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dc.contributor.authorMcGhee, Pen_NZ
dc.contributor.authorGrant, Pen_NZ
dc.contributor.editorJankleson, Cen_NZ
dc.date.accessioned2017-10-02T02:00:09Z
dc.date.available2017-10-02T02:00:09Z
dc.date.copyright2015-07-14en_NZ
dc.identifier.citationJournal of Spirituality, Leadership and Management, 2015, vol. 8, no. 1, pp. 12-33.
dc.identifier.issn1447-3771en_NZ
dc.identifier.urihttp://hdl.handle.net/10292/10846
dc.description.abstractRecently, 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.en_NZ
dc.languageEnglishen_NZ
dc.publisherSpirituality, Leadership and Management Incen_NZ
dc.relation.urihttp://www.slam.org.au/wp-content/uploads/2015/07/JSLaMvol8no1_McGhee.pdfen_NZ
dc.rightsCopyright on individual papers remains with the author(s). Papers are published here by permission of the authors. The content of the journal may not be copied or emailed to multiple sites or posted to a listserv unless express written permission is received from Spirituality, Leadership and Management Inc. Users may print, download, or email articles for individual use.
dc.subjectSpirituality; Management; Mindfulness; Ethical decision-making
dc.titleThe Influence of Managers’ Spiritual Mindfulness on Ethical Behaviour in Organisationsen_NZ
dc.typeJournal Article
dc.rights.accessrightsOpenAccessen_NZ
dc.identifier.doi10.15183/slm2015.08.1113en_NZ
aut.relation.endpage33
aut.relation.issue1en_NZ
aut.relation.pages21
aut.relation.startpage12
aut.relation.volume8en_NZ
pubs.elements-id178134
aut.relation.journalJournal of Spirituality, Leadership and Managementen_NZ


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