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Shurab WME, Ibrahim SAE, Abdelaalem MM, Gabal SAA, Abdelhady TRM. Effect of authentic leadership and mindfulness educational program on nursing managers' competencies: a quasi-experimental study. BMC Nurs 2024; 23:342. [PMID: 38773603 PMCID: PMC11106989 DOI: 10.1186/s12912-024-01976-z] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/24/2023] [Accepted: 04/25/2024] [Indexed: 05/24/2024] Open
Abstract
BACKGROUND Authentic leadership is an emerging perspective in leadership that focuses on leaders' values and beliefs. while the mindfulness perspective permits nurse managers to be fully present, aware of themselves and their impact on others, and aware of their reactions in stressful situations. so, authentic leadership and mindfulness if combined create nurse managers who have clearer, more focused thinking, and a growth mindset that help subordinates improve and grow. as well as mindfulness-based interventions help them to improve interpersonal relationships with patients and colleagues, and to take better care of themselves and others. AIM The present study aims to; explore the effect of authentic leadership and mindfulness educational program on nursing managers' competencies in hospital. METHODS A quasi-experimental design (Quantitative pre-, post-, and follow-up design) was used to conduct the study at Shirbeen General Hospital, Egypt. The study subjects consist of a purposive sample of 70 nurse managers and 226 nurses. Three tools used for data collection consisted of; the authentic leadership questionnaire, the five Facet Mindfulness Questionnaire, and the managerial competencies of Nurse Managers. Data analysis was performed using SPSS version 20, Qualitative categorical variables were compared using the chi-square test. A significant level value was considered when the p-value ≤ 0.05, and Cohen's d was used to measure the effect size which indicated there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores. RESULTS The current study revealed that there were significant differences between nurse managers' knowledge, authentic leadership, mindfulness, and managerial competencies (P = 0.001) pre-, post-, and after 3 months of the program. As determined by Cohen's d test, there was a large effect of educational program on post and follow-up knowledge, authentic leadership, mindfulness, and managerial competencies scores. CONCLUSION The educational program about authentic leadership and mindfulness had a positive effect on nurse managers' managerial competencies. TRIAL REGISTRATION NUMBER (TRN) The study protocol was approved by the Research Ethics Committee of the Faculty of Nursing, Port Said University, Egypt (code number: NUR 13/3/2022-11).
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Doornich JB, Lynch HM. The mindful leader: a review of leadership qualities derived from mindfulness meditation. Front Psychol 2024; 15:1322507. [PMID: 38505367 PMCID: PMC10948432 DOI: 10.3389/fpsyg.2024.1322507] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/16/2023] [Accepted: 01/29/2024] [Indexed: 03/21/2024] Open
Abstract
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.
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Measuring Mindfulness in Business School Students: A Comparative Analysis of Mindful Attention Awareness Scale and Langer's Scale. Behav Sci (Basel) 2023; 13:bs13020116. [PMID: 36829346 PMCID: PMC9952146 DOI: 10.3390/bs13020116] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/16/2022] [Revised: 01/20/2023] [Accepted: 01/23/2023] [Indexed: 01/31/2023] Open
Abstract
Research studies have established that mindfulness helps in psychological well-being, stress reduction, chronic pain management, behavioral therapy, and other areas including organizational development. Mindfulness often refers to a state of consciousness, but mindfulness can also be understood as a personality trait. State mindfulness is referred as the individual's capacity to cultivate a particular state of mind during meditative practice. Traits are more permanent facets of personality characteristics that are difficult to change and likely have some basis in genetics. Few scholars have criticized meditative mindfulness as a trend and cautioned that organizations should carefully consider their goals before introducing meditative mindfulness training. This dichotomy has prompted us to review the literature and carry out a comparative analysis of two divergent measurement scales of mindfulness: the Mindful Attention Awareness Scale (MAAS) and Langer's mindfulness/mindlessness scale. The MAAS is the most widely used mindfulness scale to measure mindfulness, and Langer's scale measures mindfulness/mindlessness. We developed hypotheses relating Langer's scale and the MAAS. Further, we studied whether there is any difference in mindfulness/mindlessness among business school students with an undergraduate background in engineering and nonengineering streams. Using a self-administered questionnaire, we measured the mindfulness levels of 221 MBA first- and second-year graduates and tested the hypothesis using partial least squares structural equations modeling (PLS-SEM). We found that Langer's mindfulness/mindlessness scale was negatively associated with the MAAS. We did not find any effect of gender, education, and professional specializations on mindfulness.
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Schubin K, Seinsche L, Pfaff H, Zeike S. 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. Front Psychol 2023; 14:994959. [PMID: 37151337 PMCID: PMC10158731 DOI: 10.3389/fpsyg.2023.994959] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/15/2022] [Accepted: 02/20/2023] [Indexed: 05/09/2023] Open
Abstract
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, ηp 2 = 0.06, n = 54], well-being [F(2.106) = 73.019, p < 0.001, ηp 2 = 0.17, n = 54], health literacy [F(2.108) = 9.067, p < 0.001, ηp 2 = 0.15, n = 55], and work performance [F(2.80) = 7.008, p = 0.002, ηp 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.
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Affiliation(s)
- Kristina Schubin
- Institute of Medical Sociology, Health Services Research and Rehabilitation Science, Faculty of Human Sciences, Faculty of Medicine and University Hospital Cologne, University of Cologne, Cologne, Germany
- *Correspondence: Kristina Schubin,
| | - Laura Seinsche
- Institute of Medical Sociology, Health Services Research and Rehabilitation Science, Faculty of Human Sciences, Faculty of Medicine and University Hospital Cologne, University of Cologne, Cologne, Germany
| | - Holger Pfaff
- Institute of Medical Sociology, Health Services Research and Rehabilitation Science, Faculty of Human Sciences, Faculty of Medicine and University Hospital Cologne, University of Cologne, Cologne, Germany
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Zeshan M, de La Villarmois O, Rasool S, Niazi ARK. “The perfect moment is this one. The effect of mindfulness on employees: a perspective from self-determination theory”. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2022. [DOI: 10.1108/ijoa-07-2022-3346] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
Abstract
Purpose
This paper aims to show the direct and indirect effects of mindfulness on the employees’ commitment in the employees who perform monotonous work. Moreover, it also shows the role of basic psychological needs proposed by self-determination theory (SDT), on the relationship between mindfulness and commitment.
Design/methodology/approach
This paper has used a time-lagged approach. Data has been collected from the nurses in public sector hospitals through a survey strategy. Structural equation modeling has been used to validate the measure and to test the hypotheses.
Findings
The results of thi study reveal that there is a positive relationship between mindfulness and employee affective organizational commitment. This study also shows that in the existence of a high level of autonomy, mindfulness does have more effect on commitment. Moreover, this study also shows that this relationship is mediated by employee boredom. However, this mediation is not moderated by the satisfaction of the need for autonomy.
Practical implications
This study serves as a guide for frontline managers in situations where they want their subordinates who perform monotonous and boring work to remain committed to the organization. This study also emphasizes the recruitment of employees who may show more trait mindfulness.
Originality/value
This study enriches the literature in the field of organizational behavior by showing how basic psychological needs proposed by SDT collaborate with mindfulness in producing employees’ positive attitudes.
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Zhou Y, Wang C, Sin HP. Being “there and aware”: a meta-analysis of the literature on leader mindfulness. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2022. [DOI: 10.1080/1359432x.2022.2150170] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/12/2022]
Affiliation(s)
- Yuyang Zhou
- College of Business, Florida International University, Miami, FL, USA
| | - Chen Wang
- Haworth College of Business, Western Michigan University, Kalamazoo, MI, USA
| | - Hock-Peng Sin
- College of Business, Florida International University, Miami, FL, USA
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Higgs M, Rowland D. Is change all in the mind? A study of leader mindfulness, leader behaviors in implementing change. JOURNAL OF GENERAL MANAGEMENT 2022. [DOI: 10.1177/03063070221107130] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Abstract
Organizations are facing an ever-growing need to implement continuous transformational change. This has led to an increase in interest in change leadership. However, this has not been supported by empirical research and the need for it has been widely recognized. In parallel, and related to, these developments there have been a significant growth in interest in the concept of mindfulness and in particular in its relationship to leadership. However, whist there is a lot of evidence of its value in clinical contexts, there is limited organizationally based evidence and a paucity of studies that explore mindfulness and leadership. In spite of this, there is an increasing interest in mindful leadership amongst practitioners and a growth in related development programs on offer. This paper reports a study that explored the nature of leader mindfulness and change leadership behaviors in the context of implementing organizational change. It was based on interviews with 63 leaders from 56 organizations. Analyses of the data showed clear relationships between leaders’ facilitating and engaging behaviors and leader mindfulness in the context of change.
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Affiliation(s)
- Malcolm Higgs
- Department of Organisation Behaviour and HRM, Hull University Business School, Hull, UK
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Chang TFH, Baelen RN, Ramburn TT, Purandare P. Developing positive self-leadership through “Inner Engineering”. JOURNAL OF MANAGEMENT DEVELOPMENT 2022. [DOI: 10.1108/jmd-05-2021-0129] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
PurposeThe study evaluated the effect of a comprehensive yogic methodology called “Inner Engineering Online” (IEO) on developing positive self-leadership. The authors hypothesized that IEO would equip participants with knowledge and skills to optimize their functioning in major experiential dimensions of the self (body, mind, emotion, and energy) and produce a synergistic effect in enhancing well-being and positive organizational behavior for employees, leaders, and entrepreneurs.Design/methodology/approachThe study uses a field quasi-experimental one group design with pre- and post-tests. The sample consists of 97 employees, 84 leaders and 76 entrepreneurs in various industries (N = 264).FindingsThe pairwise t-test results show that IEO has a positive effect on well-being (mindfulness, joy, vitality, and restfulness) and positive organizational behavior (meaningful work, psychological capital, and work engagement).Research limitations/implicationsThe study is limited by the lack of a control group. Future research may use a randomized control design to confirm the present findings and explore the mechanisms through which IEO exercises its effect and other positive outcomes.Practical implicationsIEO complements the behavioral and cognitive strategies of self-leadership by including emotional and energetic strategies to produce a synergistic effect on positive outcomes. The program is multi-lingual and scalable and can be implemented in and outside of the organizational settings globally.Originality/valueThe study proposes the concept of positive self-leadership and is the first study to investigate the potentiality of an emerging program for developing positive self-leadership.
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Leroy HL, Anisman-Razin M, Avolio BJ, Bresman H, Stuart Bunderson J, Burris ER, Claeys J, Detert JR, Dragoni L, Giessner SR, Kniffin KM, Kolditz T, Petriglieri G, Pettit NC, Sitkin SB, Van Quaquebeke N, Vongswasdi P. Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518211062563] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking evidence. Analyzing 60 interviews with academic directors of leadership centers at top business schools, we find that the selection of programs does not always align with scientific recommendations nor do schools always engage in high-quality program evaluation. Respondents further indicated a wide variety of challenges that help explain the disconnect between business schools claiming A but practicing B. Behavioral Integrity theory would argue these difficulties are rooted in the lack of an individually owned and collectively endorsed identity, an identity of an evidence-based leader developer (EBLD). A closer inspection of our data confirmed that the lack of a clear and salient EBLD identity makes it difficult for academics to walk their evidence-based leader development talk. We discuss how these findings can help facilitate more evidence-based leader development in an academic context.
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Affiliation(s)
- Hannes L. Leroy
- Rotterdam School of Management (RSM), Erasmus University Rotterdam, Rotterdam, Netherlands
| | - Moran Anisman-Razin
- Kemmy Business School, University of Limerick, Limerick, Ireland
- Fuqua School of Business, Duke University, Durham, NC, USA
| | - Bruce J. Avolio
- Michael G. Foster School of Business, University of Washington, Seattle, WA, USA
| | | | - J. Stuart Bunderson
- Olin Business School, Washington University in St. Louis, St. Louis, MO, USA
| | - Ethan R. Burris
- McCombs School of Business, University of Texas at Austin, Austin, TX, USA
| | | | - James R. Detert
- Darden School of Business, University of Virginia, Charlottesville, VA, USA
| | - Lisa Dragoni
- School of Business, Wake Forest University, Winston-Salem, NC, USA
| | - Steffen R. Giessner
- Rotterdam School of Management (RSM), Erasmus University Rotterdam, Rotterdam, Netherlands
| | - Kevin M. Kniffin
- Dyson School of Applied Economics and Management, SC Johnson College of Business, Cornell University, Ithaca, NY, USA
| | - Thomas Kolditz
- Doerr Institute for New Leaders, Rice University, Houston, TX, USA
| | | | - Nathan C. Pettit
- Stern School of Business, New York University, New York City, NY, USA
| | - Sim B. Sitkin
- Fuqua School of Business, Duke University, Durham, NC, USA
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Aqtash S, Alnusair H, Brownie S, Alnjadat R, Fonbuena M, Perinchery S. Evaluation of the Impact of an Education Program on Self-Reported Leadership and Management Competence Among Nurse Managers. SAGE Open Nurs 2022; 8:23779608221106450. [PMID: 35734221 PMCID: PMC9208042 DOI: 10.1177/23779608221106450] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/05/2022] [Accepted: 05/23/2022] [Indexed: 11/17/2022] Open
Abstract
Background Developing leadership and management competencies for nursing managers is critical to the effective leadership of others and driving team and organizational performance. This paper aimed to evaluate the impact of a system-wide nursing leadership quality improvement initiative in a network of four public hospitals and one specialized outpatient center in the United Arab Emirates (UAE). The initiative was designed to enhance nursing middle managers’ leadership and managerial competencies. Methods This is a quantitative evaluation following the Standards for Quality Improvement Reporting Excellence (SQUIRES) guidelines. Secondary Data analysis of a pre- and post-course self-assessment for 105 middle nursing managers who attended a nursing leadership quality improvement training program between December 2017 and April 2019. Results Following participation in this quality improvement initiative, the paired sample t-test analysis demonstrated a statistically significant difference between the pre- and post-assessments total and individual leadership domains mean scores. Conclusion Attending well-structured nursing leadership quality improvement programs positively enhances nurse managers’ professional abilities and perception of their management and leadership competencies. Leadership development programs should equip managers with the skills and tools to achieve their professional goals effectively and support their transition to becoming expert nurse leaders. Healthcare institutions’ ethical obligation is to provide them with the necessary resources and training to achieve this goal.
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Affiliation(s)
- Salah Aqtash
- College of Nursing, Walden University, Minneapolis, MN, USA
- The Medical Office, Pure Health, Dubai, UAE
| | | | - Sharon Brownie
- School of Nursing, Midwifery & Public Health, University of Canberra, Bruce, ACT, Australia
- School of Medicine & Dentistry, Health Workforce Development, Griffith University, Queensland, Australia
- Center for Health & Social Practice, Wintec, Hamilton, New Zealand
| | - Rafi Alnjadat
- Department of Allied Health Sciences, Al-Balqa Applied University, Jordan
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“After All, No One Is Superhuman Here”: An Analysis of the Perceived Effects of Managerial Athleticism. ADMINISTRATIVE SCIENCES 2021. [DOI: 10.3390/admsci11040123] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022] Open
Abstract
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.
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Salmen K, Festing M. Paving the way for progress in employee agility research: a systematic literature review and framework. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.1080/09585192.2021.1943491] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Katharina Salmen
- Chair of Human Resource Management and Intercultural Leadership, ESCP Business School, Berlin, Germany
| | - Marion Festing
- Chair of Human Resource Management and Intercultural Leadership, ESCP Business School, Berlin, Germany
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Brendel WT, Hankerson S. Hear no evil? investigating relationships between mindfulness and moral disengagement at work. ETHICS & BEHAVIOR 2021. [DOI: 10.1080/10508422.2021.1958331] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- William T. Brendel
- Department of Learning and Performance Systems, Penn State University
- Department of Psychology, University of St Thomas
| | - Sarah Hankerson
- Department of Learning and Performance Systems, Penn State University
- Department of Psychology, University of St Thomas
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Urrila LI. From personal wellbeing to relationships: A systematic review on the impact of mindfulness interventions and practices on leaders. HUMAN RESOURCE MANAGEMENT REVIEW 2021. [DOI: 10.1016/j.hrmr.2021.100837] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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Goldman Schuyler K, Watson LW, King E. How Generative Mindfulness Can Contribute to Inclusive Workplaces. HUMANISTIC MANAGEMENT JOURNAL 2021; 6:451-478. [PMCID: PMC8669398 DOI: 10.1007/s41463-021-00120-2] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Received: 07/09/2021] [Accepted: 11/20/2021] [Indexed: 02/07/2024]
Abstract
Humanistic management and mindfulness practices can potentiate one another to foster an inclusive society. By moving beyond a limited instrumental understanding of mindfulness practice to a generative mindfulness that incorporates a recognition of the rich nature of the human mind, awareness of cultural practices, and deeply rooted ethical foundations, managers can create organizational cultures that honor the sacred in every human being. A set of interviews with noted consultants and researchers on mindfulness and leadership suggests convergence on this perspective, as does the experience of a university administrator in developing an anti-racist agenda for a large U.S. university. This article is based on both the personal experience and scholarly research of its authors and suggests ways that humanistic management education can contribute to creating inclusive workplaces through incorporating generative mindfulness in executive development as well as undergraduate programs.
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