The purpose of this study was to examine the experience of strategic-level leaders whose spiritual beliefs or practices inform their organizational decision making.
Using a phenomenological methodology, 25 executives were interviewed to understand their lived experience. All participants held executive level positions, engaged in spiritual practices at least once a week and described spirituality as important in their lives.
Thematic analysis revealed themes that pointed to the locus of spirituality in the lives of the executives (innate but not overt) and the types of decisions for which they turned to their spirituality (decisions concerning people). When facing these types of decisions, leaders described an additional step we named “executive discernment.” This additional step sought to establish a connection with the transcendent and was described as heightening their decision-making abilities, serving as a model or “North Star,” or guiding them to a decision.
This study builds on prior theoretical work and gives insight into a process not usually visible: executives' reliance on spirituality during organizational decision making. These insights highlight the potential benefits and provide specificity to the potential risks for leaders who turn to spirituality when making organizational decisions. These risks include an overconfidence in one's decision-making abilities, reliance on an authority inconsistent with organizational aims or failing to convince others of the wisdom of the chosen direction.
