mindfulleader

Effects of a Mindfulness-Based Leadership Training on Leadership Behaviors and Effectiveness

Objectives:

Organizations increasingly integrate mindfulness elements into their
leadership development. Yet, the evidence base for the efficacy of such mindfulnessbased
leadership training (MBLT) is relatively weak due to a lack of intervention
studies.

Theoretically, little is known about mediating mechanisms through which
MBLT might affect leadership effectiveness. Thus, this research examined whether an
MBLT can improve leadership effectiveness and whether leadership behaviors
mediated this effect.

Methods: We conducted a quasi-experimental field intervention study with an active
control condition. Sixty leaders from various industries participated either in an MBLT
with a two-day intensive workshop followed by three individual coaching sessions over
three months or a presentation skills training of the same structure. Ninety individuals
(subordinates, peers, supervisors) provided ratings of leadership behaviors and
effectiveness.

Results: Compared to the active control condition, the MBLT led to an increase in
leadership effectiveness as well as transformational, authentic, and contingent reward
leadership behaviors and a decrease in passive-avoidant leadership behaviors. The
former three mediated the intervention’s effect on leadership effectiveness in simple
mediation analyses. However, in a multiple mediation analysis, only transformational
and authentic leadership were significant mediators, suggesting they are the main
mediating mechanisms of the effect.


Conclusions: The results provide evidence for the efficacy of an MBLT in enhancing
leadership effectiveness through its effects on leadership behaviors. We discuss how
this study contributes to the leadership development, mindful leadership, and
workplace mindfulness literatures.

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