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Knowledge forms a crucial source for gaining competitive advantage and its sharing a dominant challenge facing several organizations. In this paper we propose a positive role of workplace spirituality (WPS) (at individual and collective levels) on knowledge sharing intention (KSI) by employing the theory of decomposed planned behaviour. We argue that WPS with its focus on inner spirit, meaningful work, sense of interconnectedness and alignment with organizational values and mission positively strengthens an individual’s knowledge sharing attitude, subjective norms and perceived behavioural controls (thereby, strengthening their KSI) by affecting the underlying behavioural, normative and control beliefs. We also take into account the role of transformational leadership (TL) in creating a pro-social working environment, which facilitates knowledge sharing. In proposing a holistic and multi-level framework linking WPS (at individual and collective levels) and TL with KSI, this paper contributes to both, knowledge sharing and WPS literatures.

This paper explores the structural dimensions of Transcendence at Workplace (TAW) and develops and validates a measure for it. Transcendence at Workplace comprises of three correlated yet distinct dimensions: Work as service, Self-connectedness, and Sense of We-ness. Results establish the convergent, discriminant, criterion-related concurrent, and nomological validity of TAW. Findings confirm satisfactory reliability of the measure. This research makes a significant theoretical contribution to the evolving discourse on transcendence (in organizational context) by defining, developing, and validating the measure of Transcendence at Workplace. Practitioners can use the measure for assessing, and raising TAW, which will in turn have benefits for employees, organizations, and the larger community or society.

PurposeThe study aims to investigate the influence of leader mindfulness on employee innovative work behaviour mediated by work engagement and moderated by employee learning orientation.Design/methodology/approachThat data set of 337 was collected from full-time working professionals from IT industry in India through survey design. The proposed mediated moderation model was tested through Process Macro.FindingsThe findings highlighted the positive role of leader mindfulness in enhancing employee innovative work behaviour. Furthermore, the authors found that this relationship was partly mediated by work engagement and moderated by employee learning orientation. Results suggested that the relationship between work engagement and innovative work behaviour was stronger for employees who score high on learning orientation.Originality/valueThe main contribution of the study lies in delineating the interpersonal lens of mindfulness at workplace, particularly the leader–employee interface. It offers a more nuanced delineation of the process through which leader mindfulness encourages employee innovative work behaviour.

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