Impact of Spiritual Leadership on Employee's Spiritual Well-Being and LMX Quality in Treatment and Health System

This research intends to study the impact of the style of spiritual leadership on LMX quality through employee's spiritual well-being and in Health and treatment system.
Research method is descriptive-correlation. The statistical population consists of physicians and paramedics of the Health and Treatment Centers affiliated with medical universities in Esferayen and Mashhad cities from which a sample of 101 was selected through available Non-probability sampling. The data was collected by a questionnaire, and was analyzed by the descriptive and inferential statistical tests.
This research showed that: A) Leader altruistic love has a positive and direct effect on his/her vision and hope/faith, and followers membership. B) Leader vision has a positive and direct effect on his/her followers calling. C) Followers calling and membership have positive and direct effects on LMX. D) Spiritual leadership has a positive and direct effect on employee’s spiritual well-being, and employee’s spiritual well-being has a positive and direct effect on LMX.
The author of the survey concluded As attitude and behavior of subordinates, as well as leader-follower / manager-subordinate relationship are formed by values supported in organizational culture, spiritual leadership can create an altruistic / philanthropic loving values, consistency, unity, solidarity, peace, trust and honesty, and institutionalizing them into organizational culture, as well as foster a spirit of self-confidence, improve subordinate's self-efficacy, and instilling hope / believe in them towards to the future, as well as empowering them to analyze and draw the larger picture of the organization, and, as a result, develop collaboratively prospects through the process of open strategy, and the creation of a collective commitment to realize the developed vision through giving meaning to work, to determine purpose for work life, and to praise and appreciate subordinate's extra-job behaviors, create a work climate, that they feel to be valuable and their work can be creative and can be sources of changing their lives and other people inside and outside the organization, and feel a self devotion to self-work units