Abstract
Although ethical leadership has been recognized as a critical factor in the long-term success of organizations, extant literature provides limited insight into how ethical leadership is developed. To advance the understanding of ethical leadership development, I investigated the effects of spiritual practices on ethical leadership and the moderating effects of intercultural sensitivity on the relationship between spiritual practices and ethical leadership. Through a survey-based study of 103 leader-peer/follower dyads, I found that there were significant effects of gratitude practice, a sub-type of spiritual practices, on two sub-factors of ethical leadership: people orientation and fairness. In addition, I found that there were four significant quadratic relationships between spiritual practices and some of the sub-factors of ethical leadership. Also, intercultural sensitivity moderated a quadratic relationship. I discuss a plausible explanation for the quadratic relationships based on the concept of a workplace spirituality continuum. I also offer implications for future research and practice.
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