Enhancing Workplace Spirituality Through Emotional Intelligence

Abstract

IntroductionThe concept of workplace spirituality (WS) has received more attention in research over past few years (Krishnakumar & Neck, 2002; McCormick, 1994). Specifically, Garcia- Zamor (2003) suggested that phenomenon of WS has increased due to potential benefits that it provides to organizations. These positive outcomes have received empirical support from different units of analysis. At individual level, for example, Milliman, Czaplewski, and Ferguson Milliman et al. (2003) found that WS is significantly related to attitudes such as organizational commitment, individual intention to quit, intrinsic work satisfaction, job involvement, and organization-based self-esteem. Rego et al. (2007) found that employee perceptions of WS are significantly related to work commitment and job performance. At group level, Daniel (2010) suggested that WS is a key element of organizational culture. He stated that organizations rich in WS can present unique attributes, such as trust, creativity, and respect, which can lead to team effectiveness. Finally, Duchon and Plowman (2005) found that work units that scored high in WS outperformed work units that scored low in WS.Despite increased popularity of WS, little research has been conducted to investigate what factors can be potential determinants of WS. In this study, it is argued that level of employees' emotional intelligence (EQ) can be considered a key factor that allows employees to develop WS in an organization. Although linkage between EQ and WS is not completely new in literature (Marques et al., 2008; Tischler et al., 2002), little has been discussed about how EQ can actually lead to WS. Moreover, previous studies in this area have been conceptual-based research; thus, there is a lack of empirical evidence to support this linkage. Therefore, prime objective of present study is to bridge this gap by demonstrating how employee EQ can lead to each of three aspects of WS: (1) conditions for community, (2) meaning at work, and (3) inner life. So, in order to understand relationship between workplace spirituality and emotional intelligence, it is important to understand theoretical foundations and definitions of both constructs. In addition, it becomes relevant to provide theoretical support for connection between EQ and dimensions that encompass workplace spirituality. The following section addresses these issues.Literature ReviewWorkplace SpiritualityWorkplace spirituality (WS) was proposed as a result of a humanistic movement that took place many years ago in organizations (McGuire et al., 2005). Specifically, this movement emphasized importance of viewing employees as human beings rather than as assets (Giacalone & Jurkiewicz, 2003). It highlighted necessity for understanding employees' motivation at work, their needs, and characteristics of surrounding environment that could help them achieve their full potential (Herzberg et al., 1959; Mayo, 1933). This approach also noted necessity and importance of understanding meaning of WS.Ashmos and Duchon (2000) defined WS as the recognition that employees have an inner life that nourishes and is nourished by meaningful work that takes place in context of (Ashmos & Duchon, 2000: 137). They argued that WS is comprised of three main elements: (1) inner life; (2) meaningful work; and (3) conditions for community. First, inner life is related to understanding of a divine power and how to use it in workplace. Second, meaningful work is a perception of importance and meaning of daily activities in workplace. Third, conditions for community is about feeling of connectedness that people develop with other coworkers. For purpose of this article, this conceptualization of WS is used. These three WS dimensions have been deployed extensively by previous studies to measure spirituality in workplace (Duchon & Plowman, 2005; Milliman et al. …

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