The central themes of the mystical experience

Perhaps the most prevalent—if not the most important—is the mystic’s experience of dying and being reborn. The journey through death followed by resurrection or rebirth was a central aspect of the mysteries at Eleusis, the philosophy of Plato, the initiation rites of the Pythagoreans, and initiation into the Church (symbolized in the rite of baptism and the spiritual transformation of shifting from false to true self discussed by Keating). Whether we express this process in the psychological language of a William James or in the emotive tones of a “born-again” Christian, the “death/rebirth” transformation seems to lie at the heart of religious life, and it is certainly at the core of the mystic’s experience. Write an essay that focuses on the death/rebirth imagery in a context of your choice. You may write about how a death experience transformed the life of a great saint or of a fictional character like Siddhartha. You may also find this process at work in a less traditionally religious context. Do you know of anyone who has gone through such an experience? Can you show a similarity of pattern between your example and the death/rebirth patterns we have observed in our readings and/or discussions?

Sample Solution

here are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model.

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