Presentation on theme: "Dr. B. Tim Lowder Saint Leo University February 24, 2011"— Presentation transcript:
1Dr. B. Tim Lowder Saint Leo University February 24, 2011 Aligning Spiritual Intelligence, Workplace Spirituality, and Organizational Culture: A New Domain for Superior Organizational PerformanceDr. B. Tim LowderSaint Leo University February 24, 2011
2Background Information Current areas of focus - Emotional intelligence and academic intelligenceNew area of focus - Spiritual intelligence & workplace spiritualityExisting managerial and organizational paradigms must be expandedRole of organizational culture is critical
3What is Organizational Culture? Organizational culture is the sum total of all employees’ shared perceptions, norms, beliefs, and behaviorsCulture performs a number of functions within an organization Boundary defining role; that is it creates distinctions between one organization and othersConveys a sense of identity for organizational membersFacilitates the generation of commitment to something larger than one's individual self-interestEnhances the stability of the social system and is the social glue that strengthens the organizationProvides appropriate standards for what employees should say and doIs intangible in nature but provides many concrete organizational outcomes.Serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees
4Why Explore Spiritual Intelligence & Workplace Spirituality? Emotional intelligence and academic intelligence have been thoroughly researchedInfluence on organizational performance is documentedSpiritual intelligence and workplace spirituality have not been thoroughly studiedNeed to understand how heightened levels of employee spirituality and workplace spirituality impact cultureWhat is employee spirituality and workplace spirituality?What are the potential outcomes of enhanced workplace spirituality?
5Why Explore Spiritual Intelligence & Workplace Spirituality? Reasons for a Paradigm Shift in the Corporate CulturesGlobal expansion of organizations around the worldA global culture encompassing peoples of all faiths, beliefs, norms, and valuesEmployees are highly disillusioned at the immoral and unethical acts of management during the past two decadesAttitudes and perceptions about corporate leadership are more negative than ever beforeEmployees are seeking more out of work than just a paycheckA desire to be part of something greater that satisfies their need for accomplishment
6A Spiritual AwakeningCurrent trend toward individual spiritual awakeningCulminated as a result of the materialistic mindset from the past two decadesThe materialistic mindset has left people emotionally and spiritually empty and without true purpose or meaningPeople spent in excess and lived above and beyond their means to attain true meaning and happinessPeople did acquire a majority of the materialistic possessions yet were unable to find any true sense of meaningRecent tendencies have brought about tremendous levels of introspection and critical self-reflectionConsequently, people are turning to matters of the spirit to find true meaning and purposeSpiritual awareness is very personal to an individual and consequently, transcends into all aspects of our lives including the workplace.94% of the participants identified spirituality as being important in their lives, while 52% identified religion as being important in their lives (Harris, 2010)
7Spirituality, Religion, and Culture Spirituality and religion are two different and distinct constructsReligion is a by-product, or the end result, of humanity’s quest for spiritualitySpirituality is “a state of being spiritual; essence distinct from matter” (Grosset, 2005)To be more explicit, spirituality is related to the intangible domains of the spirit or soul and encompasses a state of meaning and understanding that is separate from body, material, and matterSpirituality is intangible and can’t be explained or defined by the five physical senses including sight, smell, taste, hearing, and touchIntangible, positive experiences include love, happiness, joy, peace, and contentmentIntangible, negative experiences include hate, anger, greed, depression, and sadnessNeither the negative not the positive intangible experiences in our lives are explainable by the five physical senses but they definitely existSpirituality is also an intangible facet of daily human experience
8ReligionReligion is also difficult to explain in a materialistic sense and as a result, is often associated with, or identified as being the same as spiritualityReligions have typically been founded as a result of the same spiritual quest that now motivates the American workforce to seek true meaning from their work instead of tangible and material rewardsThe perceived similarity between spirituality and religion has alienated the topic of spirituality in the workplaceIt is the rigid, dogmatic, religious practices around the world that have resulted in spirituality being perceived negativelyThe dogmatic, zealous, and destructive implementation of religious societies throughout history resulted in our forefather implementing the constitutional requirement for separation of church and state
9SpiritualityIs unique and distinct from religion and because it is more individualisticProvides a framework for individuals to better understand where they fit into the world they live inA more precise, non-religious framework for explaining the concept of spirituality is that it:Is not formal, exclusive, or denominationalIs the source of meaning, purpose, peace, faith, and willpowerCreates the awesomeness felt by people when dealing with all life in its most ordinary circumstancesEstablishes one’s sense of interconnectedness with all thingsIs universal and timelessIs deeply personal and based on one’s personal value system and the resulting relationship with others (Ashmos & Duchon, 2000; Mitroff & Denton, 1999).
10Definitions of Spiritual Intelligence and Workplace Spirituality Spiritual intelligence is defined as each individual’s level of spiritual awareness within the framework of their values, ethics, morals, and behaviors including their commitment to positive outcomes in every aspect of their life.Workplace spirituality is defined as the sum total of force and energy of all employees’ spiritual intelligence within the organizational culture including the group’s behaviors and their commitment to positive outcomes in the organizational structure (Whitmore, 2004).Because of existing negative perceptions about spirituality existing managerial paradigms leave no opportunity for implementing the constructs of employee spiritual intelligence and workplace spirituality. Thus, they do not play a significant role and are not an integral component of organization cultures in the United States.
11Higher Levels of Spirituality in the Workplace Employee spiritual intelligence is stimulated, enhanced, and empowered to positively enhance the level of workplace spiritualityEnhanced levels of workplace spirituality positively invigorate and revitalize the organizational cultureAn invigorated, revitalized organizational culture results in positive structural outcomesThe process begins with the intangible constructs of heightened employee intelligence and enhanced workplace spiritualityThe process ends with tangible outcomes specific to the organization’s culture that include increased levels of shared meaning, beliefs, norms, and values that shape employee behaviors toward higher levels of productivity, performance, effectiveness, and efficiency.
12Spiritual-Driven Outcomes Employees seeking higher meaning from work typically maintain more positive attitudes and are not negatively impacted to a high degree by daily workplaceAs employees develop heightened levels of spiritual intelligence, they become more emotionally well balanced and seek the most positive outcome in any given situation in the work environmentEmployees with high levels of spiritual intelligence are not primarily motivated by materialism and/or wagesEnlightened employees are primary motivated by a goal of finding true meaning in their lives through all things they do, including work and how it benefits both themselves and othersA service before self attitude and overall positive outlook on life enhances workplace spiritualityEnhanced employee spiritual intelligence significantly enhance workplace spirituality which in turn, positively affects the organizational culture
13Wellness and Mattering Heightened levels of spiritual intelligence result in a positive attitude which is reflected in employees being more compassionate about their jobs with a greater commitment to performing their jobs betterAdditionally, employees who care about their jobs tend to be physically, emotionally, and mentally healthy a larger percentage of the time than average employeesWellness and mattering are statistically correlated to increased job satisfaction and are predictors of higher levels of job satisfactionStrong positive correlations are also found between mattering and job satisfaction, and wellness and jobEmployees with higher levels of spiritual intelligence experience better job attendance, a greater commitment to the organization’s goals and objectives, and experience higher levels of happiness, ethical standards, and motivation
14Performance and Productivity Higher levels of performance and productivity are two of the most important objectives for organizational leadersOrganizations with higher levels of workplace spirituality, more often than not, have higher levels of employee productivity and performanceA recent study of several companies that encourage spirituality in the workplace has concluded that there is a high level of correlation between overall workplace spirituality and organizational performanceHeightened employee spiritual intelligence leads to higher levels of workplace spirituality which in turn, creates an organizational culture that strives for higher levels of employee performance and productivityEmployees with heightened spiritual intelligence levels are more likely to find happiness, satisfaction, meaning, and contentment within the work environment regardless of the type of work performed
15Organizational Dynamics Managerial leadership must separate the construct of spirituality and religionManagerial leadership must acknowledge the concrete outcomes of heightened employee spiritual intelligence.Managerial leadership must begin to understand how employee spiritual intelligence enhances workplace spiritualityManagerial leadership must adopt a broader, more eclectic, meta-physical understanding of an organizational structureManagerial leadership must understand that the organizational structure is far more than tangible assets and resources that produce a product and/or serviceThe five previous requirements will allow leaders to develop and implement strategies that generate the positive workplace spirituality outcomesThe various dynamics of employee spiritual intelligence and workplace spirituality must be integrated into the strategic planning process
16A Paradigm Shift - Integrating Spirituality into the Workplace The paradigm shift must encompass all aspects of the organization as though it is a living, breathing, organic entity that is influenced by its level of spiritual intelligence like each of its employeesManagement must understand that spiritual intelligence seeks meaning, caring, wholeness, purpose, and being part of something greaterThe spiritual intelligence paradigm must be integrated into the organization’s vision and missionThe paradigm must drive the organization toward heightened workplace spirituality and a culture that provides meaning to each employeeManagerial leadership must integrate the fruits, traits, and attributes of spiritual intelligence that include trust, honesty, caring, ethics, honor, and shared meaningAs the fruits of heightened spiritual intelligence are planted and begin to grow they enable workplace spirituality to flourish which positively impacts the organizational cultureThis cycle is self-feeding as heightened levels of spiritual intelligence result in heightened workplace spirituality which leads to a more positive and proactive culture
17Keys to Successful Paradigm Shift First key to successful implementation is developing a core set of values be established at all levels throughout the organizationSecond key to success is that leadership must demonstrate a total commitment to heightened employee intelligence and enhanced workplace spiritualityThird key to success is that management’s commitment is sincere and long-term so that the majority of employees buy into the new paradigmFourth key to success is for management to use on or more of the tools that are available to successfully establish an environment where employee spiritual intelligence flourishStructural designEmployee empowermentLeadership participationWell-designed performance evaluation criteriaAn effective reward systemsConsistent trainingSocialization toward an employee spiritual orientation
18ConclusionsA paradigm shift in decision making, culture, and leadership which focuses on heightened employee spiritual intelligence and enhanced workplace spirituality presents a viable alternative for an organizational structure in today’s competitive global business environmentThe culture in an organizational structure with an enhanced level of workplace spirituality possesses traits and characteristics that include trust, respect, shared meaning, common values and morals, a strong sense of purpose, a focus on individual spiritual development, humanistic work practices, and an openness to employee expression (Ashmos & Duchon, 2000; Badrinarayan Shankar, 2009; Chakraborty et al., 2004; Duchon & Plowman, 2005; Garcia-Zamor, 2003; Harris, 2010; Mohamed, Wisnieski, Askar, & Syed, 2004; Robbins, 2005; Salopek, 2004).The many positive traits and characteristics of a spiritual workplace generate a fresh and invigorating organizational culture which positively influences the organizational structure toward many positive outcomes in productivity, performance, effectiveness, and efficiency (Harris, 2010; Karakas, 2010; Mitroff & Denton, 1999; Usman & Danish, 2010a, 2010b; Vasconcelos, 2010; Wiklund & Wiklund, 2002).
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