No abstract

codes of ethics, isomorphism, organizational legitimacy, strategic legitimacy,

Considerable data have accumulated showing positive relationships between leadership and well-being, and spirituality and well-being, but few have explored relationships among all three phenomena. In the current study, multilevel modeling was used to analyze survey data from a sample of 178 health care workers and test a proposed mediation model. As hypothesized, regression and mediation analyses revealed the effects of transformational leadership on measures of employees’ mental and spiritual well-being were fully mediated by workplace spirituality and, more specifically, respondents’ sense of community. Our results suggest that leaders influence individual well-being through their ability to enhance employees’ sense of community in the workplace.

In this paper, we outline some of the connections between the literatures of organizational storytelling, spirituality in the workplace, organizational culture, and authentic leadership. We suggest that leader storytelling that integrates a moral and spiritual component can transform an organizational culture so members of the organization begin to feel connected to a larger community and a higher purpose. We specifically discuss how leader role modeling in authentic storytelling is essential in developing an ethically and spiritually based organizational culture. However, we also acknowledge a potential dark side to leader storytelling. Implications for authentic storytelling research and practice are discussed. Copyright Springer Science+Business Media, Inc. 2007authenticity, ethical culture, leadership, spirituality, storytelling,

This article focuses on the company-stakeholder relationship between a large pulp and paper company and a small monastery and nature retreat center. The literature on stakeholder management and organizational legitimacy provides a theoretical foundation. The analysis demonstrates how organizational power and legitimacy can influence stakeholder legitimacy. The authors illustrate the ways that a company can manage the legitimacy of stakeholders through the use of political language and symbolic activity. The results contribute to a better understanding of stakeholder identification, salience, and the different contexts of legitimacy in the company-stakeholder relationship. Implications for stakeholder research and practice are also discussed.It has been suggested that there has been little stakeholder research that puts the focus on the stakeholder rather than on the firm (Frooman, 1999). A stakeholder-oriented research approach has both strategic and normative implications for management, from better managing stakeholder relations to understanding the importance of ethically balancing stakeholder interests. By taking an in-depth look at the conflict between a company and one of its stakeholders, the present study contributes to the understanding of stakeholder identification and salience by illustrating how organizational power and legitimacy can influence stakeholder legitimacy. The study considers how a company can use various types of organizational power to decrease the legitimacy of a potential stakeholder. In particular, we examine management's use of political language and symbolic activity.