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Transformational leadership is one of the most recent conceptualizations of leadership concepts. It has been specified as an important mechanism of introducing organizational change. Transformational leadership has received substantial research attention over the last two decades. As a result, transformational leadership research has created considerable knowledge about the transformational leadership phenomenon. It, however, has also generated several conceptual issues and addressing these issues is necessary for advancing transformational leadership research. Highlights six important conceptual issues that the research has generated. Also outlines the significance of each of these six issues and then provides a critical commentary based on these issues. In pointing out research implications, outlines the required research for addressing these issues and provides an outline of how research for addressing them can be approached. Finally, indicates some of the implications of this paper for practice.

The purpose of this paper is to carry out an empirical examination to assess the nature of effects an employee’s individual spirituality and organizational spirituality have on the employee’s experience of meaning in work and community at work facets of workplace spirituality.

This paper specifies and examines, using a cross-sectional survey research design, the empirical support for two alternative models – a direct effects model and a moderating effect model – of the likely influences of an employee’s individual spirituality and organizational spirituality on the meaning and community facets of workplace spirituality.

The findings indicate considerable support for the direct effects model but no support for the moderating effect model. Within the direct effects model, organizational spirituality had much stronger association than employees’ individual spirituality with the workplace spirituality facets of meaning and community.

This study may encourage future research to examine other antecedents of workplace spirituality, and the moderators and mediators of the relationship between organizational spirituality and workplace spirituality.

It suggests to the practitioners that for enhancing employee experiences of workplace spirituality, organizational spirituality implementation is a more effective way than developing employees’ individual spirituality.

The study indicates that employees’ spiritual needs of meaning and community at work can be better fulfilled through organizational spirituality implementation than through individual spirituality development.

This is an original empirical examination and its value partly comes from its research implications and practice implications.

This paper aims to examine empirical support for 18 hypotheses specifying relationship between leader spiritual behaviours towards subordinates and subordinate work attitudes of job satisfaction, job involvement and affective commitment. It also does concept specification, scale development and a preliminary scale validation for leader spiritual behaviours towards subordinates.

Using a survey design, this study assesses support for 18 hypothesized relationships between leader spiritual behaviours towards subordinates and three forms of subordinate work attitudes and also provides preliminary evidence on the construct validity of the new leader spiritual behaviours towards subordinates scale.

The results are mostly supportive of the hypotheses and also demonstrate the validity of leader spiritual behaviours towards subordinates scale in terms of an interpretable factor structure, high reliability level and convergent and discriminant validity.

The study provides a scale for leader spiritual behaviours towards subordinates. It also outlines meaningful directions for future research.

The positive relationship of leader spiritual behaviours towards subordinates with three work attitudes in this study and already established relationship between these work attitudes and employee performance suggest that managers’ practice of leader spiritual behaviours towards subordinates can potentially enhance employee performance.

The study results suggest that leader spiritual behaviours can enhance positive employee work attitudes and potentially employee performance, and thus can make organizations both spiritual and productive.

This is, to the best of the author’s knowledge, the first study to formally specify the concept and components of leader spiritual behaviours towards subordinates and to demonstrate its positive relationship with three forms of subordinate work attitudes.

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

This paper reviews 18 workplace spirituality scales developed over a period of 23 years from year 2000 to early 2023. The objective is to provide inputs which can guide future researchers in choosing an existing appropriate workplace spirituality scale and in adopting sound scale development procedures for the development of new workplace spirituality scales.

This paper outlines the need for and importance of carrying out a review of workplace spirituality scales. Thereafter, it carries out a review of each of the 18 workplace spirituality scales. It describes 10 overall limitations of the collective set of workplace spirituality scales. Finally, five future research directions are outlined.

The review indicates that most of the workplace spirituality scales have limitations associated with them. The collective set of workplace spirituality scales also has several overall limitations.

The review suggests that workplace spirituality researchers need to exercise caution in choosing an appropriate existing workplace spirituality scale for their research. The review also provides directions for the future research for developing more adequate workplace spirituality scales.

The inputs from this review will contribute to improve the practice of workplace spirituality research.

As workplace spirituality can make organizations more beneficial for employees and the society, this review's contribution to improving workplace spirituality research has an indirect social significance.

This is, to the author's knowledge, the first comprehensive review of 18 workplace spirituality scales developed over a period of 23 years from year 2000 to 2023.

The existing literature suggests that employee well-being is an important concern for organizations. The purpose of this paper is to carry out an empirical examination to assess whether employee experience of workplace spirituality has positive relationships with multiple forms of employee well-being.

This paper focussed on four forms of employee well-being, namely: emotional well-being, psychological well-being, social well-being, and spiritual well-being. It specified and empirically tested, using a survey design, four hypotheses, each proposing a positive relationship between workplace spirituality and one of the four forms of employee well-being.

All four hypotheses were supported indicating that workplace spirituality has a positive relationship with emotional, psychological, social, and spiritual well-being.

This paper may encourage future research to assess whether various forms of employee well-being result from specific dimensions of workplace spirituality.

Organizations may implement workplace spirituality for simultaneously enhancing multiple forms of employee well-being.

As employee well-being is a matter of social concern, the findings of this study indicating a positive association between workplace spirituality and employee well-being have a social relevance.

To the author’s knowledge, this is the first study to examine the relationship between workplace spirituality and four forms of employee well-being, namely; emotional, psychological, social, and spiritual well-being. As employee well-being is an important concern for organizations, the contribution of the study findings is that workplace spirituality implementation can simultaneously enhance multiple forms of employee well-being.

In a world teeming with concurrent processes and associated chaos, organizational working procedures have adapted to new trends; employees must keep up with everything while maintaining their mental health. Spirituality lends a person's life significance. Spirituality in the workplace can both physically and psychologically engage employees. Spirituality in the workplace is reflected in the organizational culture, which is founded on fundamental values such as trust, honesty, appreciation, innovation, care, respect, and loyalty. Workplace spirituality encompasses the pursuit of one's ultimate purpose in life, the development of a solid connection to colleagues and other people associated with work, and the consistency or alignment between one's fundamental beliefs and the organization's values. To have a competitive advantage and attract the best personnel, an organization's working environment must be based on strong ethical and spiritual values such as compassion, integrity, respect, harmony, trust, teamwork, and forgiveness, among others.

This paper aims to examine the direct effects of three workplace spirituality aspects – meaning in work, community at work, and positive organizational purpose – and individual spirituality on three work attitudes – job satisfaction, job involvement, and organizational commitment. It also seeks to examine the interactive effects of these three workplace spirituality aspects and individual spirituality on these three work attitudes.

The paper briefly outlines the existing workplace spirituality research, indicates the required research and places this study in that backdrop. It then outlines theory building for specifying a set of hypotheses. It uses data from a sample of managerial level employees from India to test the hypotheses.

The study results provided considerable support for the hypothesized relationships between workplace spirituality aspects and work attitudes but not for the hypothesized relationships between individual spirituality and work attitudes. The results provided only marginal support for the interactive effect model, which hypothesized that individual spirituality will moderate the effect of workplace spirituality aspects on work attitudes.

Research implications of the findings outlined in this paper will encourage research to link various organizational topics such as leadership with workplace spirituality. They also highlight the need to examine more complex models to examine joint effects of workplace spirituality and individual spirituality on work attitudes.

The findings can provide some relevant inputs for leadership actions and organization development efforts aimed at implementing workplace spirituality in organizations.

The paper's value partly comes from the outlined research and practice implications.

This paper seeks to outline and compare two approaches to workplace spirituality facilitation and to derive conclusions and suggest implications for research and practice.

The article uses two real‐life descriptions from the existing literature to outline two approaches to workplace spirituality facilitation. It outlines similarities and differences between them. It also compares them on key features and outlines their implications and complementarities. Based on this, it describes conclusions and implications for research and practice.

The paper finds that the first approach, with its starting point of organizational spiritual values and emphasis on organizational processes to facilitate the transmission of these values, can be identified as an organization‐focused approach. At the centre of the second approach is a program for transformation or spiritual development of individual employees.

Inputs from the present paper will help future research to specify: comprehensive classifications – typologies and taxonomies – of various types of approaches to workplace spirituality facilitation; and new theories of workplace spirituality facilitation.

The paper can inform workplace spirituality implementation efforts in organizations.

Theory development in workplace spirituality is at a formative stage. Thus, various inputs, outlined in the research implications part of the paper, for further theory development will be a valuable contribution to workplace spirituality research.