1 Spiritual and emotional intelligences leveraging organizational commitment: The case of a Tunisian university staff Chaima HOSNI1, Rym HACHANA2 1,2 Higher Institute of Accounting and Business Administration 1,2 Mannouba, Tunisia 1 shaimahosni@yahoo.fr 2 rym.hachana@tbs.rnu.tn Abstract— Non cognitive intelligences are currently drawing the attention of researchers. The role of these intelligences is remarkable especially within the workplace. This study examines the influence of spiritual and emotional intelligences on the organizational commitment among a Tunisian university staff. 54 employees were surveyed through a questionnaire composed of: King’s (2008) spiritual intelligence scale (SISRI 24), the Wong and Law’s (2002) emotional intelligence scale (WLEIS) and the Meyer et al.’s (1993) six-item scales of affective, continuance and normative commitment. Using Pearson correlation coefficient and linear regression analysis, the results revealed the positive impact of spiritual and emotional intelligences, separately, on the organizational commitment. Furthermore, a strong relationship between spiritual and emotional intelligences was discovered and the impact of both abilities’ combination was found to significantly affect the organizational commitment. Keywords— Emotional intelligence, spiritual intelligence, organizational commitment, non-cognitive intelligences. I. INTRODUCTION Decision making is never fully rational nor fully irrational [34] and cognition is constantly subjected to emotional and spiritual influences ([19] [42]. The spiritual and emotional abilities will take the charge once rationality has no addition to offer, especially in times of ambiguity and crisis. Accordingly, spiritual intelligence is “the ability to apply and embody spiritual resources and qualities to enhance daily functioning and wellbeing” [2, p.2], whereas emotional intelligence is “the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions” [30, p. 189]. It might seem odd for the majority of management theorists and practitioners to link the organization and the work environment with philosophical issues such as discerning one’s greater purpose in life and feeling the urge to connect to others and to a higher power. Yet all of these feelings and spiritual needs constitute a greater part of individuals’ lives, personalities and thinking processes. Nevertheless, knowing the true self of the employees assists in clarifying their ideological orientations and tolerance towards others’ differences [40]. In addition, understanding their spiritual capacities and emotional stability and abilities would give managers the opportunity not only to boost the organization’s performance and increase its success rates; but also it would International Journal of Economics & Strategic Management of Business Process (ESMB) Vol. 10-pp. 6-14 Copyright IPCO-2017 ISSN 2356-5608