When spirituality meets hierarchy: leader spirituality as a double-edged sword
This study explores the effects of SL on the organization as perceived by both leaders and followers. As per the intention of the leaders, the employees found the company a good place to work. However, we also found that the exact same practices associated with SL such as connection, participation,...
| Publié dans: | Journal of management, spirituality & religion |
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| Auteurs: | ; |
| Type de support: | Électronique Article |
| Langue: | Anglais |
| Vérifier la disponibilité: | HBZ Gateway |
| Journals Online & Print: | En cours de chargement...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Publié: |
International Association of Management, Spirituality & Religion
[2015]
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| Dans: |
Journal of management, spirituality & religion
Année: 2015, Volume: 12, Numéro: 2, Pages: 111-128 |
| RelBib Classification: | CB Spiritualité chrétienne ZB Sociologie ZD Psychologie |
| Sujets non-standardisés: | B
Hierarchy
B Workplace Spirituality B spiritual leadership B employee spirituality B Qualitative Research |
| Accès en ligne: |
Volltext (Resolving-System) Volltext (doi) |
| Résumé: | This study explores the effects of SL on the organization as perceived by both leaders and followers. As per the intention of the leaders, the employees found the company a good place to work. However, we also found that the exact same practices associated with SL such as connection, participation, and altruism created some anxiety and distrust in followers. We explain these findings through power differentials which lead to SL becoming a double-edged sword. Unless SL takes the impact of organizational hierarchy into account, theoretical understanding of SL remains incomplete and practical suggestions remain somewhat unrealistic. |
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| ISSN: | 1942-258X |
| Contient: | Enthalten in: Journal of management, spirituality & religion
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| Persistent identifiers: | DOI: 10.1080/14766086.2014.938244 |