The dimensions and mechanisms of mindfulness in regulating aggressive behaviors.

Abstract

On the basis of the notion that the ability to exert self-control is critical to the regulation of aggressive behaviors, we suggest that mindfulness, an aspect of the self-control process, plays a key role in curbing workplace aggression. In particular, we note the conceptual and empirical distinctions between dimensions of mindfulness (i.e., mindful awareness and mindful acceptance) and investigate their respective abilities to regulate workplace aggression. In an experimental study (Study 1), a multiwave field study (Study 2a), and a daily diary study (Study 2b), we established that the awareness dimension, rather than the acceptance dimension, of mindfulness plays a more critical role in attenuating the association between hostility and aggression. In a second multiwave field study (Study 3), we found that mindful awareness moderates the association between hostility and aggression by reducing the extent to which individuals use dysfunctional emotion regulation strategies (i.e., surface acting), rather than by reducing the extent to which individuals engage in dysfunctional thought processes (i.e., rumination). The findings are discussed in terms of the implications of differentiating the dimensions and mechanisms of mindfulness for regulating workplace aggression. (PsycINFO Database Record

Mindfulness beyond wellbeing: Emotion regulation and team‐member exchange in the workplace

“…Perhaps the ability of mindful individuals to take an open, non-judgmental stance and to disengage from ego-identification allows them to make a less reactive, more balanced assessment of others' behaviour, and thus be more willing to engage with others without fear of being "cheated." This explanation is consistent with previous research indicating that mindfulness can reduce aggression (Liang et al, 2018) and reactions to perceived injustice (Long & Christian, 2015) in the workplace; and with brain-imaging studies that suggested that mindfulness meditators were better able to subdue emotional reactions to unfair social exchange (Kirk et al, 2011). Alternatively, it may be that the increase in positive affect and wellbeing brought about by mindfulness provides greater emotional resources, increasing individuals' willingness to engage in TMX (Barnes et al, 2007;Singh, Lancioni, Winton, Karazsia, & Singh, 2013).…”

“…Hülsheger et al (2013) also found that both dispositional and state mindfulness were related to higher job satisfaction and lower emotional exhaustion among service workers, and that these relationships were mediated by emotion regulation. As previously discussed, there is also evidence for the benefits of mindfulness via emotion regulation for employees managing injustice (Long & Christian, 2015) and for leaders in managing responses to hostility and poor subordinate performance (Liang et al, 2018). In consideration of this research we therefore predict:…”

“…This study demonstrated that mindfulness may have a role in regulating emotional responses at work. Liang, Brown, Lian, and Keeping (2018) also found support for mindfulness buffering aggressive responses to hostility via improved emotional regulation strategies among supervisors. In another study, supervisors high in mindfulness were less likely to be perceived as abusive by subordinates (Liang et al, 2016).…”

“…For instance, adaptive emotion regulation strategies have been related to a reduction in work strain and improvements in job performance, particularly within service-oriented occupations where emotional labour is high (Cote, Moon, & Miners, 2008). As previously discussed, there is also evidence for the benefits of mindfulness via emotion regulation for employees managing injustice (Long & Christian, 2015) and for leaders in managing responses to hostility and poor subordinate performance (Liang et al, 2018). As previously discussed, there is also evidence for the benefits of mindfulness via emotion regulation for employees managing injustice (Long & Christian, 2015) and for leaders in managing responses to hostility and poor subordinate performance (Liang et al, 2018).…”

Emotional labour profiles: Associations with key predictors and outcomes

“…Moreover, the wider the gap between organizational display rules and workers' genuine emotions, the less inclined workers may be to identify with their job, leading them to experience reduced levels of job satisfaction and an increased sense of psychological disconnection from their work (Heider, 1946). Such feelings of inauthenticity may make them less likely to experience healthy levels of psychological detachment and more likely to have sleeping problems given the links between surface acting and rumination (Liang et al, 2018).…”