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Shakun, Melvin F.

doi:10.1023/a:1008708222157

Cited by 32 publications

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“…After the above answer, Imin immediately reiterated the need to pay attention to one's spiritual consciousness since this is the source, the motivation for being generous, for not being materialistic: While only a minor incident, such behaviour, if carried out regularly and by a critical mass of people, may in due course ethically enhance relationships, culture, and working practices of the organisation. Shakun (2001) provides some support for this conclusion. He argues that spirituality is consciousness experiencing connectedness with others and one's Ultimate Other.…”

Section: Discussionmentioning

confidence: 63%

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2015

JSLaM

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Section: Discussionmentioning

confidence: 63%

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2015

JSLaM

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“…The end is not selfish materialism but rather the opposite, generosity: While only a minor incident, such behaviour, if carried out regularly and by a critical mass of people, may in due course ethically enhance relationships, culture, and working practices of the organisation. Shakun (2001) provides some support for this conclusion. He argues that spirituality is consciousness experiencing connectedness with others and one's Ultimate Other.…”

Section: Figure 2: the Process Of Spiritual Mindfulness And Its Relatmentioning

confidence: 63%

The influence of managers’ spiritual mindfulness on ethical behaviour in organisations

McGhee¹,

Grant²

2015

JSLaM

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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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Secchi

2010

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Cited by 32 publications

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The influence of managers’ spiritual mindfulness on ethical behaviour in organisations

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