What outcomes have mindfulness and meditation interventions for managers and leaders achieved? A systematic review

The mindful leader: a review of leadership qualities derived from mindfulness meditation

Mindfulness has been practiced by global leaders and companies as an efficient way to build effective leadership. Because of its popularity, plus the lack of a comprehensive theoretical framework that explains it in a leadership context, the research literature has called for a coherent account of the qualities that is derived by those leaders that practice mindfulness. Here, we aim to answer that call, by clarifying what leadership qualities can develop from practicing mindfulness. We report on a semi-systematic literature review of extant research, covering 19 research articles published between 2000 and 2021, plus other relevant supporting literature from the disciplines of leadership and neuropsychology. Our proposed framework consists of three main qualities of the mindful leader: attention, awareness, and authenticity. We call them the "three pillars of mindful leaders." We also propose that mindfulness meditation must be integrated into our proposed framework, as we are convinced that leaders who hope to benefit from these qualities must integrate a regular mindfulness meditation practice into their daily leadership life.

Mindfulness in Politics: A Qualitative Study on Mindfulness Training in the UK Parliament

Objectives

While mindfulness in the workplace has received substantial scientific attention in the past decades, it is not yet well-understood if, under what circumstances, and in what ways mindfulness training may be helpful for individuals working in political environments. The aim of this study was to explore the experience of mindfulness training among British politicians, as well as mindfulness facilitators who had taught mindfulness to politicians in the UK Parliament.

Method

Between September and November 2021, semi-structured in-depth interviews were conducted with British politicians (n = 18) who had experience of mindfulness training and mindfulness facilitators (n = 4) who had taught mindfulness to politicians in the UK Parliament. The interview material was analyzed using reflexive thematic analysis.

Results

Two main themes related to the experience of mindfulness training in politics were developed during the analytic process: (1) mindfulness approaches addressing particular challenges in political work, and (2) mindfulness sessions and group dynamics. Taken together, mindfulness training helped the politicians to better deal with the demands and stresses of political work, to reconnect with themselves and be more grounded, and - especially when taught in a group setting - to relate to other politicians and their viewpoints in a more humane and constructive way.

Conclusions

The results suggest that mindfulness training can be beneficial at both the personal and professional level for individuals working in political contexts, which can provide a rationale for governments to introduce mindfulness-based programs to politicians.

Supplementary Information

The online version contains supplementary material available at 10.1007/s12671-023-02156-x.

A workplace mindfulness training program may affect mindfulness, well-being, health literacy and work performance of upper-level ICT-managers: An exploratory study in times of the COVID-19 pandemic

Introduction

Mindfulness-based interventions have gained more importance in workplace health promotion due to increased psychological distress in the digital era. Although managers in the information communication technology sector (ICT)-sector are at risk for lower mental health, few studies have evaluated the effects of workplace mindfulness trainings (WMT) on upper-level ICT-managers.

Methods

By applying a mixed methods approach, the study aimed at exploring differences in upper-level ICT-managers' mindfulness, well-being, health literacy and work performance at the beginning of a WMT (t0), immediately after (t1) and 3  months after (t2) a WMT. Thirteen groups of managers (n = 56) completed the training and three corresponding surveys consecutively from October 2019 to April 2021. Managers rated their mindfulness (MAAS), well-being (WHO-5), health literacy, and work performance (HPQ). During the COVID-19-pandemic the training switched from a live on-site mode to a hybrid mode and finally to a digital mode. Repeated measures ANOVAs and Bonferroni-adjusted post hoc analyses were used for data analysis. Open-ended responses were content analyzed.

Results

We found significant differences in managers' mindfulness [F(2.106) = 3.376, p = 0.038, η_p ² = 0.06, n = 54], well-being [F(2.106) = 73.019, p < 0.001, η_p ² = 0.17, n = 54], health literacy [F(2.108) = 9.067, p < 0.001, η_p ² = 0.15, n = 55], and work performance [F(2.80) = 7.008, p = 0.002, η_p ² = 0.15, n = 41] between t0 and t2. Significant differences between t0 and t1 were also found for well-being, health literacy and work performance, but not for mindfulness. Qualitative findings demonstrated positive training effects, barriers and facilitators to daily application of mindfulness practice.

Discussion

The results suggest that compared to the beginning of the WMT, the post and follow-up measurements showed outcome improvements. The workplace mindfulness training may thus be a promising program to facilitate mental health and working capabilities among upper-level ICT-managers. Contextual workplace factors need to be considered to sustain long-term mindfulness practice of managers.

Be(com)ing other-oriented: Mindfulness-trained leaders’ experiences of their enhanced social awareness

The potential significance of mindfulness for social relations at work has been recognized in the recent management literature, yet a thorough investigation has been lacking into how mindfulness may help leaders tap into their other-orientation. In this study, we examine whether and how mindfulness training contributes to the development of leaders’ social awareness by studying the experiences of 62 leaders who participated in an 8-week-long mindfulness training program. Our study contributes to the literature on management learning and mindfulness in leadership in three ways. First, it identifies how the leaders who participated in mindfulness training see themselves developing toward becoming more socially aware in situations involving followers across the three interlinked domains of human functioning—the cognitive, affective, and behavioral—clarifying mindfulness as an interpersonal phenomenon. Second, it highlights mindfulness as a value-based developmental practice instead of merely a personal stress reduction and attention-enhancement technique. Third, it proposes mindfulness training as a viable approach to enhance leaders’ social awareness through a combination of a formal program and continuous self-development, departing from the views of mindfulness as a “quick fix.” It also provides a conceptual framework that illustrates the pathway with the potential to build social leadership capacity.

Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial

Purpose

Contemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.

Design/methodology/approach

Forty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.

Findings

Linear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.

Originality/value

The study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.

Design of a mindfulness-based intervention to support teachers’ emotional regulation behaviors

Addressing teachers’ ability to better navigate stress and emotional responses has the potential to improve classroom behaviors, student learning as well as teachers’ wellbeing. While there is growing interest in mindfulness-based interventions (MBIs), there is need for greater attention to design aligned with relevant theories and transparent reporting to improve the rigor and translation of research. While utilized widely in health and behavior fields, behavior change theory has not been applied extensively in education or MBI research. This descriptive methodological paper articulates the intervention mapping and design process of an MBI to improve teachers’ stress and emotional regulation. To improve reporting, we use a post hoc application of a well-established behavioral model. Application of the Behavior Change Wheel (BCW) as part of an intervention mapping approach for an MBI to align teacher’s needs with intervention elements most likely to achieve desired behavioral outcomes. The paper illustrates an approach which includes defining the problem in behavioral terms, identification of target behaviors and behavioral change techniques, and selection of strategies and modes of intervention delivery. A systematic intervention mapping approach applying the BCW can yield a holistic MBI for the desired behavior change, enhanced emotion and stress regulation in teachers. This example of applying the BCW to the design of an MBI demonstrates how intervention designers and researchers can make decisions about which techniques and delivery components to include in their interventions, and how to systematically describe them. Such approaches have the potential to improve the reporting and methodological rigor of future MBI research and the successful application of interventions in practice.

Compensation, Benefits, and Total Rewards: A Bird's-Eye (Re)View

Research on compensation and employee benefits has enjoyed a long and rich history. Energized by a new generation of scholars, changes in the broader workplace context, and developments in adjacent areas of inquiry, many classic theoretical tensions and research questions have begun to evolve in novel directions, and exciting new areas of research are developing. In addition, there have been numerous calls for more academic research on both compensation and benefits and for greater alignment of that research with the needs and interests of practice, including the tendency of many practitioners (and employees) to view pay and benefits holistically as a package. In this review we highlight selected recent research on key components of core total rewards—compensation plus retirement, health, and work-life benefits. Extrapolating from our review, we identify evolving themes and trends and advance several recommendations for future research and suggestions for practice.

An Integrative Review on the Research Progress of Mindfulness and Its Implications at the Workplace

Mindfulness has rapidly become a significant subject area in many disciplines. Most of the work on mindfulness has focused on the perspective of health and healthcare professionals, but relatively less research is focused on the organizational outcomes at the workplace. This review presents a theoretical and practical trajectory of mindfulness by sequential integration of recent fragmented scholarly work on mindfulness at the workplace. The review showcases that most contemporary practical challenges in organizations, such as anxiety, stress, depression, creativity, motivation, leadership, relationships, teamwork, burnout, engagement, performance, well-being, and physical and psychological health, could be addressed successfully with the budding concept of mindfulness. The causative processes due to higher mindfulness that generate positive cognitive, emotional, physiological, and behavioral outcomes include focused attention, present moment awareness, non-judgmental acceptance, self-regulatory functions, lower mind wandering, lower habit automaticity, and self-determination. Employee mindfulness could be developed through various mindfulness interventions in order to improve different organizational requirements, such as psychological capital, emotional intelligence, prosocial behavior, in-role and extra-role performance, financial and economic performance, green performance, and well-being. Accordingly, this review would be beneficial to inspire academia and practitioners on the transformative potential of mindfulness in organizations for higher performance, well-being, and sustainability. Future research opportunities and directions to be addressed are also discussed.

“After All, No One Is Superhuman Here”: An Analysis of the Perceived Effects of Managerial Athleticism

Executive duties have long been described as becoming more intensive and demanding. One contributing factor is a perceived increase in the complexity of the operating environment. A high level of physical fitness has been suggested to support responses to those demands. This study aims to contribute to the topic by producing a holistic view informed by asking how physically active executive-level leaders perceive the impact (whether positive or negative) of managerial athleticism on the level of the individual, organization, and society. Twenty physically active high-level leaders were interviewed for the study. The sample was almost equally split by gender, represented a diverse range of societal sectors, and engaged in many different forms of exercise. The results support previous research; however, this study provides a more nuanced view of the topic. Although the interviewees saw many good aspects of physical exercise, such as providing physical, affective, cognitive, and social resources, they were also able to think critically about their personal relationship with exercising and their attitudes toward others taking physical exercise. The study highlights the role of balancing the harmonious and obsessive aspects of the relationship with exercising. Instead of a disproportionate study of extreme cases, we conclude that it would be worthwhile studying leaders with a harmonious relationship with exercise to ensure results do not become biased and physically active leaders are not stereotyped.

A study protocol for a cluster randomised controlled trial on mindfulness-based stress reduction: studying effects of mindfulness-based stress reduction and an additional organisational health intervention on mental health and work-related perceptions of teachers in Dutch secondary vocational schools

Background

Dutch teachers in secondary vocational schools suffer from stress and burnout complaints that can cause considerable problems at work. This paper presents a study design that can be used to evaluate the short-term and long-term effectiveness of mindfulness-based stress reduction (MBSR), a person-focused intervention, both within and outside of the context of an additional organisational health intervention.

Methods

The proposed study comprises a cluster randomised controlled trial that will be conducted in at least three secondary vocational schools, to which teachers will be recruited from three types of courses: Care, Technology, and Economy. The allocation of the intervention programme to the participating schools will be randomised. The teachers from each school will be assigned to intervention group 1 (IG 1), intervention group 2 (IG 2), or the waiting list group (WG). IG 1 will receive MBSR training and IG 2 will receive MBSR training combined with an additional organisational health intervention. WG, that is the control group, will receive MBSR training one year later. The primary outcome variable of the proposed study is mindfulness, which will be measured using the Dutch version of the Five Facet Mindfulness Questionnaire (FFMQ-NL). In the conceptual model, the effects of teachers’ mindfulness resulting from the intervention programmes (MBSR training and MBSR training combined with an additional organisational health intervention) will be related to salient (secondary outcome) variables: mental health outcomes (e.g., burnout, work engagement), work performance, work-related perceptions (job demands and job resources), and personal competencies (e.g., occupational self-efficacy). Data will be collected before (T₀) and immediately after the MBSR training (T₁), and 3 (T₂) and 9 months (T₃) after the training. The power analysis revealed a required sample size of 66 teachers (22 in each group).

Discussion

The proposed study aims to provide insight into (1) the short-term and long-term effects of MBSR on teachers’ mental health, (2) the possible enhancing effects of the additional organisational health intervention, and (3) the teachers’ experiences with the interventions (working mechanisms, steps in the mindfulness change process). Strengths of this study design are the use of both positive and negative outcomes, the wide range of outcomes, both outcome and process measures, longitudinal data, mixed methods, and an integral approach. Although the proposed study protocol may not address all weaknesses of current studies (e.g., self-selection bias, self-reporting of data, the Hawthorne effect), it is innovative in many ways and can be expected to make important contributions to both the scientific and practical debate on how to beat work-related stress and occupational burnout, and on how to enhance work engagement and work performance.

Trial registration

Dutch Trial Register (www.trialregister.nl): NL5581. Registered on 6 July 2016.

Mind the Silver Bullet Thinking: A Multilevel Study on the Impact of Manager Trait Mindfulness on Subordinate Objective Job Performance

This research examines the relationship between trait mindfulness of managers and job performance of their subordinates. We hypothesized that both are positively associated and that this association exist when personality variables are controlled for. We tested our hypotheses in a sample of 40 line managers and their 487 subordinates working in 40 teams within the customer service division of an energy company. We measured managers' trait mindfulness using the Five Factor Mindfulness Questionnaire (FFMQ) and managers' neuroticism and conscientiousness using the NEO-FFI. We obtained objective data of each subordinate's job performance captured by the company's KPIs assessed monthly over a period of 6 months. We used multilevel regression analyses to test our hypotheses. Results did not support our hypotheses, the regression coefficient from managers' trait mindfulness to subordinates' job performance was close to zero and insignificant. In the context of previously reported positive findings, our results suggest that the contribution of trait mindfulness to subordinates' performance might not exist or could be contingent on contextual factors.