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Focuses on the opportunities and challenges facing women managers in corporate India, against the backdrop of a worldwide (albeit theoretical) trend aimed at reducing the gender gap. Bases findings on responses to 162 questionnaires designed to establish the respective attitudes of male and female managers (within manufacturing and service industries) to key gender issues. Examines issues including ‐inter alia ‐ perceptions regarding company hiring practices and remuneration equity; the perceived competencies of women in management; the attitudes of men towards women managers and company initiatives to reduce the gender gap. Establishes that the majority of managers believe that employment in their organizations is based on merit and not gender, however, the results also identify a whole host of less encouraging attitudes which together indicate that there is still a long way to go before sex discrimination is eradicated. Makes a series of recommendations aimed at redressing the balance.

Spirituality in organizations is currently a particularly salient issue in both the scientific and practitioner literature. The “S” factor (Klenke, 2003) has lead to a proliferation of books, special issues of journals, edited volumes, symposia at conferences, and popular press articles which collectively represents a struggle between science and marketing for the soul. Conlin (1999) concluded that “a spiritual revival is sweeping corporate America as executives of all stripes are mixing mysticism into their management, importing into office corridors the lessons usually doled out in churches, temples, and mosques” (p. 150). Recent scandals involving ethical lapses at major U.S. corporations and institutions have only served to reinforce the need for organizations to acknowledge employees' thirst for meaning, community, and connection with a higher purpose and/or power. As a result, tapping into the human spirit at work has become a flourishing business as companies are willing to invest money to sponsor seminars, workshops and retreats on spiritual growth, mediation, creativity, and authentic communication.

Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's Personal Meaning Profile was used to establish the various sources of personal meaning and identify those that predict calling. The results showed significant positive correlations between self‐transcendent personal meaning and calling. Further, calling was also positively correlated with organizational commitment and contrasted with work‐as‐job as a predictor of commitment. The study suggests that not all sources of personal meaning are predictive of calling, and that calling mediates the relationship between self‐transcendent personal meaning and organizational commitment. Theoretical and practical implications are discussed.