Knowledge about mindfulness and its impact on emotional reactivity, behaviors, and wellness has greatly increased in recent years as mindfulness practices make their way from the clinic to the workplace. Studies of the relationships between mindfulness and personality assessments commonly used in organizational consulting and coaching, however, have been few. We sought to determine what relationships exist between two personality assessments (the Hogan Personality Inventory [HPI] and Hogan Development Survey [HDS]) and two measures of mindfulness (the Five Facet Mindfulness Questionnaire and the Mindfulness Attention and Awareness Scale). Results indicated eight scales were significantly related with one or more of the mindfulness scales across two independent samples. HDS Cautious had the strongest correlations across the mindfulness scales, followed by HPI Adjustment and Ambition, HDS Leisurely, and HDS Excitable. Given the frequent practice by consultants of using assessments to predict team effectiveness and leader performance, we discuss potential ways to integrate mindfulness-enhancing practices into the coaching of different personality profiles, particularly those profiles prone to higher emotional reactivity, distractible attention, and a lack of self-or other-awareness.
Purpose The purpose of this paper is to focus on “mindfulness” as an emerging wellness, performance, and leadership solution in business, and the role of human resources (HR) in effectively leveraging the potential value while minimizing the potential risks. Design/methodology/approach This paper reviews current research and current discussion of mindfulness in business, leadership, health, and management media, and provides recommendations for effective adoption. Findings Benefits of mindfulness practices include improved overall health and improved stress management for individuals and correlated benefits in productivity and performance of individuals, teams, and leaders. The potential risks of mindfulness include disengagement of non-participants and wasted investment if not integrated with company practices and culture. Practical implications This paper highlights the importance of aligning introduction of mindfulness with company practices and culture, ensuring voluntary participation, providing effective communication, and maintaining a secular nature of implementation. Originality/value This paper helps HR leaders leverage mindfulness for performance and wellness of individuals, teams and leaders.
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