Orientation: Despite increased interest in the topic of ethical behaviour, the unethical behaviour of individuals in various professions is increasing. In order to support professional bodies in their quest to promote ethical behaviour of professionals, one needs to consider what organisations can do to promote ethical conduct.Research purpose: The purpose of this research study was to investigate whether organisations that have spiritual values, that is, workplace spirituality, have a significant impact on the ethical behaviour of project managers.Motivation for the study: Project management as a profession has always been concerned about quality and ethics, but ethical behaviour seems to be on the increase rather than on the decrease. Therefore, it is necessary to consider factors within the organisational context that can promote ethical behaviour.Research approach/design and method: The study was quantitative in nature, and data were collected from individuals studying towards a project management qualification. A descriptive case study design was used and data were collected once-off by means of a survey.Main findings: The findings of the study indicated that workplace spirituality influenced ethical behaviour to some extent, as it promotes responsibility and fairness, which are key values of the Project Management Institute.Practical/managerial implications: If organisations adopt spiritual values and promote a spirituality-based culture, ethical behaviour could be encouraged. However, workplace spirituality should not be seen as a quick fix to reduce unethical behaviour, and unless there is honest commitment by organisational leaders to transform organisations into humanised and spirituality-based workplaces, not much will be achieved in terms of promoting ethical behaviour.Contribution/value-add: The study contributes to the literature regarding ethical behaviour and workplace spirituality.

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A recent IBM survey found consensus among chief executive officers that organisations are bombarded by change and many are struggling to cope with the transformation. The gap between expected change and the ability to manage the required transformation has almost tripled since IBM’s previous study in 2006. CEOs are moving aggressively towards global business designs, deeply changing capabilities, and partnering more extensively. This trend has great significance for the program approach to managing the enterprise value chain. It necessitates the introduction of cross-functional program management structures to create synergy in monitoring and controlling operations. To succeed, CEOs and the full staff complement of the enterprise of the future need to be well versed in the principles of project, program and portfolio management. Importantly, as program offices in the organisational structure grow in numbers, the need for an executive position to which portfolio managers report increases. It would be unthinkable that they all report to the CEO who, according to the IBM survey, is already “bombarded by change” and “struggling to cope”. The emergent role of chief portfolio officer, or CPO, aims to solve this problem