Follower Mindfulness and Well-Being: The Mediating Role of Perceived Authentic Leadership and the Moderating Role of Leader Mindfulness

Abstract

Drawing on implicit leadership theory and the mindfulness literature, we propose that perceived authentic leadership mediates the relationship between follower mindfulness and follower well-being. Leader mindfulness plays a moderating role in this process. We validated these hypotheses with the two-wave data from 56 leaders and 275 followers in two private enterprises located in China. We used Mplus 8.0 to test our hypotheses. Consistent with our hypotheses, the results showed that perceived authentic leadership mediated the positive relationship between follower mindfulness and follower well-being. Higher leader mindfulness enhanced the effect of follower mindfulness on perceived authentic leadership and also strengthened the indirect effect of follower mindfulness on follower well-being via perceived authentic leadership. The theoretical and managerial implications are further discussed in the light of these findings.

Calm Down and Enjoy It: Influence of Leader-Employee Mindfulness on Flow Experience

“…Second, we examine the influence of mindfulness on employees’ work-related rumination and flow experiences at various organizational levels, which enriches the research on flow antecedents and deepens our understanding of mindfulness. Third, we build upon the study of Zhang et al 20 and test the interaction between leader mindfulness and employee mindfulness, which supports our idea that the positive effect of mindfulness has a specific boundary, and this finding provides a new perspective for follow-up research. In addition to the marginal theoretical contributions, this study also guides organizations to better design and implement mindfulness and flow interventions.…”

“…During communication with leaders, employees can perceive leaders as and be affected by leaders’ present-centered and nonjudgmental awareness. 20 In addition, mindful leaders maintain a curious and open attitude toward their environments and thus encourage their followers to put forward suggestions in the face of uncertainty, which promotes organizational communication efficiency and information exchange. 20 , 37 In addition, they set an example for their subordinates regarding how to deal with demanding situations, which enhances employees’ confidence in facing difficulties and thinking more actively about how to face challenges.…”

“… 18–20 Because of their clearer self-awareness and full attention to their current situations, leaders with high mindfulness levels have better awareness and more efficient responses to their subordinates’ psychological requirements. 20 , 21 Additionally, mindful leaders are more likely to exhibit positive leadership behavior and form stronger leader-subordinate relationships, changing employees’ task cognition and alleviating their negative emotions. 20 , 21 However, since we still lack a complete understanding of the influence of mindful leaders on work-related rumination (or flow), this study aims to respond to the calls mentioned above and enrich the existing literature.…”

“… 20 , 21 Additionally, mindful leaders are more likely to exhibit positive leadership behavior and form stronger leader-subordinate relationships, changing employees’ task cognition and alleviating their negative emotions. 20 , 21 However, since we still lack a complete understanding of the influence of mindful leaders on work-related rumination (or flow), this study aims to respond to the calls mentioned above and enrich the existing literature. Although previous studies assumed that mindfulness produces beneficial results for organizations, we hope to clarify the boundary of such positive effects.…”

“…In that case, the leader-member bond (such as mutual trust, LMX, and communication efficacy) is stronger, and consequently, employee mindfulness has the strongest effect on flow. 20 …”