How the spiritual programme of Alcoholics Anonymous m

507 Pages·2013·4.21 MB·English

Running Head: GMCs & 12 Steps

Are there 12 steps to better management?
How the spiritual programme of Alcoholics Anonymous may influence management
performance evaluated through general management competencies.

A THESIS
SUBMITTED TO THE SCHOOL OF NATURAL & SOCIAL SCIENCES
OF UNIVERSITY OF GLOUCESTERSHIRE
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF
DOCTOR OF PHILOSOPHY

Thomas Benedict Eccles
October 2013
ii GMCs & 12 Steps

ABSTRACT
The 12 Step programme of Alcoholics Anonymous (AA, 2001) is a set of principles that
provides a way of life for those that follow it and is based upon a ‘spiritual awakening’ (AA,
2001 pp59-60). The thesis is the first to examine how managers who follow this spiritual
programme apply it in their organisational role through general management competencies
(New, 1996). This mixed method, phenomenology-led research is placed within a social
constructionist setting. A comprehensive and wide ranging literature review was conducted.
The data was generated using Interpretative Phenomenological Analysis (Smith, 1996), the
Integrated Spiritual Intelligence Scale (Amram and Dyer, 2007) and Workplace Observation
(Lucia and Lepsinger, 1999). The findings explain psychological antecedents, mechanisms
and pathways that inform the sample of AA managers in their work role. The discussion
identifies relationships with existing efficacious management styles and concepts. Areas of
heuristic value for future research are identified. These areas include exploring the 12 Steps
specifically as antecedents to emotional intelligence (Payne, 1985) and strengthening the
statistical validity of instruments to measure humility and honesty in context of spirituality.
Limitations of this research are also identified and discussed and important reservations about
the concept and constructs of spiritual intelligence (Zohar, 1997) are raised. In conclusion,
the 12 Step spiritual programme was found to be the primary influence in how the sample
conduct their organisational management function. The research calls for human resource
processes to re-consider how those who have adopted successful recovery techniques to
overcome personal crises such as dependency issues are viewed and argues that they should
be more highly valued by organisations as such experiences help develop management
competencies.

Key Words: Alcoholics Anonymous, management competencies, spiritual intelligence,
business psychology, humble management, spirituality at work.

Thomas B. Eccles
GMCs & 12 Steps iii

I declare that the work in this thesis was carried out in accordance with the regulations of the
University of Gloucestershire and is original except where indicated by specific reference in
the text. No part of the thesis has been submitted as part of any other academic award. The
thesis has not been presented to any other education institution in the United Kingdom or
overseas. Any views expressed in the thesis are those of the author and in no way represent
those of the University.

Signed……………………………………………..Date……………………………….

Thomas B. Eccles
iv GMCs & 12 Steps

ACKNOWLEDGMENTS
I would like to acknowledge the following, without whom this research would not have been
possible: thanks to my supervisors, Dr David Biggs for his constant availability and vital
pragmatism and Dr. Margarete Parrish for her humour and attention to detail. Thanks to
University of Gloucestershire research degree staff for their support, advice and appropriate
challenges – Dr Ros Jennings, Dr John Hockey, Dr Sharon Brookshaw, Helen Wright and the
many researchers who offered guidance. Thanks to Dr John Barry for coaching me. Making
up for my limited word-processing skills, thanks to my kind work colleagues, Jemma
Elizabeth Baker and Andrew Spackman for their trouble-shooting. Finally, I am very grateful
for the patience of my wife, Charlotte, and my son, Gabriel, during this research process.

Thomas B. Eccles
GMCs & 12 Steps v

CHAPTER 1 INTRODUCTION
1.1. INTRODUCTION 1
1.1.1. Overview of research 1
1.1.2. Context of research 3
1.1.3. Research parameters 5
1.1.4. The findings 8
1.1.5. Assumptions and limitations of the thesis 8
1.1.6. The structure of the thesis 9
1.1.7. Reflexive statement 11

CHAPTER 2 LITERATURE REVIEW
2.1. ORIGINS OF AA’S 12 STEP PROGRAMME 12
2.1.1 Bill Wilson’s story 12
2.1.2 William James - The father of modern psychology 15
2.1.3. The Oxford Group - laying the foundations of the 12 Steps 17
2.1.4. Spiritual practices and principles of the 12 Steps 18
2.1.5. Links to St Ignatius Loyola 19
2.1.6. Central philosophies of AA 20
2.1.7. The 12 Step programme of recovery 23
2.1.8. Historical context of AA 25
2.1.9. The efficacy of the 12 Steps 26
2.1.9.1. How do the 12 Steps enable recovery? 27
2.1.9.2. Research into the 12 Steps 30
2.1.9.3. Spirituality and its relevance to recovery from alcoholism 36
2.1.9.4. The quest for empirical research on spirituality in recovery 37
2.1.9.5. Further analysis of causal mechanisms and AA 42
2.1.10. Summary on the literature about the origins of 12 Step programme
and its efficacy 43

2.2. SPIRITUAL INTELLIGENCE (SI) 45
2.2.1. The concept of intelligence 45
2.2.1.1. Broader theories of intelligence 45
2.2.1.2. Contemporary approaches to intelligence 48
2.2.1.3. Known unknowns - questions about intelligence 52

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vi GMCs & 12 Steps

2.2.2. Spiritual intelligence (SI) 53
2.2.2.1. Spirituality and religion: epistemological and ontological 54
differences
2.2.2.2. Models of spiritual intelligence 58
2.2.2.3. Does SI qualify as an independent intelligence? 63
2.2.2.4. Is SI a weak psychological construct or a psychological 79
construct in development?
2.2.2.5. Summary of the literature on SI 81

2.3. SPIRITUALITY AT WORK 83
2.3.1. Introduction to spirituality at work 83
2.3.2. Definitions relating to spirituality at work 84
2.3.3. Spirituality at work – different levels of application 85
2.3.4. Relationship of spirituality at work with religion 86
2.3.5. Research into spirituality at work 88
2.3.6. Outcomes associated with spirituality at work 90
2.3.7. Spirituality at work in the context of organisational trends 92
2.3.8. Spirituality, leadership and management 95
2.3.8.1. Research into spiritual leadership 97
2.3.8.2. Measurement of spiritual leadership 98
2.3.9. Spirituality at work and the triple bottom line 99
2.3.10. Summary of the literature on spirituality at work 102

2.4. GENERAL MANAGEMENT COMPETENCIES (GMCs) 104
2.4.1. The development of the concept of competencies 104
2.4.2. Competency descriptors 106
2.4.3. The application of competencies 109
2.4.3.1. Competency structures, frameworks and models 109
2.4.3.2. Generic competency models 111
2.4.3.3. New’s 3 tier competency theory and model 113
2.4.3.4. Leadership and management – 117
a confusion of competencies
2.4.4. Management competencies and organisational performance 120
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GMCs & 12 Steps vii

2.4.5. Developing management competencies 122
2.4.6. Management and leadership competencies within context of 125
organisational movements
2.4.7. Summary of the literature on GMCs 126

2.5. RESEARCH OBJECTIVES AND QUESTIONS 128

CHAPTER 3 EPISTEMOLOGY, ONTOLOGY AND METHODOLOGY
3.1. IN SEARCH OF A PHILOSOPHY 129

3.2. METHODOLOGY 137

3.3. CHOSEN RESEARCH METHODS 138
3.3.1. Qualitative method 1 Interpretive Phenomenological Analysis 138
3.3.2. Qualitative method 2 Workplace Observation 141
3.3.3. Quantitative method 3 ISIS psychometric questionnaire 143
3.3.4. Summary of methodology 145
3.3.5. Ethical overview 146

3.4. METHODS AND SAMPLES 149
3.4.1. Method 1 Qualitative IPA 149
3.4.1.1. Population of sample 149
3.4.1.2. Process 150
3.4.1.3. Confidentiality 150
3.4.1.4. Initial briefing 150
3.4.1.5. Consent 150
3.4.1.6. Interview structure 151
3.4.1.7. Coding and referencing system 152
3.4.2. Method 2 Qualitative Workplace Observation 153
3.4.2.1. Population of sample 153
3.4.2.2. Interview technique 153
3.4.2.3. Process 154
3.4.2.4. Confidentiality 154
3.4.2.5. Initial briefing 155

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viii GMCs & 12 Steps

3.4.2.6. Consent 155
3.4.2.7. Structure 155
3.4.2.8. The observation 156
3.4.2.9. Referencing system 156
3.4.3. Method 3 Quantative ISIS questionnaire 157
3.4.3.1. Population of sample 157
3.4.3.2. Selection 157
3.4.3.3. Confidentiality 158
3.4.3.4. The comparison norms 159
3.4.3.5. Hypotheses 160

3.5. POSSIBLE LIMITATIONS OF THE STUDY 162
3.5.1. Epistemological approach 162
3.5.2. Assumptions about the sample 166
3.5.3. Assumed differences of the sample from other managers 166
3.5.4. Restrictions of the sample 167
3.5.5. Limitations of the methods 168
3.5.5.1. Limitations of method 1 qualitative IPA 168
3.5.5.2. Limitations of method 2 qualitative Workplace Observation 169
3.5.5.3. Limitations of method 3 quantitative ISIS questionnaire 169
3.5.6. Summary of research design 170

CHAPTER 4 FINDINGS & RESULTS
4.1. METHOD 1 QUALITATIVE IPA 172
4.1.1. Findings 172
4.1.1.1. Interpreting the IPA data 172
4.1.1.2. 12 Step related phenomena 172
4.1.1.3. Identification of 12 Step related clusters 181
4.1.1.4. Identification of non 12 Step phenomena & clusters 187
4.1.1.5. Application of New’s GMC framework 190
4.1.1.6. Influence of 12 Steps on the AA participant managers at work 198

4. 2. METHOD 2 WORKPLACE OBSERVATION 200
4.2.1. Findings 200
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GMCs & 12 Steps ix

4.2.1.1. Observed general management competencies 200
4.2.1.2. 12 Step utilisation in the managerial role 203

4.3. METHOD 3 QUANTITATIVE ISIS QUESTIONNAIRE 211
4.3.1. Data analysis process 211
4.3.2. Cleaning the data 211
4.3.3. Findings 211
4.3.4. Mean scores of different populations 212
4.3.5. Hypotheses results 212

CHAPTER 5 DISCUSSION
5.1. PSYCHOLOGICAL PROCESSES BETWEEN THE 12 STEPS & GMCs 215
5.1.1. Management power from powerlessness 215
5.1.2. The ultimate support network for managers 222
5.1.3. Defining management responsibility 227
5.1.4. The courage to manage 232
5.1.5. Management transparency 241
5.1.6. Extreme management development 245
5.1.7. The humble manager 249
5.1.8. Management mistakes 257
5.1.9. Walking the talk 260
5.1.10. Managing the manager 264
5.1.11. Divine line management 270
5.1.12. A design for managing 274
5.1.13. Summary of the psychological processes describing 279
the 12 Step influence on the AA participant managers

5.2. THE 12 STEPS AND RELEVANT BUSINESS PSYCHOLOGY 281
THEORIES
5.2.1. 12 Steps, action management and goal setting theories 281
5.2.2. 12 Steps, change management and locus of control 285
5.2.3. 12 Steps, coordination and action centred leadership 294
5.2.4. 12 Steps, creativity and diversity 303
5.2.5. 12 Steps, motivation & person-centred management 305

Thomas B. Eccles
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5.2.5.1. 12 Steps, motivation and LMX 305
5.2.5.2. 12 Steps, motivation and theory y 308
5.2.5.3. 12 Steps, motivation and manager’s LOC 310
5.2.6. 12 Steps, organisation, consensual management and 311
organisational climate
5.2.6.1. 12 Steps, organisation and consensual management 311
5.2.6.2. 12 Steps, organisation and organisational climate 312
5.2.7. 12 Steps, planning and goal setting theory 312
5.2.8. 12 Steps, leadership, task and person focused approaches 315
5.2.8.1. 12 Steps, leadership and transactional 315
& transformational styles
5.2.8.2. 12 Steps, leadership and servant leaders 320
5.2.8.3. 12 Steps, leadership and role modelling 325
5.2.9. Summary of 12 Steps & relevant business psychology theories 328

5.3. THE 12 STEPS, GMCs AND EMOTIONAL INTELLIGENCE (EI) 329
5.3.1. Relating the findings to EI 329
5.3.1.1. 12 Steps, EI and leadership 331
5.3.1.2. 12 Steps, EI and management decisions 332
5.3.1.3. 12 Steps, EI and motivation 332
5.3.1.4. 12 Steps, EI and organisational climate 333
5.3.1.5. 12 Steps, EI and trust 334
5.3.1.6. 12 Steps, EI and role modelling 335
5.3.1.7. 12 Steps, EI and ‘We-ness’ 337
5.3.1.8. 12 Steps, EI and transformational leaders 338
5.3.2. 12 Steps, EI and GMCs – reservations about balance 339
5.3.3. Summary of EI, AA’s 12 Steps and general 340
management competencies

5.4. 12 STEPS, GMCS AND SI 342
5.4.1. Does working the 12 Step programme lead to SI? 342
5.4.2. Identifying low, normal and high SI 343
5.4.3. Evidencing spiritual behaviours 346
5.4.4. The problem of quantifying humility 347
Thomas B. Eccles