7 8 S p i r i t ua l i t y S t u d i e s 7 - 1 S p r i n g 2 0 2 1 sary to intrinsically motivate one’s self and others so that they have a sense of spiritual survival through calling and membership” (Fry 2003, 711). Karakas (2010a) identifies nine spiritual anchors that characterize leaders spirituality, namely, perfection (transcendence); compassion (interconnectedness); passion (work ethics); inspiration (reflection and self-awareness); investigation (learning and search for meaning); dedication (trust and loyalty); appreciation (gratefulness and enthusiasm); determination (social responsibility); and cooperation (wholeness and balance). The concept of secular spirituality used in this research is “a way of being and experiencing that comes about through awareness of a transcendent dimension and that is characterized by certain identifiable values in regard to self, others, nature, life, and whatever one considers to be the Ultimate” (Elkins et al. 1988, 10). Organizational shared contexts (ba) need trust, love, care, and commitment to the nurturing of knowledge creation or sharing (Nonaka and Konno 1998), learning, and embodiment of practical wisdom (phronesis) (Nonaka and Takeuchi 2019; Erden, von Krogh and Nonaka 2008). These qualities of an organizational context are developed when there is a genuine development of organizational spirituality (Ashmos and Duchon 2000; Rocha and Pinheiro 2020b; Bennet and Bennet 2007; Gotsis and Kortezi 2008; Karakas 2010b, 2010a). From these clarifications about the three levels of spirituality and knowledge management (also in 6.1), and the robust connection between organizational learning and organizational spirituality, proposition 2 (related to the organizational level) and its derivatives (related to the individual and collective intra-organizational levels) emerge: P2: Organizational spirituality fosters knowledge management. P2.1: The spirituality of the leader leads to the development of knowledge creation/sharing. P2.2: Individual spirituality is related to knowledge creation/ sharing. P2.3: workplace spirituality is related to knowledge creation/ sharing. P2.4: The spirituality of the leader leads to the development of shared contexts (ba). P2.5: Individual spirituality is related to shared contexts (ba). P2.6: Workplace spirituality is related to shared contexts (ba). P2.7: The spirituality of the leader is related to the development of organizational learning. P2.8: Individual spirituality leads to the development of organizational learning. P2.9: Workplace spirituality is related to organizational learning. 6.3 From Organizational Spirituality through Organizational Practical Wisdom Moral virtues are necessary to achieve practical wisdom (Aristotle 1893; Rowley and Gibbs 2008). Organizational spirituality is profoundly connected with moral virtues, from a philosophical perspective (Gotsis and Kortezi 2008) because spirituality is placed as the reason for the moral, emotional, sense of integrity, truth, and understanding of the members of the organization (Rowley 2006). Practically wise organizations create a context for virtues that allows practical wisdom among its members (Rowley and Gibbs 2008). The spiritual anchors of ‘investigation’ (part 6.2) are linked to curiosity, learning, intellectual development, and foresight (Karakas 2010a). Learning is a process of recognizing an error and adjust actions to meet the expectations (Argyris and Schön 1978). From these characteristics, leaders can develop wisdom (Karakas 2010a). Hence, it is a bridge with the other constructs investigated in the model. Bierly et al. (2000) maintain that one of the pillars for developing organizational wisdom is spirituality, as a bridge between experience and passion for learning. The experience will integrate old and new pieces of knowledge into ponderation. Spirituality is the bridge between knowledge and learning as it fosters reflection, the shaping of goals, the depth of purpose. The passion for learning, also endorsed by spirituality, is the belief in the meaning of one’s work and its accomplishment (Bierly, Kessler and Christensen 2000). Organizational practical wisdom (phronesis) is related to applying knowledge, learning, not only with the accumulation of it (Nonaka and Takeuchi 2019). Learning in a practically wise organization also depends on a sense of being and practice (Rowley and Gibbs 2008). Its workplace is a structured context with a culture and climate of peace, where members feel at home, a dwelling ambiance (Rowley and Gibbs 2008). Thus, weighting, intuition, insight, creativity, and transcendent intelligence are essential to practical wisdom
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