Sukumarakurup Krishnakumar

Bio: Sukumarakurup Krishnakumar is an academic researcher from Keck Graduate Institute of Applied Life Sciences. The author has contributed to research in topics: Emotional intelligence & Psychology. The author has an hindex of 9, co-authored 24 publications receiving 854 citations. Previous affiliations of Sukumarakurup Krishnakumar include Pamplin College of Business & North Dakota State University.

The “what”, “why” and “how” of spirituality in the workplace

Abstract: While the attention to workplace spirituality is growing, there is debate as to what exactly this term “spirituality” means. There seems to be multiple views of workplace spirituality. It could be argued that there are different definitions for the meaning of “spirituality” due to the very strong personal nature of the word itself. We argue that this multiple view of spirituality is a positive thing for organizations if managers attempt to understand differing spiritual views and also encourage all views within an organization. In this paper, we summarize the different perspectives of spirituality, discuss the benefits of encouraging spirituality within organizations, and examine different perspectives of implementing a spirituality‐based culture within firms.

The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension

Abstract: Over the past two decades, conceptual and empirical research on the concept of workplace spirituality has increased and expanded significantly. An early and influential article by Krishnakumar and Neck (2002, Journal of Managerial Psychology 17 (3): 153–164) helped provide direction and structure to the nascent field of workplace spirituality by examining the “what” – the definitions and meanings of multiple views of workplace spirituality, the “why” – the potential benefits for organizations from encouraging such differing views of workplace spirituality among their members, and the “how” – the ways in which spirituality may be encouraged or implemented within organizations. The current paper provides a retrospective update and extension of the Krishnakumar and Neck (2002) “what, why, and how” framework and “spiritual freedom” model. More specifically, the paper reviews the development and expansion of the workplace spirituality literature over the past decade and a half and considers the potenti...

Maintaining an even keel: An affect-mediated model of mindfulness and hostile work behavior.

Abstract: Mindfulness, defined in terms of greater attention to and awareness of the present moment, may benefit equanimity both outside and inside the workplace. Two studies (total N = 224) of part-time employees supported this idea. Employees who were higher in dispositional mindfulness were less Machiavellian (Study 1), and they engaged in fewer counterproductive work behaviors (CWBs; Study 2). Furthermore, and consistent with an emotion-related theory of mindfulness, these inverse relationships were mediated by hostile feelings such as irritation and anger. That is, mindful people were less hostile in their behaviors in part because they were less prone to hostile feelings. The results suggest that mindfulness may be an efficacious state in reducing hostile feelings and behaviors at work. More generally, they contribute to an emotion-related perspective of mindfulness and some of its behavioral consequences.

The “good” and the “bad” of spiritual leadership

Abstract: This paper develops and presents a spiritual contingency model of spiritual leadership that includes spiritual leadership characteristics such as follower’s feelings of interconnectedness, religious or existential faith, and leader charisma along with such boundary conditions and contingencies (moderators) as narcissism, pro-social motivation to lead, follower perceptions of leader integrity (ethics), and perceived organizational support. In exploring these contingency factors, the paper also examines the potential “dark side” of spiritual leadership and concludes with implications for future research and managerial practice as suggested by the model.

Uncomfortable Ethical Decisions: The Role of Negative Emotions and Emotional Intelligence in Ethical Decision-Making

Abstract: Understanding ethical decision-making and what makes for decisions that are more or less ethical has been a perplexing problem for eons. Even back in biblical times, the wise King Solomon pondered how he might "do justice." Doing justice, or the right thing, is no less salient in the current millennium. Consider a New York Times (5-28-2009, David Brooks) discussion on Supreme Court justices and the ethical decisions they must make. A central concern of this opinion piece is how these justices might make more or less ethical decisions. Curiously enough, the Times thought that a justice's emotions more often than not played a pivotal role in those ethical decisions. The Times claimed that having those emotions was inevitable. The important thing here, at least according to the Times, was not the presence of those emotions, but the way in which the justices interpreted and dealt with those emotions. When a justice appropriately deals with their emotions, he/she should be able to make better decisions. This issue dealing with justices, emotions, and ethical decisions parallels the central theme of this paper--and that theme is emotions are pervasive in ethical decision-making and how an individual works through those emotions strongly affects --for better or worse--their ethical decisions. The more skilled a person is in dealing with his/her emotions, the more likely that person is to make more ethical decisions. The above-mentioned historical, anecdotal, and practitioner-based perspectives are further supported by both theoretical and empirical research in ethical decision-making (EDM). Researchers have long acknowledged the importance of several factors that influence EDM. These factors include moral intensity (Jones, 1991), stages of individual development (Kohlberg, 1969), and the stage of decision-making (Rest, 1986). Even so, there still appears to be a significant void related to understanding the role of emotions. Many researchers have acknowledged this gap (Gaudine and Thorne, 2001; Haidt, 2001; Rogerson et al., 2011; Trevino et al., 2006). This is not to say that there is no research related to emotions. Most of the research related to emotions so far has looked at moral emotions (e.g., guilt, shame). As demonstrated by the previous situation, making ethical decisions, decisions that involve what is morally right or wrong, can be a challenge and a source of great discomfort, especially when emotional forces prompt individuals to act less ethically (Gentile, 2010). Although Connelly et al. (2004) have studied the effects of trait emotions on EDM, no other study has looked at the effects of state emotion on EDM. This study aims to fill that void by examining the specific emotions of sadness and anger. In filling this gap, this paper addresses Gaudine and Thorne's (2001) call for more scrutiny of the role of emotions in EDM and Trevino et al.'s (2006) call for closer examination of contextual and affective factors in EDM. Specifically, this study suggests two additional factors that could have a very strong influence on EDM, which are: (1) strong, negative emotions such as sadness and anger; and (2) people's ability to handle those emotions, otherwise more commonly known in the academic community as Emotional Intelligence (EI). In this paper, the role of two discrete negative emotions, sadness and anger, in the ethical decision-making (EDM) process is explained and synthesized. Discrete emotions are basic in nature and unique from each other and have evolutionary purposes (Frijda, 1988; Izard, 2009). The intervening and significant role of emotional intelligence in EDM is also explained. Then, data is presented that support hypotheses. THE PROCESS OF ETHICAL DECISION-MAKING Before the role of negative emotions in EDM is synthesized, an examination of research that has already been done is helpful. Traditionally, most research and practice has focused on the cognitive aspects of EDM. …

Working With Emotional Intelligence

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Spirituality and Performance in Organizations: A Literature Review

Abstract: The purpose of this paper is to review spirituality at work literature and to explore how spirituality improves employees’ performances and organizational effectiveness. The paper reviews about 140 papers on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: a) Spirituality enhances employee well-being and quality of life; b) Spirituality provides employees a sense of purpose and meaning at work; c) Spirituality provides employees a sense of interconnectedness and community. The paper introduces potential benefits and caveats of bringing spirituality into the workplace; providing recommendations and suggestions for practitioners to incorporate spirituality positively in organizations.

Spirituality and Performance in Organizations: A Literature Review.

Abstract: The purpose of this article is to review spirituality at work literature and to explore how spirituality improves employees’ performances and organizational effectiveness. The article reviews about 140 articles on workplace spirituality to review their findings on how spirituality supports organizational performance. Three different perspectives are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature: (a) Spirituality enhances employee well-being and quality of life; (b) Spirituality provides employees a sense of purpose and meaning at work; (c) Spirituality provides employees a sense of interconnectedness and community. The article introduces potential benefits and caveats of bringing spirituality into the workplace; providing recommendations and suggestions for practitioners to incorporate spirituality positively in organizations.