Rediscovering Meaning in Management
The idea for this paper grew from my long-standing observation that management, once dominated by rational and profit-centered logic, is steadily rediscovering the importance of meaning, trust, and ethics. Over the past few decades, organizations and scholars alike have begun to realize that economic performance cannot be sustained without human connection and moral grounding. The rigid logic of efficiency and control that once defined modern management is now giving way to a more humanistic understanding of organizations—one that acknowledges emotion, purpose, and spirituality as integral dimensions of work.
This intellectual turn represents not merely a change in vocabulary but a deeper transformation in how we understand organizational life. Leadership models increasingly emphasize authenticity and empathy; corporate values statements highlight inclusiveness and moral integrity; and management scholars explore the psychology of meaning and well-being. Amid these shifts, I became increasingly interested in how spirituality and religion—domains historically regarded as private or even inappropriate for professional discourse—are finding legitimate expression within management theory and practice.
The Central Curiosity: Tracing Spirituality and Religion in Management
The initial spark for this study came from a simple but provocative question: Can spirituality and religion be empirically traced within management scholarship? In other words, beyond anecdotal evidence or normative claims, could one demonstrate a measurable and systematic growth in scholarly attention to these themes?
To explore this, I adopted an evidence-based approach. Using databases such as ScienceDirect and JSTOR, I conducted an extensive literature review to identify trends in how management researchers discuss spirituality, religion, and related constructs such as meaning, purpose, and trust. I paid particular attention to how these ideas appeared within the divisions of the Academy of Management (AOM), a leading body that shapes global management research.
The focus on AOM was deliberate: its structure—spanning divisions like Organizational Behavior, Social Issues in Management, and Management, Religion, and Spirituality—provides a microcosm of evolving scholarly priorities. By examining publication patterns and conference themes, I sought to map how spirituality and religion moved from the margins to the mainstream of academic debate.
This inquiry revealed not only a steady increase in publications containing keywords such as “spirituality at work,” “faith-based leadership,” and “meaningful work,” but also a broadening of conceptual frameworks. What began as isolated explorations within business ethics or organizational culture gradually evolved into a multi-disciplinary conversation encompassing psychology, leadership studies, and institutional theory.
Methodological Pathways and Reflections
Conducting this research required balancing two imperatives: intellectual rigor and cultural sensitivity. Spirituality and religion are deeply personal, often emotional, and contextually grounded phenomena. Their interpretation can vary widely across traditions and individuals. I therefore approached the topic with both respect for its complexity and commitment to analytical clarity.
The methodological process involved content analysis of peer-reviewed management literature, supported by qualitative interpretation of emerging discourses. I examined both the language used—how authors defined spirituality and its role in management—and the contexts in which it appeared, such as leadership development, organizational culture, or corporate social responsibility.
Equally important was acknowledging the pluralism of belief systems. Spirituality in management is not confined to any one religious doctrine. It often refers to a universal human drive for connection, purpose, and transcendence. Yet, religious traditions continue to inform ethical worldviews and institutional trust in subtle ways. Recognizing this interplay helped situate the discussion beyond Western corporate paradigms, allowing space for global and interfaith perspectives.
Challenges and Insights
The most rewarding challenge of this research was precisely this negotiation between analytical precision and interpretive openness. On one hand, management studies demand measurable variables and clear theoretical constructs. On the other, spirituality resists reduction—it speaks to experience, intuition, and moral imagination.
To bridge these realms, I drew upon frameworks from both organizational behavior and philosophy. The study revealed that spirituality’s contribution to management lies not in doctrine but in orientation: it shapes how individuals relate to themselves, others, and their work. Whether expressed through mindfulness, compassion, ethical decision-making, or a sense of higher purpose, spirituality contributes to both personal fulfillment and institutional resilience.
This dual benefit—individual well-being and organizational effectiveness—became a central insight. It challenged the long-standing separation between ethics and performance. In many organizations, particularly those embracing participatory leadership or sustainability principles, compassion and profitability no longer appear contradictory. Instead, they coexist within a shared logic of long-term trust and collective value creation.
The Narrative of Convergence
As I synthesized my findings, what emerged was a powerful narrative of convergence. Ethics, compassion, and performance—once treated as separate or even conflicting domains—now appear as mutually reinforcing dimensions of effective management. The evidence suggests that when organizations nurture trust and authenticity, they simultaneously unlock greater innovation, collaboration, and productivity.
This convergence is visible in both scholarly discourse and practice. In academia, we witness the rise of journals and conferences dedicated to “spiritual leadership,” “meaningful work,” and “faith and management.” In the corporate world, we see the proliferation of purpose-driven organizations that link profitability with social and moral responsibility. This transformation reflects a deeper human yearning to align work with values—to see professional life not as a sphere apart from one’s beliefs, but as an extension of them.
Broader Implications for Leadership and Organizations
This study thus contributes to an emerging paradigm in management thinking—one that recognizes spirituality and religion as vital sources of organizational strength rather than peripheral concerns. Leaders who embody humility, compassion, and moral clarity often foster cultures of openness and psychological safety. Such environments, in turn, encourage creativity, resilience, and trust among employees.
From an institutional perspective, spirituality supports long-term legitimacy. In an era marked by corporate scandals and erosion of public trust, ethical integrity becomes a strategic asset. Organizations grounded in authentic values are better equipped to sustain relationships with stakeholders, manage crises, and inspire loyalty.
Moreover, spirituality provides a moral compass for navigating uncertainty. As globalization, technological disruption, and environmental crises reshape the world of work, leaders increasingly confront questions that exceed purely economic reasoning. The integration of spiritual intelligence—empathy, self-awareness, and moral courage—offers tools for navigating these complexities with wisdom rather than fear.
Conclusion: Toward a Spiritually Grounded Management
This work ultimately argues that spirituality and religion are not peripheral influences but vital forces in creating inclusive, ethical, and high-trust organizations capable of sustainable growth. They invite us to rethink management as more than coordination of resources—it is a stewardship of human potential and moral purpose.
The study’s findings reveal that the reemergence of spiritual and ethical themes in management scholarship is not a nostalgic return to tradition but a forward-looking effort to humanize institutions in an age of complexity. When organizations integrate spirituality—not as ideology but as a lived ethic of care and connection—they rediscover what makes management meaningful.
In essence, the evolution of management thought mirrors a collective awakening: a recognition that success without soul is unsustainable. By embracing the spiritual dimension of work, we do not abandon rationality; we enrich it with compassion, trust, and wisdom. The journey of this research, therefore, is not just an academic inquiry but a reminder of management’s highest calling—to align performance with purpose and profit with people.