Abstract
Mindfulness has become quite popular. Both in scientific research and within regular media, the attention for the beneficial effects of mindfulness has increased. In the business world, claims on the effectiveness of mindfulness for well-being, focus, and performance are thrown around rather carelessly. In recent years, organizations are also providing more mindfulness courses for their employees. In the academic world, research on mindfulness in general, as well as on the effect of mindfulness in organizations, is on the rise. As a reaction to the increased “hype,” some scientists are concerned about overstatements on the effectiveness of “McMindfulness,” and the lack of ethical framework surrounding the application of mindfulness in both treatment settings and organizations. Therefore, it is important to remain critical and to develop a nuanced view on the effectiveness and use of mindfulness for both leaders and their employees in organizations. In this review chapter, we provide an overview on the research on leader mindfulness and the possible working mechanisms, after which we formulate some critical remarks and give practical evidence-based advice on the application of mindfulness in organizations. Although mindfulness seems to have beneficial effects on leader and employee well-being, our goal is to provide a nuanced view of the up-to-date research on leader mindfulness, to support future research, theory building, and practical applications in the work place.
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Decuypere, A., Audenaert, M., Decramer, A. (2021). Leader Mindfulness: Well-Being Throughout the Organization. In: Dhiman, S.K. (eds) The Palgrave Handbook of Workplace Well-Being. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-30025-8_73
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