Abstract
The human resources business partner (HRBP) is a key player in realising the strategic intent of the business through its workforce. This cohort of employees must ensure that both the interests of the business and those of its employees are well taken care of for the mutual benefit of the employer and the employee. The presence of spiritual leadership in the workplace has been seen to deliver superior results in organisations. The study therefore sought to understand and outline how the Senior HRBP can leverage their role in the organisation to understand, outline and embed spiritual leadership in the workplace by delving into Spiritual Leadership (SL), its benefits in the workplace, and the role of HR Business Partners in fostering it.
The study is a qualitative, explorative descriptive phenomenological study which employed thematic analysis to provide valuable insights into the lived experiences and perceptions of the participants, shedding light on the complex and multifaceted nature of the phenomenon under investigation. Making use of a sample of 10 Senior Human Resources Business Partners, the researcher, through an in-depth exploration of individual narratives, identified recurrent themes and patterns, enabling the emergence of significant themes that capture the essence of the participants' experiences.
The research indicates that the HRBP plays a vital role in appreciating SL in the workplace so that it can be embedded and advocated for. This role is shared with leaders and employees alike and begins with the understanding of the deeply personal nature of spirituality and how it applies to the workplace. Key themes such as guiding employees to connect with themselves, others, and Higher Powers, by promoting practices like meditation, mindfulness, and gratitude for emotional and spiritual well-being were highlighted. The interplay between SL, workplace culture and values as well as promoting diversity of spirituality in the workplace was highlighted by the data. This support encompasses physical well-being, outdoor activities, and grounding mechanisms, reinforcing the idea that employees can maintain a connection to a Higher Power throughout their workday.
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To truly advocate and support SL in the workplace it is recommended that the HRBP must function as an agent of continuous change, establishing alignment between the organisational values and practices with SL practices, assessing progress, promoting inclusivity, and fostering an environment that values purpose, individual well-being, and a connection to a Higher Power. The HR professionals are tasked with navigating this complex interplay of spirituality, beliefs, and workplace culture, embracing the challenge of accommodating multiple belief systems while upholding organizational sustainability. They must also facilitate the alignment of personal and professional values, with the help of leadership and organizational culture, to foster inclusivity, respect, and diverse spiritual practices.
The study has contributed to the growing body of knowledge in the field of SL, adding the voice and role of the Human Resources business partner to support the embedding of spiritual leadership practices in the workplace. A conceptual model for enhancing SL through HRBPs is proposed.