In response to the rising interest in``spirituality in the workplace'', an exploratory analysis of text passages expressing definitions and applications of the topic was conducted. A grounded theory process applying thematic and network analysis techniques was used to examine text samples from three different sources: e-mail, survey responses, and a literature search. Throughout the investigation an emphasis was placed on maintaining the multiplicity of definitions and applications of``spirituality in the workplace'' while methodologically studying the thematic content of these expressions. Code words representing concepts in four function categories emerged: nouns, actions, qualities, and theories. Sentences were re-formed to reveal concepts and relationships discussed in the text samples. Practical applications of the themes of diversity, learning and development, intuition and the personal aspects of``spirituality in the workplace'' are presented.

The current U.S. healthcare workforce shortage is at crisis levels for providers who specialize in elder care (Harahan, 2011; Kovner, Mezey, & Harrington, 2002). Barriers such as ageism, lack of awareness of the need for workers, and lack of contact with seniors can impact the career choice of young professionals (Gross & Eshbaugh, 2011; Hutchison, Fox, Laas, Matharu, & Urzi, 2010; Lun, 2012). To explore ways to increase the number of students who pursue gerontology and to expand the elder care workforce, the researchers conducted a qualitative content analysis on the impact of service-learning in senior care facilities on students’ attitudes toward older adults. Students with senior contact reported increases in positive perceptions of seniors, discovered their own ageist stereotypes, and developed an interest in a career in elder care. Twenty-one months after the service-learning experience, students were surveyed again with their responses indicating continued positive attitude changes along with professional development demonstrating beneficial long-term effects from the experience.

For healthcare organizations to survive in these increasingly challenging times, leadership and management must face mounting interpersonal concerns. The authors present the boundaries of internal and external social networks with respect to leadership and managerial functions: Social networks within the organization are stretched by reductions in available resources and structural ambiguity, whereas external social networks are stressed by interorganizational competitive pressures. The authors present the development of emotional intelligence skills in employees as a strategic training objective that can strengthen the internal and external social networks of healthcare organizations. The authors delineate the unique functions of leadership and management with respect to the application of emotional intelligence skills and discuss training and future research implications for emotional intelligence skill sets and social networks.

The contemporary concept of emotional intelligence (EI) as a critical set of management skills is traced through time to its current application for health care administration. EI is defined as proficiencies in intrapersonal and interpersonal skills in the areas of self-awareness, self-regulation, self-motivation, social awareness, and social skills. The contributions of EI to effective management are supported by empirical research in the field. The importance of developing these skills in health care organizations is further clarified with examples familiar to health care administrators. Training suggestions and assessment resources are provided.

This article presents the process and outcomes of a participatively structured class on spirituality in work. The authors’ spiritual diversity led them to create a distinction between spirituality “in” and “of ” work, an inclusive definition of spirituality and work, and a position against organizational imposition of spiritual values. Their discussions led them to outline a number of things at the individual and collective level that could be included in management classes or organizational consultation.