دانلود رایگان مقاله انگلیسی ذهن آگاهی به عنوان جایگزینی برای رهبری تحول گرا - امرالد 2017

Abstract

Purpose – Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership. Design/methodology/approach – An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands. Findings – Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance. Research limitations/implications – Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely. Practical implications – Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation. Originality/value – This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

Discussion

To maintain the effective functioning of organizations in times of restructuring, reorganizing, and delayering much depends on employees’ intrinsic motivation to take ownership for the quality of their work by keeping an open eye to the context of their jobs and displaying extrarole performance (Cerasoli et al., 2014). In line with previous research, we found that transformational leaders may spark the intrinsic motivation of employees, thereby stimulating their extra-role performance (Piccolo and Colquitt, 2006). However, we also found initial evidence that mindfulness partly compensates for the low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance. This result is consistent with our theoretical arguments that both transformational leadership and mindfulness may inspire a greater intrinsic motivation in employees, which in turn is associated with higher levels of extra-role performance.