In recent times, there has been a shift in the management literature toward embracing spirituality in the workplace. Much of this literature promulgates the idea that spiritual individuals are moral and therefore, valuable ethical assets to any organization. However, there is negligible
research validating this claim. As part of a larger study, this research investigated how spirituality influenced ethical behavior in a variety of work contexts. This was based on a critical realist methodology, semi-structured interviews with 31 highly spiritual cases and a thematic analysis
of 80 ethical incidents. It found participants’ spirituality was manifested through an awareness of others that guided and enabled them to act in authentically ethical ways that transcended organizational conditions. When participants reported doing this, they felt increased well-being;
when they were unable to enact their spirituality, they suffered a variety of negative feelings. The paper concludes by discussing the implications of these findings.
Purpose
This paper aims to explore how directors understand the “how” and “why” of their personal moral values in their task of governing the organisation.
Design/methodology/approach
This paper is based on a qualitative study. Data were gathered through semi-structured interviews of 33 New Zealand directors.
Findings
Three major themes emerged: Directors’ personal moral values are a powerful driver in ethical decision-making of directors; codes of ethics are seen to be effective to the extent that individuals have a strong moral compass; great value is placed on their personal moral code as being consistent with it, defines who they are.
Research limitations/implications
This study reveals how and why directors’ personal ethics are important in their task of governance and demonstrates that they are extremely influential in their ethical decision-making.
Practical implications
Appraisal processes could also make sure this factor is given equal importance along with other skills and competencies. In the area of director selection, proven moral integrity could become a point to investigate prior to the appointment of a director.
Originality/value
There have been very few studies investigating the subjective ethical experience in ethical decision-making. Investigating the antecedents of ethical or unethical outcomes only provides a partial understanding of the ethical experience.
Recently, there have been several corporate scandals both in New Zealand and overseas involving unethical management behaviour that caused significant harm to a range of stakeholders. The literature on spirituality and mindfulness posits that each could enhance ethical praxis and management conduct if they were encouraged in organisations. To date, minimal work has been completed bringing these related constructs together and demonstrating how and why they might influence ethical decision-making and behaviour positively. This paper attempts such a combination. As part of a larger study, 14 managers from a variety of organisations were interviewed to determine how their spirituality influenced their ethical behaviour in the workplace. Using stories of real-life critical incidents and thematic analysis, this research found that managers bring a spiritual consciousness that is mindful of themselves, others and their context to their decisions and actions in complex and challenging ethical situations. Moreover, while these managers' spiritual mindfulness was cognisant of the immediate present, they also transcend their environments in ways that often led to enhanced moral praxis and conduct. Conversely, situations in which they failed to be spiritually mindful resulted in feelings of frustration, anxiety and loss. Based on these findings, a model of how spirituality and mindfulness might relate to produce ethical behaviour in organisations is provided. The paper concludes by offering suggestions for future research.
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