Publication Type

Book Chapter

Version

Postprint

Publication Date

2015

Abstract

This chapter examines the complexities of mindfulness in leadership, exploring potential advantages and disadvantages of mindfulness for leaders. Such an inquiry is important for theoretical development but also has practical implications when considering the design of mindfulness training for leadership and other areas such as employee wellbeing. In the present discussion, we clarify the discussion on mindfulness by distinguishing between the dimensions of mindfulness -- that is present-moment attention, intentionality, attitude of self-compassion, witnessing awareness and clarity -- and suggest ways these dimensions affect leadership behaviors. We also distinguish between mindfulness as a construct and as a practice, to elucidate potential effects of mindfulness. Given the focus of most mindfulness research is on intrapersonal effects of mindfulness, we turn our attention to the interpersonal effects of mindfulness which we feel is particularly relevant for leadership. In particular, we discuss three leadership styles—authentic, charismatic, and servant—that are widely considered in contemporary conceptualizations of leadership, that have an inherent link to mindfulness, and whose effectiveness can be regulated by mindfulness. Finally, we consider how mindfulness may affect the developmental process of leadership focusing specifically on how witnessing awareness quality of mindfulness could play an important role in facilitating constructive development.

Discipline

Business | Leadership Studies | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Mindfulness in Organizations: Foundations, research, and applications

Editor

Jochen Reb & Paul W. B. Atkins

First Page

256

Last Page

284

ISBN

9781107064805

Identifier

10.1017/CBO9781107587793.013

Publisher

Cambridge University Press

City or Country

Cambridge

Copyright Owner and License

Authors

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.1017/CBO9781107587793.013

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