A multi-method examination of the effects of mindfulness on stress attribution, coping, and emotional well-being

Weinstein, Netta; Brown, Kirk Warren; Ryan, Richard M.

doi:10.1016/j.jrp.2008.12.008

Cited by 605 publications

(502 citation statements)

References 51 publications

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“…Results reported in the current study are consistent with previously reported relationships of mindfulness to resilience, and stress (Soysa, & Wilcomb, 2015;Thompson et al, 2011;Weinstein et al, 2009). We also found that self-esteem was positively associated with resilience and negatively associated with stress.…”

Section: Discussionsupporting

confidence: 93%

“…Higher mindfulness levels may lead to lower levels of perceived stress due to reduced negative cognitive appraisals of challenging and threatening events and experiences (Weinstein et al, 2009). An individual's ability to cope with life's stressors also gets enhanced with mindfulness meditation (Shapiro et al, 2007).…”

Section: Mindfulness Resilience and Stressmentioning

confidence: 99%

“…Mindfulness may reduce the tendency to perceive situations in stress-inducing ways (Shapiro et al, 2007). People with higher levels of mindfulness are less likely to appraise their day-to-day experiences as stressful (Weinstein et al, 2009). Individuals with a high level of mindfulness regulate their emotions to meet their needs as they behave in ways that are consistent with their values.…”

Section: Mindfulness Resilience and Stressmentioning

confidence: 99%

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International Journal of Emergency Mental Health and Human Resilience

Bajaj¹

2017

Int J Emerg Ment Health

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Section: Discussionsupporting

confidence: 93%

Section: Mindfulness Resilience and Stressmentioning

confidence: 99%

Section: Mindfulness Resilience and Stressmentioning

confidence: 99%

See 1 more Smart Citation

International Journal of Emergency Mental Health and Human Resilience

Bajaj¹

2017

Int J Emerg Ment Health

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“…Yet, the theoretical and empirical mindfulness literature suggests that mindfulness does not only have trait-like but also state-like properties (Glomb et al, 2011;Weinstein et al, 2009) and so does sleep quality (Rook & Zijlstra, 2006;Sonnentag et al, 2008;Sonnentag & Binnewies, 2013;Walkowiak, Hülsheger, & Zijlstra, 2010. Indeed, day-to-day within-person variation in mindfulness has been shown to be substantial, ranging between 38% and 71% (Brown & Ryan, 2003;Hülsheger et al, 2013).…”

Section: Mindfulness and Sleep Quality From A Day-level Perspectivementioning

confidence: 99%

The power of presence: The role of mindfulness at work for daily levels and change trajectories of psychological detachment and sleep quality.

Hülsheger¹,

Lang²,

Depenbrock³

et al. 2014

Journal of Applied Psychology

218

211

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In this research, we examined the role of mindfulness for recovery from work using a daily diary design (N ϭ 121; 5 days; 3 measurement occasions per day). The first goal of the study was to investigate the relationship of mindfulness with sleep quality and the mediating role of psychological detachment from a day-level perspective. A second goal was to extend the process perspective in recovery research beyond the day level and consider systematic change trajectories in recovery variables over the course of the work week and the role of mindfulness in these trajectories. Results regarding day-level relationships confirmed that mindfulness experienced during work was related to subsequent sleep quality, and this relationship was mediated by psychological detachment from work in the evening. Furthermore, an investigation of the role of mindfulness in recovery change trajectories supported the idea that psychological detachment trajectories increase over the work week for individuals low on mindfulness while there was no systematic mean-level change for individuals high on mindfulness. In contrast, sleep quality followed a linear increase from Monday to Friday for all individuals, irrespective of their levels of trait mindfulness. Practical and theoretical implications for the mindfulness and the recovery literature are discussed in conclusion.

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“…By having a greater internal awareness, mindful individuals are more able to attend to prompts arising from their basic needs, enabling them to regulate their behavior in a way that fulfills these needs (Brown and Ryan, 2003), thereby stimulating their intrinsic motivation (Gagné and Deci, 2005). The enhanced awareness of one's emotions, thoughts, and behaviors stimulates the individuals to be aware of and act in accordance with one's core or true self (Kernis and Goldman, 2006) and to make the conscious decision to engage in work-related activities (Weinstein et al, 2009). Also, mindful individuals are more aware of resources in their environment that support them in achieving their personal goals, thereby enabling them to select and optimize those resources that foster a fit between their personal goals and their work context (Deci and Ryan, 2000), resulting in more autonomous motivation (Kernis and Goldman, 2006).…”

Section: Mindfulness and Intrinsic Motivationmentioning

confidence: 99%

Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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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.

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A multi-method examination of the effects of mindfulness on stress attribution, coping, and emotional well-being

Cited by 605 publications

References 51 publications

International Journal of Emergency Mental Health and Human Resilience

International Journal of Emergency Mental Health and Human Resilience

The power of presence: The role of mindfulness at work for daily levels and change trajectories of psychological detachment and sleep quality.

Mindfulness as substitute for transformational leadership

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