Mindfulness at work: A critical re-view

Badham, Richard; King, Elizabeth

doi:10.1177/1350508419888897

Cited by 51 publications

(61 citation statements)

References 126 publications

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“…Mindfulness practice is increasingly adopted in different work environments (e.g., hospitals, high-tech firms, investment banks, military), and it is presented as a popular and contested concept, a multi-dimensional and evaluative term, embodying multiple elements and criteria for evaluation [35]. Kabat-Zinn and associated researchers [36][37][38][39] have been responsible for an expansion of interest in mindfulness-based interventions (MBIs) in a diverse range of domains including in workplaces, businesses, schools, and hospitals, in addition to wide applications in psychology, psychotherapy, education, and medicine [40].…”

Section: Mindfulness and Family Firmsmentioning

confidence: 99%

Mindfulness and Next-Generation Members of Family Firms: A Source for Sustainability

et al. 2021

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Family businesses are considered complex organizations where emotional and management challenges need to be faced. This is even more difficult when time of succession arrives and the new members are expected to engage with the business. In this study, a total of 204 university students were asked about their present and future situation regarding the family business. Mindfulness levels were also evaluated using the Mindful Attention Awareness Scale. There were no significant mindfulness level differences between students who pertained to a family business and those who did not. In the first group, however, those students who were sure about their future in the family business, and had more motivation about it, obtained higher scores on the mindfulness scale as well as being more satisfied with their social relationships. It could be concluded that certainty and motivation about their future in a family business of young family business members correlates with higher mindfulness levels and social well-being.

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Section: Mindfulness and Family Firmsmentioning

confidence: 99%

Mindfulness and Next-Generation Members of Family Firms: A Source for Sustainability

et al. 2021

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“…Intellectual stimulation is the leader's encouragement for innovative followers. Individualised attention is connected to the development of an acceptable and inclusive atmosphere in which personal differences are taken into account (Badham & King, 2019;Ali et al, 2020). Another link that has been widely explored is between transformational leadership and job satisfaction (Boamah et al, 2018).…”

Section: (A) Transformational Leadershipmentioning

confidence: 99%

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

Halim

Hassan

Basri

et al. 2021

AJUE

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To better understand the organisational commitment of teachers, the current study examined job satisfaction as a mediator between organisational commitment and the three dimensions of leadership, namely transformational, transactional and passive-avoidant. The study involved 381 school teachers in Malaysia, and the multiple-model analysis used showed partial mediation on the negative association of passive-avoidant leadership style with teachers’ commitment to their organisation. The study found a relationship between transformational leadership and organisational commitment through job satisfaction. As expected, job satisfaction also fully mediated between transactional leadership and organisational commitment among teachers, and that teachers who are highly satisfied with their jobs attributed their commitment towards their school to transactional leadership. This study extends the knowledge on the effects of teachers’ leadership styles on their organisational commitments through a mediating factor. Higher education can play an important role in changing pre-service teachers' and future school principals’ mindsets to exhibit transformational and transactional leadership competencies. Therefore, leadership development and training of future school administrators during their tertiary education are important in order to enhance teachers' job satisfaction and commitment. Keywords: Teachers, Job satisfaction, Leadership styles, Organizational commitment, Malaysia

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“…This will be described more fully in the next portion of this article, but in brief, because of the existing mindset in business of the value of production and outputs, viewing humans through the construct of being “human resources” (Pirson 2019 , p. 41), mindfulness practices have been largely put to use to serve business ends within the business context. This has been conceptualized as being an “instrumental” understanding of mindfulness (Badham and King 2021 ). Strongly critiqued by Purser ( 2013 ) and Purser et al ( 2018 ) as “McMindfulness,” this refers to the use of meditation practices primarily to calm oneself and manage the stress of work life so as to be more productive, rather than perceiving and drawing upon their potential to deeply enrich a person’s understanding of the nature of human and all forms of life.…”

Section: Humanistic Management Mindfulness and Inclusionmentioning

confidence: 99%

How Generative Mindfulness Can Contribute to Inclusive Workplaces

2021

Self Cite

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Humanistic management and mindfulness practices can potentiate one another to foster an inclusive society. By moving beyond a limited instrumental understanding of mindfulness practice to a generative mindfulness that incorporates a recognition of the rich nature of the human mind, awareness of cultural practices, and deeply rooted ethical foundations, managers can create organizational cultures that honor the sacred in every human being. A set of interviews with noted consultants and researchers on mindfulness and leadership suggests convergence on this perspective, as does the experience of a university administrator in developing an anti-racist agenda for a large U.S. university. This article is based on both the personal experience and scholarly research of its authors and suggests ways that humanistic management education can contribute to creating inclusive workplaces through incorporating generative mindfulness in executive development as well as undergraduate programs.

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Mindfulness at work: A critical re-view

Cited by 51 publications

References 126 publications

Mindfulness and Next-Generation Members of Family Firms: A Source for Sustainability

Mindfulness and Next-Generation Members of Family Firms: A Source for Sustainability

Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia

How Generative Mindfulness Can Contribute to Inclusive Workplaces

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