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<p>Today’s VUCA business environment has compelled organizations to resort to corporate layoffs and downsizing to become ‘lean and mean’. In the wake of downsizing, employees are psychologically disengaged and are experiencing a lack of meaning and compassion at work. Furthermore, both academia and industry are replete with instances of power abuse and exploitation, revealing a trend of leaders and subordinates prioritizing self-interest over stakeholder welfare, reflecting a concerning rise in unbridled greed and unethical behaviour. The responsibility rests with leaders to take charge and cultivate work environments that foster compassion and a sense of meaning at work by working for the greater good. We position this study as a response to an impending call for a leadership approach that motivates the employees to experience meaningful work and transcend the walls of self-centric, organizational-centric lenses and contribute to the greater good. Drawing our grounding from social learning theory and broaden-and-build theory, we examine whether spiritual leadership can effectively motivate employees to experience meaningful work and contribute to the greater good. Based on <i>time-lagged</i> two-wave data collected from 355 employees, our findings highlight that spiritual leadership fosters employees’ experience of meaningful work and inspires them to work for the greater good. Moreover, psychological compassion climate serves as a boundary condition for assessing the impact of spiritual leadership on inspiring employees to work for the common good. This study elaborates on the theoretical and practical implications of our findings and offers avenues for future research.</p>

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Spiritual Leadership and the Pursuit of Greater Good: The Intervening Role of Employees’ Experience of Meaningful Work

  • 期刊论文

  • 发表日期：

    2026年4月26日

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  • Sai Bhargavi Vedula,
  • Abhishek Yadav,
  • Mala Srivastava

摘要

Today’s VUCA business environment has compelled organizations to resort to corporate layoffs and downsizing to become ‘lean and mean’. In the wake of downsizing, employees are psychologically disengaged and are experiencing a lack of meaning and compassion at work. Furthermore, both academia and industry are replete with instances of power abuse and exploitation, revealing a trend of leaders and subordinates prioritizing self-interest over stakeholder welfare, reflecting a concerning rise in unbridled greed and unethical behaviour. The responsibility rests with leaders to take charge and cultivate work environments that foster compassion and a sense of meaning at work by working for the greater good. We position this study as a response to an impending call for a leadership approach that motivates the employees to experience meaningful work and transcend the walls of self-centric, organizational-centric lenses and contribute to the greater good. Drawing our grounding from social learning theory and broaden-and-build theory, we examine whether spiritual leadership can effectively motivate employees to experience meaningful work and contribute to the greater good. Based on time-lagged two-wave data collected from 355 employees, our findings highlight that spiritual leadership fosters employees’ experience of meaningful work and inspires them to work for the greater good. Moreover, psychological compassion climate serves as a boundary condition for assessing the impact of spiritual leadership on inspiring employees to work for the common good. This study elaborates on the theoretical and practical implications of our findings and offers avenues for future research.