- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Previous research has demonstrated that employee and leader mindfulness play a significant role for well-being at work. Yet, we lack a sufficient understanding of how leader mindfulness translates into subordinates’ well-being. In this paper, we argue that transformational leadership serves as a mediating mechanism of the relationship between leader mindfulness and subordinates' well-being (i.e., positive and negative affect, job satisfaction, psychosomatic complaints, and emotional exhaustion) at work. Findings are reported from a cross-sectional multi-source study with 65 leaders and 153 employees from different industries. Multilevel mediation analyses showed that leader mindfulness was positively related to subordinates’ positive affect as well as job satisfaction and negatively related to subordinates’ psychosomatic complaints via transformational leadership. This study adds to the literature on mindfulness at work in underlining the importance of leader mindfulness for subordinates’ well-being introducing transformational leadership as a mediating variable. We discuss the importance of reconciling research on mindfulness and leadership, and of promoting mindfulness in organizations.
In this study, we investigated the indirect effect of leader mindfulness on subordinates’ well-being via transformational leadership. Our results showed that leader mindfulness was positively related to transformational leadership that, in turn, was positively related to subordinates’ positive affect and job satisfaction and negatively related to subordinates’ psychosomatic complaints. Furthermore, leader mindfulness was indirectly related to these well-being indicators via transformational leadership.
We contribute to the understanding of interpersonal correlates of mindfulness at work by introducing transformational leadership as an important mechanism through which leader mindfulness relates to subordinates’ well-being. Our results suggest that leader mindfulness finds expression in leaders’ behavior, through which mindfulness translates into subordinates' well-being, extending research that found a positive relationship between leader mindfulness and subordinates’ well-being (Reb et al. 2014). Our study adds to the leadership literature by suggesting that mindfulness facilitates an attentive, stimulating and inspiring behavior that characterizes transformational leadership. First, awareness and a nonreactive stance characterizing mindfulness enable leaders to consider their subordinates’ personal needs and to adapt their own reactions accordingly, facilitating supportive leadership. Second, adaptive and flexible reactions that come along with mindfulness allow leaders to recognize work improvements as they refrain from automatically imposing past judgments, enhancing personal recognition. Third, openness to experience as another mindfulness facet enables mindful leaders to serve as a role model for adaptive cognition, thereby intellectually stimulating their subordinates. Taken together, our results highlight the importance to consider mindfulness in the context of leadership.