Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance

By J. Reb, Jayanth Narayanan, Sankalp Chaturvedi. Mindfulness, 2012

341 citations recorded by the source corpus.

This research examines the influence of leaders’ mindfulness on employee well-being and performance. We hypothesized that supervisors’ trait mindfulness is positively associated with different facets of employee well-being, such as job satisfaction and need satisfaction, and different dimensions of employee performance, such as in-role performance and organizational citizenship behaviors. We also explored whether one measure of employee well-being, psychological need satisfaction, plays a mediating role in the relation between supervisor mindfulness and employee performance. We tested these predictions in two studies using data from both supervisors and their subordinates. Results were consistent with our hypotheses. Overall, this research contributes to our understanding of leadership by examining the foundation of supervisors’ effectiveness in their awareness and attention. It also contributes to our understanding of mindfulness by examining its interpersonal effects in a very important domain of human life: the workplace.

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

View Paper: https://www.semanticscholar.org/paper/9a1c3db4a84681730802dd48d138196063bd3083

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Citations in the corpus

Contemplating Mindfulness at Work (2016, background): “Reb et al. (2014) found leaders’ trait mindfulness was positively associated with employees’ work-life balance, job satisfaction, citizenship behaviors, and job performance and negatively related to employee exhaustion and deviance; psychological need satisfaction mediated many of these…”
Examining workplace mindfulness and its relations to job performance and turnover intention (2014, background): “, 2011), empirical studies examining this claim are just beginning to emerge (e.g. Hülsheger et al., 2013; Reb et al., 2012).”
Mindfulness at Work: Positive Affect, Hope, and Optimism Mediate the Relationship Between Dispositional Mindfulness, Work Engagement, and Well-Being (2015, background): “2012; Schonert-Reichl and Lawlor 2010), coaching (Cavanagh and Spence 2012), or leadership training (Sauer and Kohls 2011; Reb et al. 2012) is growing rapidly.”
The Mediating Role of Emotional Exhaustion in the Relationship of Mindfulness with Turnover Intentions and Job Performance (2016, background): “Thus, consistent with others (e.g., Hülsheger et al. 2013; Reb et al. 2014), we treat mindfulness as a dispositional construct that can be assessed through self-report.”