Publication Type

Journal Article

Version

submittedVersion

Publication Date

12-2019

Abstract

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader–employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

Keywords

business ethics, extra-role performance, in-role performance, interpersonal justice, leadership, leader mindfulness, LMX, mindfulness, organizational justice, stress

Discipline

Business | Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Business Ethics

Volume

160

Issue

3

First Page

745

Last Page

763

ISSN

0167-4544

Identifier

10.1007/s10551-018-3927-x

Publisher

Springer

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1007/s10551-018-3927-x

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