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Full-Text Articles in Business
Effects Of A Mindfulness-Based Leadership Training On Leadership Behaviors And Effectiveness, Nina Tan, Eva Katharina Peters, Jochen Reb
Effects Of A Mindfulness-Based Leadership Training On Leadership Behaviors And Effectiveness, Nina Tan, Eva Katharina Peters, Jochen Reb
Research Collection Lee Kong Chian School Of Business
Objectives: Organizations increasingly integrate mindfulness elements into their leadership development. However, there is limited evidence supporting the efficacy of mindfulness-based leadership training (MBLT) due to a scarcity of intervention studies. Theoretically, little is known about mediating mechanisms through which MBLT might affect leadership effectiveness. Thus, this research examined whether MBLT can improve leadership effectiveness and whether leadership behaviors mediated this effect.MethodsWe conducted a quasi-experimental study conducted in a real-world setting with an active control condition. Sixty leaders from various industries participated in either a 2-day intensive MBLT workshop followed by three individual coaching sessions over 3 months, or a presentation …
Mindfully Outraged: Mindfulness Increases Deontic Retribution For Third-Party Injustice, Adam A. Kay, Theodore Charles Masters-Waage, Jochen Reb, Pavlos A. Vlachos
Mindfully Outraged: Mindfulness Increases Deontic Retribution For Third-Party Injustice, Adam A. Kay, Theodore Charles Masters-Waage, Jochen Reb, Pavlos A. Vlachos
Research Collection Lee Kong Chian School Of Business
Mindfulness is known to temper negative reactions by both victims and perpetrators of injustice. Accordingly, critics claim that mindfulness numbs people to injustice, raising concerns about its moral implications. Exam-ining how mindful observers respond to third-party injustice, we integrate mindfulness with deontic justice theory to propose that mindfulness does not numb but rather enlivens people to injustice committed by others against others. Results from three studies show that mindfulness heightens moral outrage in witnesses of injustice, particularly when the injustice is only moderate. Although these findings did not replicate with a mindfulness induction, post-hoc analysis in a fourth study reveals …
Mindfulness Attenuates Both Emotional And Behavioral Reactions Following Psychological Contract Breach: A Two-Stage Moderated Mediation Model, Samah Shaffakat, Lilian Otaye-Ebede, Jochen Reb, Rajesh Chandwani, Pisitta Vongswasdi
Mindfulness Attenuates Both Emotional And Behavioral Reactions Following Psychological Contract Breach: A Two-Stage Moderated Mediation Model, Samah Shaffakat, Lilian Otaye-Ebede, Jochen Reb, Rajesh Chandwani, Pisitta Vongswasdi
Research Collection Lee Kong Chian School Of Business
Breach of the psychological contract between organization and employee often evokes employee hostility, which in turn can instigate deviant behaviors. We examine whether employee mindfulness attenuates these reactions to psychological contract breach. Specifically, we develop and test a two-stage moderated mediation model in which employee mindfulness moderates the mediational path from psychological contract breach via hostility to deviance by attenuating both emotional and behavioral reactions. Findings across four studies (with 872 employee participants) both measuring and manipulating breach and mindfulness demonstrate substantial support for the proposed model. Further analyses including alternative moderators, mediators, and dependent variables provide evidence for discriminatory …
A Self-Regulation Model Of Leader Authenticity Based On Mindful Self-Regulated Attention And Political Skill, Erik Dietl, Jochen Reb
A Self-Regulation Model Of Leader Authenticity Based On Mindful Self-Regulated Attention And Political Skill, Erik Dietl, Jochen Reb
Research Collection Lee Kong Chian School Of Business
Despite much research on leader authenticity, its antecedents remain poorly understood. We develop a self-regulatory model of leader authenticity. The model explains how both mindful self-regulated attention and political skill, as well as their interaction, are important for leaders to be authentic, and ultimately effective. Mindful self-regulated attention – a core dimension of mindfulness defined as sustained attention centered on the present moment – helps leaders stay connected to their core self amid the busyness of their (work) lives, allowing leaders to feel authentic. And, particularly in combination with political skill – a social effectiveness construct –, it helps leaders …
Mindfulness Arrives At Work: Deepening Our Understanding Of Mindfulness In Organizations, Jochen Reb, Tammy Allen, Timothy J. Vogus
Mindfulness Arrives At Work: Deepening Our Understanding Of Mindfulness In Organizations, Jochen Reb, Tammy Allen, Timothy J. Vogus
Research Collection Lee Kong Chian School Of Business
Mindfulness has become an increasingly popular practice and in parallel scholarly research has grown considerably. However, the study of mindfulness at work remains limited and motivates this special issue on “Mindfulness at Work: Pushing Theoretical and Empirical Boundaries.” In this introduction to the special issue we offer a brief initial grounding in the literature on mindfulness at work and in organizations. We then turn attention to how the six articles in this special issue advance this nascent field. We use both as a point of departure for considering the benefits and limits of mindfulness in organizations as well as the …
How Institutions Enhance Mindfulness: Interactions Between External Regulators And Front-Line Operators Around Safety Rules, Ravi S. Kudesia, Ting Lang, Jochen Reb
How Institutions Enhance Mindfulness: Interactions Between External Regulators And Front-Line Operators Around Safety Rules, Ravi S. Kudesia, Ting Lang, Jochen Reb
Research Collection Lee Kong Chian School Of Business
How is it that some organizations can maintain nearly error-free performance, despite trying conditions? Within research on such high-reliability organizations, mindful organizing has been offered as a key explanation. It entails interaction patterns among front-line operators that keep them attentive to potential failures—and relies on them having the expertise and autonomy to address any such failures. In this study, we extend the mindful organizing literature, which emphasizes local interactions among operators, by considering the broader institutional context in which it occurs. Through interview, observational, and archival data of a high-reliability explosive demolitions firm in China, we find that external regulators …
Improving Decision Making Through Mindfulness, Natalie Karelaia, Jochen Reb
Improving Decision Making Through Mindfulness, Natalie Karelaia, Jochen Reb
Research Collection Lee Kong Chian School Of Business
With perhaps a few exceptions per day, we are seldom fully aware of our thoughts, actions, emotions, and what is happening around us. Even when it comes to making decisions, an activity that is often quite conscious, deliberate, and intentional, people are typically not as aware as they could be. We argue that as a result, decision quality may suffer. Consequently, mindfulness, most often defined as the state of being openly attentive to and aware of what is taking place in the present, both internally and externally (e.g., Brown and Ryan 2003; Kabat-Zinn 1982; 1990), can help people make better …
Mindfulness At Work: Antecedents And Consequences Of Employee Awareness And Absent-Mindedness, Jochen Reb, Jayanth Narayanan, Zhi Wei Ho
Mindfulness At Work: Antecedents And Consequences Of Employee Awareness And Absent-Mindedness, Jochen Reb, Jayanth Narayanan, Zhi Wei Ho
Research Collection Lee Kong Chian School Of Business
The present study examines antecedents and consequences of two aspects of mindfulness in a work setting: employee awareness and employee absent-mindedness. Using two samples, the study found these two aspects of mindfulness to be beneficially associated with employee well-being, as measured by emotional exhaustion, job satisfaction, and psychological need satisfaction, and with job performance, as measured by task performance, organizational citizenship behaviors, and deviance. These results suggest a potentially important role of mindfulness at the workplace. The study also found that organizational constraints and organizational support predicted employee mindfulness, pointing to the important role that the organizational environment may play …
Leading Mindfully: Two Studies Of The Influence Of Supervisor Trait Mindfulness On Employee Well-Being And Performance, Jochen Reb, Jayanth Narayanan, Sankalp Chaturvedi
Leading Mindfully: Two Studies Of The Influence Of Supervisor Trait Mindfulness On Employee Well-Being And Performance, Jochen Reb, Jayanth Narayanan, Sankalp Chaturvedi
Research Collection Lee Kong Chian School Of Business
This research examines the influence of leaders’ mindfulness on employee well-being and performance. We hypothesized that supervisors’ trait mindfulness is positively associated with different facets of employee well-being, such as job satisfaction and need satisfaction, and different dimensions of employee performance, such as in-role performance and organizational citizenship behaviors. We also explored whether one measure of employee well-being, psychological need satisfaction, plays a mediating role in the relation between supervisor mindfulness and employee performance. We tested these predictions in two studies using data from both supervisors and their subordinates. Results were consistent with our hypotheses. Overall, this research contributes to …
The Influence Of Mindful Attention On Value Claiming In Distributive Negotiations: Evidence From Four Laboratory Experiments, Jochen Reb, Jayanth Narayanan
The Influence Of Mindful Attention On Value Claiming In Distributive Negotiations: Evidence From Four Laboratory Experiments, Jochen Reb, Jayanth Narayanan
Research Collection Lee Kong Chian School Of Business
We examined the effect of mindful attention on negotiation outcomes in distributive negotiations across four experiments. In Studies 1 and 2, participants who performed a short mindful attention exercise prior to the negotiation claimed a larger share of the bargaining zone than the control condition participants they negotiated with. Study 3 replicated this finding using a different manipulation of mindful attention. Study 4 again replicated this result and also found that mindful negotiators were more satisfied with both the outcome and the process of the negotiation. We discuss theoretical and practical implications, limitations, and future directions.