Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management

Kay, Adam; Skarlicki, Daniel P.

doi:10.1016/j.obhdp.2020.02.005

Cited by 62 publications

(48 citation statements)

References 101 publications

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“…While this research argumentation is consistent with the neuroscience literature on mindfulness and metacognition ( Jankowski and Holas, 2014 ), we did not examine the specific psychological mechanisms that underlie this effect. To date, studies have examined mechanisms such as cognitive reappraisal, decentering process, and affective rumination for the effects of mindfulness ( Fresco et al, 2007 ; Liang et al, 2018 ; Kay and Skarlicki, 2020 ). In addition, it is also possible that COVID-19 stressors are associated with increased workload, alternative shifts, interpersonal conflict.…”

Section: Discussionmentioning

confidence: 99%

“…This state of mind has been linked with numerous positive outcomes, such as reduced employee stress (for a meta-analysis see Bartlett et al, 2019 ), and outcomes more specific to the workplace (for reviews see Reb and Atkins, 2015 ; Good et al, 2016 ; Eby et al, 2019 ). Existing research suggests that many of these benefits are a result of mindfulness, increasing a metacognitive awareness of one’s experience ( Jankowski and Holas, 2014 ; Kay and Skarlicki, 2020 ). Specifically, the metacognitive theory of mindfulness suggests that a non-judgmental awareness of one’s present experience facilitates individuals’ capacity to observe their experience as something separate from themselves.…”

Section: Mindfulness Neutralizes the Negative Effect Of Covid-19 Strementioning

confidence: 99%

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Stay Mindful and Carry on: Mindfulness Neutralizes COVID-19 Stressors on Work Engagement via Sleep Duration

et al. 2020

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We examine whether mindfulness can neutralize the negative impact of COVID-19 stressors on employees’ sleep duration and work engagement. In Study 1, we conducted a field experiment in Wuhan, China during the lockdown between February 20, 2020, and March 2, 2020, in which we induced state mindfulness by randomly assigning participants to either a daily mindfulness practice or a daily mind-wandering practice. Results showed that the sleep duration of participants in the mindfulness condition, compared with the control condition, was less impacted by COVID-19 stressors (i.e., the increase of infections in the community). In Study 2, in a 10-day daily diary study in the United Kingdom between June 8, 2020, and June 19, 2020, we replicate our results from Study 1 using a subjective measure of COVID-19 stressors and a daily measure of state mindfulness. In addition, we find that mindfulness buffers the negative effect of COVID-19 stressors on work engagement mediated by sleep duration. As the COVID-19 pandemic is ongoing and the number of reported cases continues to rise globally, our findings suggest that mindfulness is an evidence-based practice that can effectively neutralize the negative effect of COVID-19 stressors on sleep and work outcomes. The findings of the present study contribute to the employee stress and well-being literature as well as the emerging organizational research on mindfulness.

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Section: Discussionmentioning

confidence: 99%

Section: Mindfulness Neutralizes the Negative Effect Of Covid-19 Strementioning

confidence: 99%

Stay Mindful and Carry on: Mindfulness Neutralizes COVID-19 Stressors on Work Engagement via Sleep Duration

et al. 2020

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“…The finding suggests that leader power has a strong impact on interpersonal conflict. Correspondingly, the literature suggests that when managers wished to maximize the amount of power upon other members, conflict transpired (Kay & Skarlicki 2020). The result confirmed that power has a strong positive relationship with interpersonal conflict.…”

Section: Discussionmentioning

confidence: 64%

“…Previously, Richmond and McCroskey (2015) once reported that effective conflict management depended on the strategies used by leaders in organizations. This is supported by Kay and Skarlicki (2020) who argued that the way managers interact their power to subordinates has a significant implication and strong impact on the implementation of the strategies, policies, and decisionmaking in the organizations. According to Jabbar and Selvaratnam (2017) improving in the skill formation and raising the ability of individuals to be productive at work was an investment in human capital.…”

Section: Introductionmentioning

confidence: 95%

The Influence of Leader Power on Interpersonal Conflict in the Workplace

Aziz

Noranee

Hassan

et al. 2021

JIBE

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Interpersonal conflict partly depends on the magnitude of power exercised by superiors in the workplace. The need to investigate how manager’s power affects subordinates’ interpersonal conflict is crucial so that managers can change or maintain their power to achieve optimum results in organizations. Hence, the purpose of this study is to examine the influence of leader power towards interpersonal conflict at Government Linked Companies (GLCs), Malaysia. A total of 388 questionnaires were distributed to employees of GLCs, Malaysia. A Structural Equation Modelling (SEM) analysis revealed that twenty-two percent of the variation in interpersonal conflict can be explained by the power possessed by managers. It also revealed there is a strong positive, linear and significant relationship between leader power and interpersonal conflict. Therefore, management should be concerned with the authority given to managers as power could lead to a devastating interpersonal conflict.

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“…El estudio científico de la conciencia plena ha evidenciado su contribución al conocimiento de la salud mental y la conducta humana. Recientemente se han documentado sus efectos sobre, entre otros, la ansiedad y la depresión (Parmentier et al, 2019); la resiliencia (Zarotti et al, 2020); el estrés postraumático (Hanley et al, 2017); la satisfacción con la vida (LeBlanc et al, 2019); la ansiedad social (Goldin et al, 2017); la autoestigmatización (Chan & Leung, 2021); el funcionamiento psicológico desadaptativo (Ma & Fang, 2019); y el manejo de conflictos (Kay & Skarlicki, 2020).…”

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Propiedades psicométricas de la versión en español del Kentucky Inventory of Mindfulness Skills en población general mexicana

Orozco¹,

García²,

Venebra³

et al. 2021

RLP

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Introducción: Uno de los instrumentos más usados internacionalmente para medir la conciencia plena es el Kentucky Inventory of Mindfulness Skills. Debido a que esta escala no ha sido traducida ni adaptada a la lengua española, la investigación examinó la validez del constructo, su consistencia interna y validez de criterio, en una muestra mexicana. Método: La muestra estuvo conformada por 485 participantes (145 hombres y 340 mujeres). Resultados: Los resultados revelan una buena fiabilidad de la escala general Asimismo, confirman que las cuatro dimensiones del inventario son factores sustantivos de la conciencia plena. Un análisis factorial confirmatorio muestra que los datos se ajustan de manera adecuada al modelo de cuatro factores. Conclusiones: Se concluye que este inventario es un instrumento válido y fiable para evaluar la conciencia plena en población general mexicana.

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Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management

Cited by 62 publications

References 101 publications

Stay Mindful and Carry on: Mindfulness Neutralizes COVID-19 Stressors on Work Engagement via Sleep Duration

Stay Mindful and Carry on: Mindfulness Neutralizes COVID-19 Stressors on Work Engagement via Sleep Duration

The Influence of Leader Power on Interpersonal Conflict in the Workplace

Propiedades psicométricas de la versión en español del Kentucky Inventory of Mindfulness Skills en población general mexicana

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