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This paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.

Contemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.

As the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.

The proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.

The screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.

The paper redefines workplace spirituality (WS/WPS) by transcending the existential vacuum (in psychiatric terms a sense of lack of meaning of human existence and thus of work), leading to the development of workplace creativity, productivity and satisfaction, targeting operational profitability and organizational optimization.

Spirituality is analyzed philosophically, following the Nietzschean definition in response to Schopenhauer’s primordial suffering. Philosophical syncretism yields a viable organizational culture change model of spiritualizing the workplace. For this purpose, specific techniques are proposed which are combined with those already applied to various large companies and organizations.

Spirituality in the workplace acts as a catalyst for developing beneficial qualities by increasing employee job satisfaction, organizational efficiency and business profitability, when equally responding to stakeholders’ needs.

The suggested change model holistically fosters organizational, operational, individual and collective effectiveness through work place spirituality redefined.

For the first time spirituality in the workplace is discussed under a brand new perspective, resulting in an interdisciplinary emerging model, contributing to the field by providing guidance to academics and practitioners to its auspicious implementation through organizational culture change.

This paper explores the fragmented social policy choices imposed in Greece during the turbulent period 2010–2020. The institutional, political, and economic crisis brought in the enforcement of huge austerity reforms provoking deep socioeconomic devaluation: in GDP, in available income, in job opportunities, in living standards, in social protection. The decade is marked by a couple of mismatches diminishing welfare provision and mounting social need, inexpedient national administration, and unbalanced international intervention. A major cause of the national bankruptcy has been the stark imbalances of a residual social policy system which never aimed at tackling inequalities, challenging market outcomes, or fighting poverty. A fractured system distributing welfare according to individualistic/corporatist criteria, preserving a clientelistic/corrupting pattern, focusing upon an unfair/irrational pension provision. At a first sight, the urgent changes during the crisis have reinforced residualism, deregulated social/labor rights, reproduced inadequacies, exacerbated the discontinuities with the European Social Model. At a second reading, they have also recalibrated the system embracing elements of universality, unity, rationality, sustainability, and equity. In sum, the 2021 social policy starting point provides modest protection and keeps complexities, contradictions and controversies. The crisis imposed a welfare strategy of cuts that has produced less provision, stricter conditions, more harmony, dubious viability, dribs, and drabs of justice. The pandemic health crisis gives now prominence to the neglected but crucial role of the NHS and, in a broader sense, to the vital importance of institutionalised welfare provision.