Mindfulness at Work: Antecedents and Consequences of Employee Awareness and Absent-mindedness

Reb, Jochen; Narayanan, Jayanth; Ho, Zhi Wei

doi:10.1007/s12671-013-0236-4

Cited by 188 publications

(189 citation statements)

References 50 publications

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“…While there is initial evidence for the relationship between mindfulness and in-role performance (Chatzisarantis and Hagger, 2007;Dane and Brummel, 2014;Reb et al, 2013), our study is one of the first to find initial evidence for the association with extra-role performance. Although previous studies have already shown that …”

Section: Discussionmentioning

confidence: 55%

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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Section: Discussionmentioning

confidence: 55%

Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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“…Hölzel et al 2011). However, participants' foregrounding of the role of awareness and detection does support the central role of attention in emotion regulation established elsewhere (Good et al 2015;Reb et al 2013), and staying present with strong feelings and replacing reacting with intentional responding may correspond to exposure and extinction as described by Hölzel et al (2011). Furthermore, upward spiralling, the recovery of self-agency and increased settled sense of self may relate to reconsolidation (Hölzel et al 2011).…”

Section: Discussionmentioning

confidence: 81%

“…These new ways of encountering experience are often taken up and interpreted by participants as new Bcoping strategies^ (Irving et al 2014;Morone et al 2012). As argued elsewhere, when awareness is coupled with these kinds of strategies, deautomatisation is more likely (Kang et al 2013;Reb et al 2013). This refers to the minimisation of automatic, largely unconscious processes (driven by habit or heuristics) to inform the interpretation of experience.…”

Section: Discussionmentioning

confidence: 98%

“…The core proposed change is in the nature and function of attention (Bishop et al 2004;Carmody 2009;Lutz et al 2008), particularly the directing of attention and the monitoring of distracting thoughts, emotions or sensations (Jha et al 2007; van den Hurk et al 2010). Improved attentional control, when combined with awareness (Reb et al 2013), is thought to be the building block for other changes pertinent to stress reduction including enhanced body awareness, emotion regulation, tolerance of negative states and de-centering (i.e. perceiving the self as an observer rather than casualty of stress experiences) Hölzel et al 2011).…”

Section: Introductionmentioning

confidence: 99%

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How Is Stress Reduced by a Workplace Mindfulness Intervention? A Qualitative Study Conceptualising Experiences of Change

et al. 2017

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Mindfulness-based interventions are effective as curative and preventative approaches to psychological health. However, the mechanisms by which outcomes are secured from such interventions when delivered in the workplace, and to a stressed workforce, are not well understood. The aim of the present study was to elicit and analyse accounts from past participants of a workplace mindfulness intervention in order to generate a preliminary model of how positive benefits appear to be secured. In-depth, semi-structured interviews were completed with 21 employees of a higher education institution who had completed an eight-week intervention based on Mindfulness-Based Stress Reduction, adapted for the workplace. Interviews invited participants to recount their experiences of the intervention and its impact, if any, on their work life. Aspects of the interview data that pertained to intervention experience and positive benefits were analysed using a version of grounded theory, leading to the generation of a provisional model of how positive change occurred. The model suggests that discrete, temporal experiences build on each other to generate multiple, positive benefits. As anticipated in mindfulness-based interventions, enhanced attentional capacity was important, but our provisional model also suggests that resonance, self-care, detection of stress markers, perceiving choice, recovering self-agency and upward spiralling may be central mechanisms that lead to positive outcomes. Understanding mechanisms of change may help support participant engagement and trust in work-based mindfulness programmes, and enhance participants' ability to apply mindfulness in their work life.

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“…In addition to individual and cultural factors, business ethics research has suggested that organizational factors are important predictors of an individual's ethical decision-making (O'Fallon & Butterfield, 2005;Olekalns, Horan, & Smith, 2014;Reb, Narayanan, & Ho, 2013). However, none of these studies focused on the effect of mindfulness on unethical purchasing negotiation.…”

Section: Unethical Purchasing Negotiationmentioning

confidence: 99%

The Role of Mindfulness in Unethical Purchasing Negotiation

Ho¹,

Lin²

2017

Pressacademia

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Purpose-Negotiation occurs all the time in purchasing practices of businesses, and is inevitable for purchasing professionals when encountering purchasing conflict. Ethical negotiation is considered the vital requirement in maintaining long-term and close buyer-supplier relationships. This study aims to explore the relationship between mindfulness and unethical negotiation. Methodology-This study will take purchasing professionals in Taiwan as research subjects to investigate the relationship between mindfulness and unethical negotiation. Findings-Research findings reveal that there is a significant negative relationship between mindfulness and unethical negotiation. Purchasing professionals with different mindfulness are expected to exhibit different purchasing negotiation behaviors. Conclusion-Mindfulness refers to self-awareness of one's present experience including his/her own thoughts and what is happening in the environment. While the process of negotiation contains a series of judgment and decision-making, mindfulness may possibly influence purchasing professionals' unethical negotiation.

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Mindfulness at Work: Antecedents and Consequences of Employee Awareness and Absent-mindedness

Cited by 188 publications

References 50 publications

Mindfulness as substitute for transformational leadership

Mindfulness as substitute for transformational leadership

How Is Stress Reduced by a Workplace Mindfulness Intervention? A Qualitative Study Conceptualising Experiences of Change

The Role of Mindfulness in Unethical Purchasing Negotiation

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