Mindfulness at Work

By Michael Pirson. 2014

387 citations recorded by the source corpus.

Subfields: Clinical Psychology, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6cd1d142165dd3a8fd04337e5e2376b1ed72219e

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In Clinical Psychology

In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Mindfulness at Work: A New Approach to Improving Individual and Organizational Performance (2015, background): “Considering the wide range of definitions, Grossman (2008) noted that “mindfulness is a difficult concept to define, let alone operationalize” (p.”
Mindfulness at Work: Antecedents and Consequences of Employee Awareness and Absent-mindedness (2013, background): “Encouraged by these findings, organizational scholars have started to explore the role of mindfulness in organizations (e.g., Dane 2011; Glomb et al. 2011; Weick and Putnam 2006).”
Mindfulness at Work: Positive Affect, Hope, and Optimism Mediate the Relationship Between Dispositional Mindfulness, Work Engagement, and Well-Being (2015, background): “2012) under the assumption that a whole range of positive effects on employee performance and well-being would result from increasing levels of mindfulness (Glomb et al. 2011).”
Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance (2012, neutral): “General Discussion To date, little research has examined the role of mindfulness at the workplace (Glomb et al., 2011).”
Mindfulness, Work Climate, and Psychological Need Satisfaction in Employee Well-being (2015, background): “…being a generally positive influence on psychological health and motivation (see Brown and Ryan 2003), mindfulness is an attribute that may insulate people from the costs of negative environments, allowing individuals more equilibrium in nonideal contexts (Glomb et al. 2011; Weinstein et al. 2009).”
Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, positive): “By helping managers to engage openly and flexibly with the present situation, mindfulness supports such good judgment, as well as respectful communication with employees (Carson et al. 2004; Glomb et al. 2011; Karelaia and Reb 2015).”
Trait mindfulness at work: A meta-analysis of the personal and professional correlates of trait mindfulness (2017, methodology): “Research suggests that mindfulness can improve social relationships via enhanced empathy and improved decision making (Glomb et al., 2011).”
A low-dose mindfulness intervention and recovery from work: effects on psychological detachment, sleep quality, and sleep duration (2015, background): “In fact, mindfulness has been shown to enhance adaptive forms of emotion regulation (Arch & Craske, 2006; Erisman & Roemer, 2010; Glomb et al., 2011; H€ ulsheger et al., 2013) and decrease rumination (Glomb et al.”
Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. (2013, background): “…argued that mindfulness inherently is a psychological state that varies from moment to moment within individuals (Allen & Kiburz, 2012; Bishop et al., 2004; Brown & Ryan, 2003; Dane, 2011; Glomb et al., 2011; Heppner et al., 2008; Lau et al., 2006; Robins, Keng, Ekblad, & Brantley, 2012).”
Examining workplace mindfulness and its relations to job performance and turnover intention (2014, background): “In contrast, and as discussed earlier, mindfulness may influence turnover intention by enhancing self-regulation and leading people to appraise events with equanimity (Glomb et al., 2011; Weinstein et al., 2009).”
Contemplating Mindfulness at Work (2016, background): “Glomb et al. (2011) argue that mindfulness confers superior self-regulation of behavior that shapes workplace functioning.”