ABSTRACT
A critical question that keeps surfacing when we consider the concept of workplace spirituality is its ability to be established and sustained in common work environments, many of which still lean more toward adversity and toxicity than toward cooperativeness and health. Many employees at lower levels feel that the challenge to maintain a spiritual work environment is greater when one has less decision-making and influencing power. This chapter discusses some ways in which employees at various levels could contribute toward establishing spirituality at work regardless of top management’s perspectives. In order to formulate these ways, the chapter will examine organizational as well as individual drivers of internal, integrated, and external nature, after which a model of the ripple effect that establishes and promotes this trend will be presented.
