Spirituality in the Workplace

Paper Summary:

This paper explains that the study of spirituality in the workplace is no longer seen as a peripheral concern in management but rather as a subject that can throw considerable understanding on managerial issues and the process of leadership, as well as on learning processes in the workplace and organization. The author explains that this study investigates the relationship of spirituality to aspects of leadership and management such as morality, stress, ethics and unawareness of human welfare. The paper states that the methodology for this quantitative research uses face-to-face interviews with twenty managerial professionals in the commercial aviation services. The paper includes several quotations and the research questions.

Table of Contents:
Introduction
Background
Problem Statement
Purpose
Significance
Nature of the Study
Research Questions
Conceptual or Theoretical Framework
Definitions
Spirituality
Detachment and "Letting Go"
Assumptions
Scope, Limitations, and Delimitations
Conclusion

From the Paper:

"Another very significant aspect of the theoretical foundations of this study is that there is a sense of progression or movement from a sense of "pure" spiritually to an "applied" spirituality. This means that true inner and subjective spiritual experience is a central motivating force in the manifestation of that spirituality in life and work. Therefore "applied" spirituality is in reality inner spirituality in action in the external world. This aspect has enormous implications for the present study as it suggests that the inner significance of spiritual experiential aspects such as detachment or " letting go" (Zazen in Zen Buddhism ) as a deeply felt experience in the subjective nature of the individual, is translated into understanding and action which can practically improve leadership capabilities and interaction in the workplace."

Sample of Sources Used:

• Cavanagh, F. G. (1999). Spirituality for managers: context and critique. Journal ofOrganizational Change Management, Vol. 12, No. 3, pp. 186-199. Retrieved August 21, 2006 from University of Phoenix Library, Emerald database.
• Daft, L. R. & Lengel, H. R., (1998). Fusion Leadership. San Francisco, CA: Berrett-Koshler Publisher.
• Evans, R. (1996). "The Authentic Leader" in The human side of school change. Excerpted in Educational leadership by Fullan, M. (2000). San Francisco, CA: John Wiley & Son.
• Fairbrother, K. & Warn, J. (2002). Workplace dimensions, stress and job satisfaction. Journal of Managerial Psychology. Vol. 18, No. 1, pp. 8-21. Retrieved August 21, 2006 from University of Phoenix Library, Emerald database.
• Fairholm, W. G. (1996). Spiritual leadership: fulfilling whole-self needs at work. Leadership & Organization Development Journal, pp. 11-17. Retrieved August 21, 2006 from University of Phoenix Library, Emerald database. Fry, L. W. (2003). Toward a theory of spiritual leadership. Leadership Quarterly, Vol. 14, pp. 693-727. Gandossy, R. & Sonnenfeld, J., (2004). Leadership governance from the inside out. Hoboken, NJ: John Wiley & Sons.

More papers on Spirituality in the Workplace:

• Analytical Essay # 140171 : "Implementing Spirituality in the Workplace"
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• Article Review # 3876 : "Spirituality In the Workplace"

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