The purpose of this paper is to introduce and define the concepts of “energy” and “feel” into understanding organizational spiritual leadership. It does so through the following…
Abstract
Purpose
The purpose of this paper is to introduce and define the concepts of “energy” and “feel” into understanding organizational spiritual leadership. It does so through the following. First, it offers a view of workplace spirituality by defining the role of organizational spiritual leadership. Second, it introduces the metaphors of “made” as well as “found” organizational worlds, reflecting a constructivist and positivist perspective, respectively, and highlight their relevance to organizational spirituality. Third, it adapts David Kolb's experiential learning model to articulate an experiential learning model for navigating feel in both “made” and “found” worlds. Finally, it derives implications for leadership and organizational development research and practice in the context of workplace spirituality moving forward.
Design/methodology/approach
This is a conceptual paper. It explores the ideas of “feel,” “energy,” and “inspiration” in the context of organizational spirituality. It also articulates an experiential learning model for navigating feel by taking into considering the constructivist and positivistic ontological perspectives embodied in the metaphors “made” and “found.”
Research limitations/implications
This conceptual paper invites a re-consideration of commonly understood concepts such as motivation, and performance in the context of organizational spirituality.
Practical implications
This paper includes telling implications for leaders seeking to understand the increasingly important concept of workplace spirituality. It invites them to seek to better understand why and how organizational spirituality matters to themselves and the people they lead. It prompts them to reconsider the value of important organizational constructs and their continued relevance in a rapidly changing workplace.
Originality/value
To the best of the author's knowledge, this paper introduces an original conceptual experiential learning model for navigating “feel” in both “made” and “found” organizational worlds in the study of organizational spirituality.
Details
Keywords
Arshad Mahmood, Mohd Anuar Arshad, Adeel Ahmed, Sohail Akhtar and Shahid Khan
This study aims to synthesize the rich knowledge on spiritual intelligence (SI) research within the framework of human resource development (HRD) research.
Abstract
Purpose
This study aims to synthesize the rich knowledge on spiritual intelligence (SI) research within the framework of human resource development (HRD) research.
Design/methodology/approach
Based on the search of multiple electronic databases authors conducted thematic review of the literature on SI and HRD. Themes associated with SI and HRD are extracted while employing the content analysis technique.
Findings
Five major themes emerged through the process of content analysis on the body of the reviewed literature. The themes which described the presence of SI-related research within the field of HRD, included: Conceptual connections between SI and HRD; SI Holistic Mechanism; SI and Leadership development, SI measurement tools and, finally, the impact of SI on sustainability.
Research limitations/implications
The inclusion and exclusion criteria are that the search for this review has been limited to peer-reviewed journals that are published SI-related articles. This paper excluded all articles on SI that `do not explicitly discuss the valuable role of human resources. The key words used are spiritual intelligence (SI) and HRD.
Originality/value
This paper offered new-fangled value and insightful understanding on SI and its implications for other areas, more specifically HRD. It suggests that SI is an important component for organizational development. Such interventions nurture the human resources that can lead to better performance as a whole.