2013). Postmodernism: Issues and problems. Asian Journal of Social Sciences and Humanities, 2(2), 173-181. Retrieved from

Hothersall, D. (2015). The history of clinical psychology and the development of psychoanalysis. In J. Hadley (Ed.), Psychoanalysis (pp. 2-53). New York, NY: McGraw-Hill. Available from

Kline, P. (1984).  Psychology and Freudian theory:  An introduction.  Routledge:  New Jersey.  (Kindle edition)

Lilienfeld, S. (2007). Psychological Treatments That Cause Harm. Perspectives on Psychological Science, 2(1), 53-70. Retrieved from

Locke, E. A. (2005). Why emotional intelligence is an invalid concept. Journal of Organizational Behavior, 26, 425-431. doi: 10.1002/job.318

Smith, B. L. (2012). Inappropriate prescribing. Monitor on Psychology, 43(6), 36. Retrieved from

© 2017 M. Dave Salisbury

All Rights Reserved


SMART Training –Shifting the Paradigm on Corporate Training

GearsCorporate training continues to be a difficult topic to describe, mainly because everyone seems to “know” what training is, but cannot understand what it is not, even when receiving inferior corporate training. As an adult educator, schooled and experienced in corporate training, let’s discuss corporate training, the principles, the need, and the student.

One aspect of organizational development needs to be considered at the outset, the difference between active and reflective listening. In active listening, the person not currently speaking pays attention to content and intent, engages in emotional meaning, focuses on removing barriers, and remains non-judgmental and empathetic. In reflective listening, the speaker and the listener take active listening and employ two-directional messaging to ensure mutual understanding. The central aim in reflective listening will always be the desire to achieve mutual understanding in communication.

The importance of understanding listening in training remains the utmost concern as the process of engaged, reflective listening producing the environment for the most potential positive training results. The needed 360-degree or two-directional communication to safely and more efficiently operate is critical in training and necessary in communication. Trainers must be able to gather anecdotal evidence and hard data to check for validity and veracity in training operations. Without a quality control mechanism that includes open and honest feedback, the trainer is operating in a vacuum and wasting corporate resources.

The majority of adult educators in the US today, and possibly much of the world, have become convinced of several untruths because the colleges teaching adult education seem fixated on teaching misleading concepts that ultimately do more harm than good. For example, ADDIE, as a methodology tool used to govern training, is useless without a quality control and a return and report function, both of which must be added to the basic ADDIE model; thus changing the design and interposing more personal opinion and bias into what became, with the addition of quality control and two-directional communication, an untested model. Colleges continue to press the ADDIE methodology as the only proper method for instructing adults, without changing or testing the basic ADDIE model. Other untruths include Maslow’s “Hierarchy of Needs,” which has been researched and found not entirely accurate, nor does it explain the natural needs and the current model of the world; thus, remaining just Maslow’s opinion.

By teaching untruths to the soon-to-be-adult educators, the adult educators go forth professionally to train other adults, using the same untruths. Thus fulfilling the axiom of GIGO, programmer’s aphorism meaning, “Garbage In results in Garbage Out.” Hence, the untruths are disseminated into future classrooms, and the company and the adult students lack proper training, resources are wasted, and the potential in training is lost.

Putting the value of training in dollars and cents is difficult, but the following will give an idea of the problem. Two kinds of money govern business, blue and green. Blue money is all about the potentblue-moneyial for good or ill to the bottom line of an action, process, tool, employee, etc. Green money is cold, hard, cash, and the food of bottom line health. What is the potential of cross-training employees? If done properly, incalculable positive results and consequences are forthcoming. If done incorrectly, immeasurable adverse effects and consequences will abound. Leading to a stunning observation; if enough blue money is burned, green money evaporates, and the business leaders have no idea how or why the bottom line is vanishing, and market share is shrinking. Since training is all about increasing an employee’s potential and runs the risk of the employee leaving the company, the potential costs and benefits remain difficult to quantify in dollars and cents.

As a newly hired operations manager, I made three expensive presumptions: 1. All the production employees were cross-trained. 2. The machine maintenance had been done properly, and the production machines were in top order. 3. The production employees knew the jobs they were being paid to accomplish. The presumptions cost a lot of blue and green money until rectified, which cost the plant valuable production time, temporary staff increased costs, and the need to perform the production floor manager’s position as well as the operations manager’s role until these three presumptions were corrected. Total cost from my hire date until resolved, 3-months of 50-hour weeks, and more than triple my annual salary in green money. With the total savings from higher potential after addressing the deficiencies, the annual salary of every employee in the plant multiplied by five.

Leading to how to increase potential, decrease blue money evaporation, and develop SMART Training, I have found the following ideas helpful to consider in creating hybrid solutions:

  1. Quantify and Qualify blue money loss. This sounds technical but is quite easy to implement.   I suggest the following principles for review and application:
    1. Respect those around you as potential superstars. Respecting includes employees or customers, vendors or shareholders, deemed less useful. Respect first, last, and always. People will always rise to the level of respect shown.
    2. Change your perception. How valuable or costly is a hammer when directly proportionate to the amount of training in the hands of the operator? If you, as the business leader, are not willing to change how you see the hammer, then it will be impossible to see the worker differently.
    3. Focus on people. Processes are how work is accomplished. Products and services support the company, but the people remain the variable requiring attention. Get out of the office, get onto the production floor, interact, ask questions, and know people.
    4. Freedom to act is a blue money saving principle. If the actions taken by individuals are rigidly controlled, the customer is not served, the problems multiply, and the result is wasted potential. Remember, for every dollar in potential money spent, five dollars in cash evaporates.
  2. Believe in cross training. It is said that Soldiers, Sailors, Airmen, and Marines love to train. They might grumble, moan, and complain, but the training helps lift the morale, empowers the individual, and enhances the individual self-image and self-worth. The same is true in business and every other human endeavor; embrace a love for training.
  3. In accordance with item two above, make sure that the training is valuable and SMART. Relevant training is a knowledge object that can be used immediately, often, and is easily recognized by other employees as something to aspire to obtain.
    1. SMART training is specific; if the employee is to be a cashier, do not include forklift training with cashier training.
    2. Measurable, can the employee feel they learned a job-ready skill. Attainable training is training that can be achieved. For example, not everyone needs to be a nuclear physicist to perform well in customer interactions. Scale the training to meet the tasks at hand. Yes, training should be tough, but attainable.
    3. Realistic training is directly applicable to daily tasks, not trying to cover 20-years of hypothetical nuance, but realistic to daily production goals.
    4. Timely training means to train the employee to the job standard, as it is designed currently, not 5-10 months down the road.
  4. Training has a shelf life; thus training must adapt and change as the business changes. Allow training to live and die as needed to meet the business needs. This also requires cognizant and purposeful planning for strategic and tactical goal realization. Nothing is worse than receiving training in a classroom, then needing to receive different training on the floor because the trainers do not know current operations.
  5. Organizational design. This topic seems peculiar to mention in an article regarding training, but please note, many times, the disconnect between training and operations is not the training or operations, but how the organization is designed. An example, during a project recently concluded, I saw this principle first hand; a common theme on the production floor was a feeling of disconnect between higher levels, e.g. director level and up leadership and senior manager level direction and down. Because of the perceived disconnect, e.g. front-line employees thinking and feeling the higher level leaders are not interested and engaged, and the real disconnect, e.g. the leaders changing methods of work without understanding the processes, procedures, and technology in the work performed, many problems on the floor were never discussed and resolved, simply Band-Aid solutions applied with the hope the core problem goes away, while complaining that the leaders did not have a clue. Use the following to improve organizational design concerns:
    1. Problems in organizational design are easy to spot and discern during process reviews; this is a valuable time; use it well. Thus, never let a process age beyond 18-months and always ensure each process has a single individual responsible for the shelf life of the process.
    2. Use the quarterly, semi-annual, and annual employee events to listen to employees, talk with staff, and take these thoughts back to strategic and tactical planning meetings to direct resources to qualify and quantify the comments from employees, then act promptly, and keep the employees in the communication loop.
    3. Stop the Band-Aid solutions. If the problem needs a Band-Aid, the problem is bad enough to invest actual time and resources in fixing properly. Communicate using reflective listening to achieve two-directional communication with mutual
  6. The student in corporate training can be the customer, a shareholder, a vendor, another employee, etc. Training should be an ongoing topic looked forward to as an enabling event. Want to quickly see if the training is SMART? Listen to the comments made by employees when annual compliance training is announced. If there remains a monumental lack of enthusiasm, training is not SMART, not valuable, and blue money fire pits are raging, burning potential directly and green money by remote. Hence, the following tips should help in understanding the student more completely:
    1. Regardless of mode, make sure the student is known before training occurs. Knowing the student ensures the proper language is employed in offering training, and the trainer and the student can relate to each other and the topic under discussion.
    2. Know what the student expects to receive from the training and then adapt the training to meet the expectation. Even if the student does not know what they desire in post training, allow the student to vocalize and establish expectations.
    3. Confidence in training comes from trainers knowing who they are and what they offer. If teachers are not confident, students will never be confident and will have been taught how not to be confident in acting upon the training principles.
    4. “Enthusiasm,” per Henry Chester, “is the greatest asset in the world. Enthusiasm “beats money, power, and influence.” Enthusiasm is sourced in confidence and trust. Faith in the topic is acquired by being trained and trusting in the application and organizational design to support the issue being taught. Enthusiasm is easily taught; teach by example and others will follow!

Employ voice-of-the-customer (VoC) surveys more completely. Make a team of highly professional, and soon to be promoted to team leader, employees and have them administer the VoC program. Employ the VoC as a tool to improve the business processes, procedures, and organizational design. Possessing inputs for training topics, directing customer interaction resources for marketing, and understanding the role of potential (blue money) inherent in the business products and services, as well as the employees delivering on the company promise for customer interaction, improves the business processes, procedures, and organizational design. By employing seasoned employees, the VoC becomes an organizational tool worthy of the customer and the cost of collecting the customer’s input.

There remains a great need in business for SMART training, which includes realizing the potential in people and processes to influence for good or ill. Tooblue-money-burning-2 often the problem in lost bottom-line or dropping market share is not found in green money costs but in blue money waste. When costs need cutting, always look first for lost potential and save the potential first. If the potential waste is not stopped first, the blue money will continue to burn and will morph into different budget areas because the potential lost is a raging forest fire untended and burning green money.

© 2017 M. Dave Salisbury
All Rights Reserved
Copyright for images used is retained by the original creator and used under fair use.

Customer Service Leadership through Religious Realism

Authors Note:  This analysis was a concluding project during my doctoral degree on customer relations management.  I post it here as the sentiment contained tracks with a desperately needed shift in the conversation between internal customers to facilitate an improved external customer support system.

For this analysis, a customer is defined as both an internal (fellow employee) and external (a person or organization paying money for your product/service) entity desiring a product or service. Gitomer (1998, 2005, and 2008), Greenberg (2002) and KASET (1988) all provide more detailed distinctions regarding customer classes, service needed, and methods for providing the euphemistic term “customer service.” When discussing customer service Avolio & Yammarino’s ‘Full Range Leadership Theory’ (2002) including the need for strong moral character as found in religious belief and the combination of the philosophies of Realism and Positivism, are employed to help define why multiple principles are required to fully influence the customer interaction while attempting to provide service.

Religious realism is based upon the following philosophies, positivism and realism, with religion as an overlaying guiding measurement mechanism. Positivism is the field of philosophy that deals with obtaining knowledge through logic, mathematics, and human sensory input. For example, an item is understood as hot due to a source of heat transference and the heat is felt through sensory input and understood employing prior experience. Epistemic knowledge is created through experience and through genetic knowledge transference (Hoerr, 2007). For example a parent passes on the knowledge of hot and burn to a child who forever knows the difference between hot and cold. Peale (1992) is called upon in conjunction with Allen (1902) to broaden the positivist philosophy by adding the control of human interaction, the individual’s thoughts, feelings, bias, attitude, and personality. Allen (1902) is especially important for the consideration that thoughts predict outcomes.

Realism deals with that which can be understood but not seen. For example, gravity is real as a principle of science, but seeing gravity can only be understood through the attraction of an object to another, not seen as a power. Consider the item falling from a height, we understand the attraction of the item falling as the gravitational pull upon the object, but cannot see gravity. Hoerr (2007) adds to the body of insight regarding the genesis of knowledge and the genetic nature of learning. While many of Hoerr’s (2007) conclusions are not personally acceptable, Hoerr (2007) does identify many points in both religious leadership and knowledge creation, not fully explained or identified in postmodern thinking supported in Delanty & Strydom (2003).

Religion is used as an overlaying guide Von Braun explains this need succinctly in Miller & Fugal, (2000) [p 35], not to control the principles, but to fully understand the need for human behavior as choice and consequence cycle and the drive to become more than a club wielding species locked in mortal combat with elements, other men/women, and man himself. Religion is the impetus for many of man’s achievements, philosophies, and tenants of thought and action, this is inferred from a discussion by Newton as related by Miller & Fugal (2000) [p 70]. While not a researcher in the traditional sense, as an observer and author, not many come better; Carnegie (1936) and Allen (1902) are employed, as their collective observations regarding positivism, realism, religion, and the influence of thought upon the human interaction remain timeless. Muir (1902) and Frankl (1992) provide the religious overlay, non-denominational, but universal. Muir (1902) focuses upon specific guiding principles fundamental to man, when applied, could be termed religious. Frankl (1992) is employed as the sole purpose for man to strive is explained and examined in detail, again, in a non-denominational environment.

A review of traditional researchers performing work specific to religious leadership in customer service environments is identified encompassing the positivism, realism, and religion inherent in modern leadership. The works of Alon & Chase (2005), Pandey, Gupta, & Arora (2008), and Soltani & Joneghani (2012) are referenced extensively as their combined research provides the fundamental proof of religious leadership being dynamic in organizations, especially in customer interactions. The main theme running through all of these researchers is that no specific religious flavor stands supreme; but that strong religious morals are paramount to the leadership qualities identified by Hamlin & Sawyer (2007) and the customer service proficiencies identified by KASET International (1988). The ideals of strong morals, strong character, and defined positions of ethics, honesty, and specific limits are shown as attractive to customers. Steyrer, employed in Avolio & Yammarino (2002), emphatically outlines the research on character traits, stigma’s, charisma, and many other personality traits distinguished in individual people. Several times, Alon & Chase (2005), Pandey, Gupta, & Arora (2008), Soltani & Joneghani (2012) create the distinction, that while not needed for success, these character traits add depth and satisfaction to success. This is important, as many organizations do not employ religious leadership, realism, or positivism. Yet these organizations are successful or only successful for a short time. The answer as to why religious leadership is important and provides more satisfying success is found in the difference between leadership and management.

Leadership vs. Management

            Hamlin & Sawyer (2007) make the case perfectly clear that leaders are not managers and managers never lead. This theme is fundamental to the remaining analysis for several reasons; namely, leadership in customer service requires on the spot action, decision-making, and accountability, all anathema to managers (Avolio & Yammarino, 2002, p 25). Goldratt & Cox (2004), Gitomer (1998), and KASET International (1988) all espouse similar philosophies in caring for customers. More importantly, Greenberg (2002) discusses opportunity management in relation to customer centered focus which provides the guidance needed to develop people, train people, and improve service, which is the end goal of Goldratt & Cox (2004), Gitomer (1998), and KASET International (1988). The requirement to develop people, train people, thus improving customer service is a key trait in leadership missing in managers, Antonakis & House make this abundantly clear (Avolio & Yammarino, 2002, p 3-33).

While a multitude of factors persist in separating leadership and management, the other factor prevalent in religious based customer service leadership is found through agency theory; the principle is freedom to choose, coupled to accountability for the choice and consequence (Ekanayake, n.d.). Managers employ we, us, team, as deflectors to accountability or to soften consequences for ill, but employ I, me, and mine, when the consequences are perceived as favorable. Leaders are the exact opposite in their speech patterns, accepting accountability for negative consequences but deflecting praise for positive consequences. This phenomenon is documented in many places namely, Allen (1994), Brady & Woodward (2008), Maxwell (2003), and Wren (1995). Goldratt & Cox (2004) do a tremendous job documenting the changes as they occurred in a business with a charismatic leader and the managers who must make “bricks without straw (Exodus, 5:16-18).” The changes that occurred parallel the principles established by Greenberg (2002) and Hamlin & Sawyer (2007). More important is the behavior patterns of charismatic leaders, grounded in religious foundations, produce the organizational patterns discussed by Kreitner & Kinicki (2004), Lundin, Paul, & Christensen (1996). Dumdum, Lowe, and Avolio, quoted in Avolio and Yammarino (2002), increase the research in leadership character traits providing correlational evidence between effectiveness and satisfaction [p 35]. Dumdum, Lowe, and Avolio, from Avolio and Yammarino (2002) [p 53], outlined how “charisma,” “idealized influence,” “inspirational motivation,” and “intellectual stimulation” from leaders outweigh and influence both internal and external customers from a transformational leader. While transactional leadership is effective, the carrot or reward is always a problem in transactional leadership and is not as effective in training people, developing people, or influencing people. Managers often employ the transactional theory of leadership while never striving for the transformational aspects, which are more affective. The research is clear, leadership and management are totally separate principles, and leadership through religious principles is the better option for transforming organizations and the people associated with those organizations.

Spiritual leadership encompasses, the best of human striving, harnessing the power of individual effort and the power of positive thinking. This power to strive is derived from strong morals, developed over time and experience. Some of the experience has been learned genetically (Hoerr, 2007) and cannot be discounted simply because it sits in opposition to the philosophical theories of postmodernism. Soltani & Joneghani (2012) discuss these principles through expanded research coming to similar conclusions about the need for and use of strong morals in leadership and success. This does not mean that those without strong morals cannot succeed, but that the success of those with strong morals appears to last longer and possess a far greater reach and impact. Pandey, Gupta, & Arora (2008) researched the power of religious leadership/management in the corporate culture of an organization and the positive influence this religious culture has upon customer service. Again, this does not make a claim that those without religious leadership cannot be successful; but the research is clear that possessing the strong morals of a religion advances success and improves the customer experience. Religious leadership, corporate culture, and customer receptiveness to strong morals is mentioned due to the need for not losing oneself in corporate cultures. Those employees possessing strong moral character need not lose themselves making Carnegie (1936), Muir (1928) and Peale (1992) more applicable to the separation between manager and leader and the need for knowing oneself more abundantly clear. Kreitner & Kinicki (2004) allude to the same organizational principles discussed by the researchers Alon & Chase (2005) along with Pandey, Gupta, & Arora (2008). The organizational matrix needs strong moral character, epitomized through religious leadership, not management, is clear as detailed by Maxwell (2003).

Goldratt & Cox (2004) do a tremendous job documenting the changes as they occurred in a business with a charismatic leader and the managers who must make “bricks without straw (Exodus, 5:16-18).” The changes which occurred parallel the principles established by Greenberg (2002) & Hamlin & Sawyer (2007). More important is the behavior patterns of charismatic leaders, grounded in religious foundations, produce the organizational patterns discussed by Kreitner & Kinicki (2004) and Lundin, Paul, & Christensen (1996). Dauten (2003) provides impetus for leadership shifts, organizational change, and perspective on how to avoid some of the problems in making the change. Dauten (2003) adds another single variable into the volatile mix of change and leadership over management, a positive attitude as defined and described by Peale (1992). Dauten (2003) and Peale (1992) both emphatically state that without a positive attitude, as reflected through the actions of smiling, the charisma described in Avolio & Yammarino (2002) cannot be properly identified by those being led. Development Dimensions Intl. (2008) spells out retention efforts during change; yet the more telling research document lies in Frankl’s (1992) dissertation for delivering a product or service, changing the organization, all while retaining employees. Tribus (2008) specifically discusses how to change; namely, by being the change you desire to see in others. All of these authors are justified in the research conducted by Alon & Chase (2005), Pandey, Gupta, & Arora (2008), Soltani & Joneghani (2012). The principles of selling, customer leadership, product development, employee retention, and etc. all are developed more satisfactorily and improved through organizations with strong morals through religious leadership. Religious leadership is formed as a paradigm of action and detailed by Kuhn (1996) and Allen (1902). Kuhn (1996) outlines how paradigms are chosen, built, and become cultures in an organization. Allen (1994) introduces the simplicity behind realism and foundational knowledge, lifting, edifying, and providing methods for improving organizations. The keys here are simplicity that Muir (1928) expounds upon. Eden & Sulimani discussed in Avolio & Yammarino (2002) [p 287-308] expound upon the principle of self-fulfilling prophecy (SFP), Allen (1902) would describe this as thoughts becoming actions, predicting results. Regardless, self-fulfilling prophecy (SFP) also referred to as the “Pygmalion Paradigm” “works” (Avolio & Yammarino, 2002, p 288). The realization that expecting more from people, providing the training to achieve the higher standard, and raising the bar, is absolutely effective. This principle is universal in application. Changing how a person thinks, improves performance; expecting more from people, improves productivity measures; leadership, transformational leadership, founded upon strong moral codes and ethical actions, “works” (Avolio & Yammarino, 2002).

Religious Philosophy vs. Postmodernist Philosophy

Delanty & Strydom (2003) pitch post modernist thinking as the new reality and reject the fundamental principles described herein. Post modernist philosophy represented by Delanty & Strydom (2003) strives hard to cast out realism, redefining realism in new terms rejecting the foundation upon which the theory was built (p 442-447; 456-467). Habermas, quoted in Delanty & Strydom (2003), dictates that realism cannot be considered unless it is perpetually washed and filtered through new interpretations. This would be akin to learning about a hot stove by touching it and then re-experiencing the hot stove through burning other parts of the body, just to make sure we understand heat. The religious philosophy discussed herein would simply allow for learning that the stove is hot and looking for the signs of heat through sensory options to protect the individual from future burns or harm. While this analogy is simple, the concepts are easily understood. Postmodern thinking would have the individual continually suffer through new learning experiences in an attempt to understand heat. While the foundations of knowledge are more than acceptable to simply keep the individual from further harm through realistic endeavors and understanding. Bhaskar, Collins, and Habermas, again as displayed in Delanty & Strydom (2003) individually, would argue that the analogy about heat is too simplistic, not transcendental, and not ontologically expressive enough. Yet, Muir (1928) would argue that simplistic is best and more than sufficient to pass understanding from the author to the audience. This same philosophy would carry over into customer service and religious leadership. It is important to note, postmodern thinking will change language, attempt to re-define words, create new words and phrases, all in an attempt to overpower the thinking and thought of the audience. But the foundational principles of realism, strong morals, and leadership as a principle of living always shine through using simplicity.


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