A recent Deloitte Survey revealed that 73% of managers declared that they should be a model of well-being for their employees, but only 35% of their employees observe that behavior in them.

There are names for this: “not walking your talk”, “inauthenticity”, “do what I say, not what I do”, etc. None of these represent inspirational leadership.

Phony leaders, who’s lives are out of balance, cannot expect employees to practice high standards of healthy behavior or high performance.

Perhaps we have finally arrived at the time where we should shelve the management jargon, the MBA-speak, and the corporate training manuals and replace them with teachings rooted in psychology and spirituality. People are not widgets. They are not merely means of production, or output generators. They are human beings who bleed, suffer pain, experience joy, fear and love, have souls, and yearn for happiness and inspiration.

When we understand that we are leading spiritual beings who are living a human experience, not just functions or titles, we will change the world of work—and therefore, the world itself.