Integrating spirituality in the workplace is controversial and there are many challenges associated with a leader that practices spirituality in a professional setting. Critics fear that a leader’s spirituality may intimidate or persuade others into supporting a particular faith or religion (Meng, 2016). However, I agree with Reave (2005) that “practicing spirituality does not require spiritual faith.” My stance is that spiritual leadership in the workplace is acceptable when the leader is not dogmatic and rigid. I believe that spirituality in the workplace can be beneficial in the development of personal and organizational values. Spirituality promotes transcendence of self and seeks meaningful commitment to the organizational goals from followers (Meng, 2016). A deeper connection to values is a motivating force and helps followers’ have a better sense of self-efficacy and self-worth (Meng, 2016).
Some values that are strengthened through spirituality include (Meng, 2016):
1) Trust
2) Patience
3) Honesty
4) Empathy
5) Integrity
6) Humility
7) Kindness
8) Forgiveness
9) Compassion
10) Thankfulness
In my opinion, these values are necessary for healthcare workers to provide optimal patient care. Moreover, these values enhance inter-professional collaboration. Meng (2016) believes that manifesting a sense of calling or destiny reframes a follower’s thinking; for example, a worker looks beyond the economic benefits or self-gratification of being employed and instead focuses on the meaning and value of their activities (Meng, 2016). This reflection of high ideals helps teams define their goals and visions (Meng, 2016). Kouzes and Posner (1999) argue:
“Encouraging the heart is not the same as being gregarious and backslapping, gold stars and payoffs. It is an absolute essentiality to sustain people’s commitment to organizations and its outcomes, dedication to accomplish extraordinary feats and ways to enhance the ability in conjunction with recognizing and celebrating the achievements of others.”
Spiritual Leadership Models
The Organizational Outcomes of Commitment and Productivity Model- Fry (2003):
Values, attitudes, and behaviours are responsible for intrinsic motivation.
Multiple Linkage Model- Kriger and Seng (2005):
A leader’s spirituality affects the vision and goals that are conveyed. In turn, the commitment level of the subordinate is impacted.
Four V’s of Leadership- Fairholm (2001):
A leader should take a holistic approach and consider a follower’s needs, interests, potential, and capacities. A leader should care about their follower’s mind, body, heart, and spirit. Leadership is dependent upon “the four V’s”: values, vision, vector, and voice.
Principle-Centered Leadership- Covey (1989/2020):
This leadership theory builds upon servant leadership theory and requires a leader to willing serve others and maintain harmony. A leader should practice personal trustworthiness, interpersonal trust, managerial empowerment, and organizational alignment. An effective leader has 7 core habits which encourage continuous learning, believing in others, radiating positivity, and facing life as an adventure:
1) Be proactive
2) Begin with the end in mind
3) Put first things first
4) Think win-win
5) Seek first to understand, then to be understood
6) Synergize
7) Sharpen the saw
Spiritual Behaviours at Work
Video 1. Bring your Spirituality to Work (McLennan, 2015)
A workplace that nurtures spirituality can create a better clan culture that emphasizes values (Meng, 2016). Teams are likely to display mutual care and cooperation and behave in ways that are in accordance with mission statements (Meng, 2016). Expressions of spirituality vary from simply believing in or having faith in a higher being/God to actions such as praying, meditating, or reading scripture (Meng, 2016). In Video 1, Scotty McLennan (2015), the previous Dean of Religious Life and current Political Economy lecturer at Standford University, explains the importance of bringing your spirituality to work to "find your essence in the midst of a very busy day." Practicing spirituality can influence ethical decision-making, promote honest communication, and encourage active listening (Meng, 2016). Overall, spiritual behaviours in the workplace, when done with care and respect, can create a positive environment that shows appreciation for others (Meng, 2016). In my opinion, teams that work together to achieve a higher purpose and have a deep rooted commitment to a shared vision are likely to succeed.
Covey, S.R. (1989/2020). The 7 habits of highly effective people. Free Press, New York, NY.
Fairholm (2001). The Four V's of Leadership (Working Paper CR01-08). Center for Excellence in Municipal Management, The George Washington University.
Fry, L.W. (2003). Toward a theory of spiritual leadership. Leadership Quarterly, 14, 693-727.
Kouzes, J.M. & Posner, B.Z. (1993). Credibility: How leaders gain and lose it, why people demand it. Jossey Bass, San Francisco, CA.
Kriger, M.P. & Hanson, B.J. (1999) A value based paradigm for creating truly healthy organizations. Journal of Organizational Change Management, 12, 302-317.
McLennan, S. [Stanford Graduate School of Business]. (2015, March 31). Scotty McLennan: Bring your spirituality to work[Video]. YouTube. https://www.youtube.com/watch?v=BP17cuVXRZQ Meng, Y. (2016). Spiritual leadership at the workplace: Perspectives and theories. Biomedical Reports, 5, 408-412.
Reave (2005). Spiritual values and practices related to leadership effectiveness. Leadership Quarterly, 16, 655-687.
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