In recent years, the construct of mindfulness has gained growing attention in psychological research. However, little is known about the effects of mindfulness on interpersonal interactions and social relationships at work. Addressing this gap, the purpose of this study was to investigate the role of mindfulness in leader–follower relationships. Building on prior research, we hypothesize that leaders’ mindfulness is reflected in a specific communication style (“mindfulness in communication”), which is positively related to followers’ satisfaction with their leaders. We used nested survey data from 34 leaders and 98 followers from various organizations and tested mediation hypotheses using hierarchical linear modeling. Our hypotheses were confirmed by our data in that leaders’ self-reported mindfulness showed a positive relationship with several aspects of followers’ satisfaction. This relationship was fully mediated by leaders’ mindfulness in communication as perceived by their followers. Our findings emphasize the potential value of mindfulness in workplace settings. They provide empirical evidence for a positive link between leaders’ dispositional mindfulness and the wellbeing of their followers, indicating that mindfulness is not solely an individual resource but also fosters interpersonal skills. By examining leaders’ mindfulness in communication as an explanatory process, we created additional clarification about how leaders’ mindfulness relates to followers’ perceptions, offering a promising starting point for measuring behavioral correlates of leader mindfulness.

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In today's dynamic and knowledge-intensive work environments, organizational success has become increasingly dependent on employees' willingness to exhibit cooperative behavior toward their co-workers and to refrain from uncooperative actions (Bridoux & Stoelhorst, 2016;Mossholder et al., 2011). One form of cooperation that has been intensively studied in organizational settings is helping behavior among co-workers (Podsakoff et al., 2009(Podsakoff et al., , 2014. Scholars have also recently begun to explore employee behaviors that are explicitly uncooperative in nature, such as intentionally withholding knowledge (i.e., knowledge hiding, Connelly et al., 2012).

This paper investigates the relationships between optimism, mindfulness, and task engagement. Specifically, we hypothesized that optimism, mindfulness, and their interaction would facilitate individuals' task engagement. We tested our research model in four studies: two surveys among gig workers and two experiments. The results of the two surveys among gig workers indicated that optimism predicted higher task engagement, but trait mindfulness did not, and that a multiplicative interaction existed between high optimism and high mindfulness in stimulating task engagement. Our two experiments confirmed a significant interaction between optimism and induced state mindfulness and showed that the most engaging situation is being high in both mindfulness and optimism. Although optimism predicted task engagement, the experiments indicated that the effect of the state mindfulness manipulation was above and beyond that of optimism. Finally, we discuss the nuances of the interaction between optimism and mindfulness in predicting task engagement.