2008
DOI: 10.1080/14755610802535538
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The place of self-actualisation in workplace spirituality: Evidence from Sri Lanka

Abstract: The aim of this paper is to develop a self-actualizing spirituality model. It examines the place of selfactualization in the experience of workplace spirituality of Sri Lankan business leaders. The primary method of data collection was in-depth and face-to-face interviews with 13 Sri Lankan business leaders. Within the qualitative tradition and case study method, grounded theory and data triangulation were used to analyze the data. The findings suggest that when the business leaders experience workplace spirit… Show more

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Cited by 14 publications
(12 citation statements)
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References 40 publications
(35 reference statements)
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“…Fry (2003) also thinks that fundamental common point between spirituality and religion is altruism and unrequited love to other people, in this sense the teachings of spiritual doctrines and common religions are remarkably common. Later, Fernando and Nilakant (2008) also focused on spiritual leadership by revealing that self-growth is an important component of In fact, nearly all spiritual leadership models embrace a stakeholder approach in explaining organizations as structures composed of different layers all of whom have importance in the overall productivity of the organizations (Jones et al, 2007). Fry and Cohen (2008) claims that the relationship between vision and stakeholders creates a kind of value congruence among leaders and followers eventually contributing to employee well-being and organizational identification and commitment that lead to performance excellence and answers the search for meaning.…”
Section: Spiritual Leadershipmentioning
confidence: 99%
“…Fry (2003) also thinks that fundamental common point between spirituality and religion is altruism and unrequited love to other people, in this sense the teachings of spiritual doctrines and common religions are remarkably common. Later, Fernando and Nilakant (2008) also focused on spiritual leadership by revealing that self-growth is an important component of In fact, nearly all spiritual leadership models embrace a stakeholder approach in explaining organizations as structures composed of different layers all of whom have importance in the overall productivity of the organizations (Jones et al, 2007). Fry and Cohen (2008) claims that the relationship between vision and stakeholders creates a kind of value congruence among leaders and followers eventually contributing to employee well-being and organizational identification and commitment that lead to performance excellence and answers the search for meaning.…”
Section: Spiritual Leadershipmentioning
confidence: 99%
“…Employees' spiritual well-being is found to have positive impacts on their morale, ability to cope with stress, motivation levels, and productivity at the workplace (Benefiel 2005;Sass 2000;Duchon and Plowman 2005;Fry et al 2010;Chen and Yang 2012). In Sri Lanka, a study finds that when business leaders embrace spirituality in the workplace, they also strive towards self-actualization and are more concerned with ethical decision making (Fernando 2002). In view of the potential benefits of workers' integrating religion, spirituality, and work, Hicks (2003) argues that business leaders should create a pluralistic and supportive environment for employees to achieve faith integration at the workplace.…”
Section: Spirituality and Religion In The Workplace: An Overviewmentioning
confidence: 99%
“…Studies of leadership from a Buddhist viewpoint in non-Western contexts (Fernando and Jackson, 2006; Fernando et al., 2009) show that incorporating Buddhist principles such as the five precepts has a significant impact in forming the “right view” of leaders in decision-making. Ironically for interconnectedness in Buddhism, in facing the dilemmas entailed in having to meet the expectations of both shareholders and other stakeholders, spiritually motivated leaders may have to prioritize cognitive factors at the expense of affective and conative ones (Fernando and Jackson, 2006; Shakun, 2001) – a potential hazard of leaders’ religion-based spirituality (Fernando and Nilakant, 2008). Endless causal networks challenge the practicability of spiritual leadership.…”
Section: Attachment In Spiritual Leadershipmentioning
confidence: 99%