Purpose The purpose of this paper is to examine the impact of regular mindfulness meditation practice on five personal qualities that an extensive literature review deems critical for successful leadership in an age of rapid organizational change and uncertainty. Design/methodology/approach In this eight-week study, the authors investigated whether a weekly, 45-minute mindfulness practice routine (n=20) would significantly improve five leadership qualities when compared with a weekly, three hour graduate level leadership course (n=21), which in contrast incorporated theoretical instruction, skills practice, and experiential learning. Both samples included organizational leaders throughout the Minneapolis/St Paul area. Findings Results of a pre-post survey confirmed that when compared with participants in the leadership course condition, participants in the mindfulness practice condition demonstrated a significant increase in promotional regulatory focus and a significant reduction in trait anxiety and stress. No significant changes were seen for resilience or tolerance for ambiguity. This study also uncovered significant inter-correlations between scores on trait anxiety and a number of variables, most notably promotional regulatory focus. Implications exist for numerous bodies of research concerning leadership, well-being and the leadership development programs they influence, which include leadership psychology, organization development, and mindfulness-based stress reduction. Originality/value This is the first study of its kind (to date) to investigate the impact of mindfulness practice on leadership qualities, which according to research, are critical to leadership performance.
This study aimed to investigate the effects of servant leadership on leader commitment and organizational commitment, and members’ participatory behaviors in church service and events, based on 1232 members in 28 Catholic churches in South Korea. We found that those who perceived a high level of servant leadership from their priest(s) tended to commit more to the priest (i.e., leader) and to the church (i.e., organization). Members attended in weekday worships in addition to Sunday Mass more often, and participated in church activities and services, when highly committed to the church. Based on structural equation modeling, we found a linear relationship from servant leadership to leader commitment, to organizational commitment, and eventually to members’ participatory behaviors. A potential contribution lies in that this study confirmed the mediating roles of leader commitment and organizational commitment on the relationship between servant leadership and participatory behaviors in the context of Korean Catholic church.Abbreviation: SL: servant leadership; LC: leader commitment; OC: organizational commitment; PB: participatory behaviors
Cognitive-behavioral, spiritual, and integral approaches to management each describe a leader’s way of being as a matter of congruence between presence and purpose. This article introduces Ways of Being Theory (WBT), which bridges these approaches by comparatively analyzing assumptions and empirical observations. WBT defines presence as an individual’s dispositional level of awareness and purpose as the typical level of meaning they assign to work. By connecting these tensions, WBT reveals four different ways of being that have critical implications for leaders and organizations facing unprecedented challenges in the wake of COVID. This article also presents findings from a preliminary study on psychometric and comparative characteristics of a Way of Being Inventory (WBI), which partially supports a two-factor structure.
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