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 7 7 Raysa Geaquinto Rocha The practically wise (phronetic) organization has a practically wise workplace. The practically wise workplace is a context composed of practically wise leaders, members, and groups (Rocha and Pinheiro 2020a). It has all dimensions of workplace spirituality highly developed (next topic), and advanced minor shared contexts. Members share the same purpose and act appropriately (Rocha and Pinheiro 2020a). On this topic, based on the teachings of Aristotle (1893) and Aquinas (1485) on the prerequisite of knowledge (general and technical) for the development of individual practical wisdom, propositions have been formulated around the individual, collective and contextual (ba) levels where practical wisdom is established, spread, and embodied in the organization through knowledge management. The first at the organizational level P1: Knowledge management fosters organizational practical wisdom (phronesis). P1.1: Knowledge creation/sharing leads to individual practical wisdom. P1.2: Knowledge creation/sharing leads to the development of the leaders’ practical wisdom. P1.3: Knowledge creation/sharing leads to the development of workplace practical wisdom. P1.4: Shared context leads to the development of individual practical wisdom. P1.5: Shared context leads to the development of the leaders’ practical wisdom. P1.6: Shared context leads to the development of workplace practical wisdom. P1.7: Organizational learning leads to the development of individual practical wisdom. P1.8: Organizational learning leads to the development of workplace practical wisdom P1.9: Organizational learning to the development of the leaders’ practical wisdom. 6.2 From Organizational Spirituality through Knowledge Management The organizations’ “spiritual foundation” is a cornerstone of organizational learning (Senge 1990, 10). Organizational spirituality “is an organizational identity resulting from its values, practices, and discourse that is composed of the workplace and individual spirituality guided by the leader and other members and influenced by the environment, organizational culture, and knowledge management. This spirituality generates value and social good that is visible in the organization’s image, mission, vision, and organizational values.” (Rocha and Pinheiro 2020b). A genuine organizational spirituality presupposes a feeling of belonging, shared purpose, the motivation to inner improvement (Rocha and Pinheiro 2020b; Karakas 2010b; Ashmos and Duchon 2000; Gotsis and Kortezi 2008). Members will be more willing to share what they know, train the novices, learn from each other, make the workplace more pleasant (Fry 2003), and conducive to knowledge management become even more vital. Leaders also ought to improve organizational spirituality to enhance individual and workplace spirituality (Pawar 2017). Individual spirituality enhances communication and awareness of members (Zaidman and Goldstein-Gidoni 2011). It will also strengthen its values and culture to make individual and workplace spirituality robust (Pawar 2017). Workplace spirituality concerns the spiritual experience of members at work (Pawar 2017). It “is a framework of organizational values evidenced in the culture that promotes employees’ experience of transcendence through the work process, facilitating their sense of being connected to others in a way that provided feelings of completeness and joy” (Giacalone and Jurkiewicz 2003, 13). Workplace spirituality is a construct related to employee well-being (human resources perspectives), sense of meaning and purpose (philosophical perspective), and sense of community and interconnectedness (interpersonal perspective) (Karakas 2010b; Ashmos and Duchon 2000). From a philosophical perspective, Gotsis and Kortezi (2008) defend that a Kantian deontological or a virtue ethics basis support most spiritual values, namely honesty, forgiveness, hope, gratitude, humility, compassion, and integrity. Members who live these guidelines develop mutuality, interconnectedness, transcendence, personal completeness, joy, and virtues, such as prudence. It is necessary to incorporate workplace spirituality, and the leader has the responsibility of guiding the company along this path to the achievement and maintenance of organizational learning (Fry 2003). Spiritual leadership is a holistic leadership that integrates the essence of the members into the workplace, physical, mental, emotional, and spiritual (Fry 2003). Then, the definition of spiritual leadership chosen is “comprising the values, attitudes, and behaviors that are neces-
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