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1 – 10 of over 2000Yuanmei (Elly) Qu, Gergana Todorova, Marie T. Dasborough and Yunxia Shi
The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious…
Abstract
Purpose
The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict.
Design/methodology/approach
To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams.
Findings
The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness.
Practical implications
While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders.
Originality/value
This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams.
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Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay Pereira
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing…
Abstract
Purpose
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.
Design/methodology/approach
The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.
Findings
The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.
Originality/value
This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.
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Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level…
Abstract
Purpose
Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level regulatory focus and organization-level team mindfulness in managing megaproject conflicts.
Design/methodology/approach
By combining the individual motivation basis and organizational background of conflict resolution, this study constructed a multi-level structural equation model. The hypothesis is tested based on data collected from 182 respondents.
Findings
The findings of this study show that project manager's promotion focus has a direct positive effect on task conflict and a negative effect on relationship conflict. Prevention focus has a positive effect on relationship conflict and a negative effect on task conflict and process conflict. Team mindfulness has a negative effect on relationship conflict and process conflict and a positive effect on task conflict. Task conflict was negatively affected by the interaction between team mindfulness and promotion focus. The interaction between team mindfulness and prevention focus had a positive effect on relationship conflict.
Originality/value
This study verifies the positive role of project manager's promotion focus and prevention focus in conflict management and clarifies the strengthening role of team mindfulness in constructive conflict and the prevention role in destructive conflict. This study also confirms that team mindfulness can act as a reinforcement and complementary factor of regulatory focus in megaproject conflict, contributing to the current understanding of the project manager's role in megaproject mindfulness contexts.
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Zainnur M. Rusdi and Amin Wibowo
This conceptual paper aims to present a model and propositions regarding the positive effect of team mindfulness on team commitment and how team respectful engagement moderates…
Abstract
Purpose
This conceptual paper aims to present a model and propositions regarding the positive effect of team mindfulness on team commitment and how team respectful engagement moderates the positive effect of team mindfulness on team commitment.
Design/methodology/approach
This is a conceptual study that presents a model and propositions from an exploration of the previous literature by using the conservation of resources (COR) theory and the broaden-and-build theory.
Findings
The contribution of this study shows that team mindfulness has a positive effect on team commitment. Then, when team respectful engagement is high, it strengthens the positive effect of team mindfulness on team commitment. When team respectful engagement is low, it weakens the positive effect of team mindfulness on team commitment.
Research limitations/implications
The limitation of this research is that it only explains the causal relationships related to team mindfulness, team commitment and team respectful engagement through propositions built from the synthesis of various previous studies, without empirically confirming those relationships.
Practical implications
Teams should consider mindfulness training, such as mindfulness-based stress reduction. In addition, managers should also pay great attention to team respectful engagement, so that the interactions within the team are based on respect.
Originality/value
Limited research has been conducted to propose the model and propositions related to team mindfulness, team commitment and team respectful engagement by using the COR theory and the broaden-and-build theory.
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Usama Awan, Muhammad Sufyan, Irfan Ameer, Saqib Shamim, Pervaiz Akhtar and Najam Ul Zia
Despite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure…
Abstract
Purpose
Despite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure information processing and team member exchange relationships to increase creative process engagement. Drawing on motivated information processing theory, this study conceptualizes and empirically examines whether and how mindfulness motivates individuals toward creative process engagement.
Design/methodology/approach
The authors collected data through an online survey from 311 respondents working in the Research and Development (R&D) departments of organizations in multiple industries in Pakistan. For analytical purposes, the authors have applied the structural equation modeling technique.
Findings
This study advances a different view of individual mindfulness on the creative process engagement in the following ways. First, mindfulness enables individuals to self-regulate in specific situations and become effective in fostering creative process engagement. Second, this study extends research on relational information processing by linking it to mindfulness and creative process engagement. Relational information processing partially mediates the relationship between mindfulness and creative process engagement. Third, this study highlights that mindfulness motivates individuals to focus more on developing quality working relationships, but they seem less willing to participate in idea generation and problem-solving solutions.
Originality/value
The study findings provide implications for research on mindfulness, creativity and motivated information processing to enhance individuals’ creative process engagements. The authors also discuss the implications for executives on the relational and creative benefits of mindfulness.
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Shiji Lyndon, Ashish Pandey and Ajinkya Navare
Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is…
Abstract
Purpose
Shared leadership literature has primarily focused on investigating its positive impact on performance. Thus, the existing understanding of the emergence of shared leadership is limited. Also, there is a dearth of literature identifying the impact of shared leadership on affective outcomes. This study investigates the impact of transactive memory system and team mindfulness on shared leadership, and subsequently, the impact of shared leadership on team satisfaction through the mediating mechanism of thriving.
Design/methodology/approach
The study adopted a mixed-methods approach with sequential explanatory research design. Quantitative study was carried out with a sample of 40 teams. Data were collected at four different time points. Qualitative interviews with 10 teams were carried out to provide insights about the relationships which emerged from the quantitative study.
Findings
The study found support for the impact of transactive memory on shared leadership. However, contrary to our hypothesis, the study found that the interaction effect of transactive memory system and team mindfulness on shared leadership is such that team mindfulness has preventive impact on lack of transactive memory. The results indicate that shared leadership influences team satisfaction through the mediating mechanism of employee thriving.
Originality/value
The study examines under-explored antecedent and boundary condition of emergence of shared leadership, i.e. transactive memory system and team mindfulness. Also, the study makes a methodological contribution by examining the dynamics of shared leadership through both quantitative and qualitative approaches.
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Knowledge sharing is increasingly important in today’s information age and extant literature considers knowledge hoarding as an undesirable form of knowledge-withholding behavior…
Abstract
Purpose
Knowledge sharing is increasingly important in today’s information age and extant literature considers knowledge hoarding as an undesirable form of knowledge-withholding behavior. As knowledge hoarding is a generic, nonintentional behavior, specific attitudes and organizational processes are unlikely to curb it. Hence, the study postulates that reflection, awareness and group identification are necessary to combat innate tendencies toward knowledge hoarding. To test these hypotheses, this study aims to explore the role of mindfulness and relational systems in reducing employees’ knowledge hoarding by increasing their meaning-making through work.
Design/methodology/approach
The study results are based on a cross-sectional survey of 203 employees in India working for different organizations. Standardized scales were used for capturing data, and partial least squares structural equation modeling was used for analysis.
Findings
Mindfulness and team cohesion were positively related to an increase in meaning-making through work. Supervisor support improved perceptions of team cohesion. However, contrary to expectations, team cohesion and meaning-making through work were positively, rather than negatively, related to knowledge hoarding.
Research limitations/implications
The cross-sectional nature of the study prevents strong inference of causal relationships. Future studies may use a longitudinal design to test the relationships.
Practical implications
It highlights the role of meditation sessions and supervisory support in improving employees’ perceptions of meaning-making through work. It exhorts managers to systematically assess the impact and societal perceptions regarding knowledge hoarding rather than automatically assume a negative attitude.
Originality/value
To the best of the authors’ knowledge, this is the first study to investigate the impact of mindfulness, team cohesiveness and meaning-making through work on employees’ knowledge hoarding behaviors. The study results suggest that knowledge hoarding may be perceived positively in certain cultures. It highlights the inconsistencies in the conceptualization and operationalization of knowledge hoarding and suggests the need for better construct delineation and empirical studies related to knowledge hoarding.
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Karen R. Johnson, Sunyoung Park and Sanghamitra Chaudhuri
As the concept of mindfulness gains popularity in the workplace, there is a need to understand the extent to which mindfulness-related practices are integrated into training and…
Abstract
Purpose
As the concept of mindfulness gains popularity in the workplace, there is a need to understand the extent to which mindfulness-related practices are integrated into training and development activities and the impact of these practices on employees and organizations. The purpose of this study is to provide an overview of the scope of mindfulness as an intervention in the workplace and to identify outcomes of mindfulness-related training activities at the individual, job/work, team/group and organizational levels.
Design/methodology/approach
Torraco (2005) and Briner and Denyer's (2012) four steps (search, selection, analysis and synthesis) for conducting an integrative literature review were used for this study. This method enabled us to compare and contrast relevant articles, integrate distributed information, create new knowledge and provide research directions on mindfulness practices in work settings.
Findings
Through a revision of 28 empirical studies, the authors found that mindfulness-based training is an effective intervention for organizations to improve mental health, wellbeing and performance of employees. A total of 51 significant outcomes of mindfulness-related training categorized at the individual (23), job/work (17), group/team (7) and organizational (4) levels were identified.
Practical implications
Despite the benefits of mindfulness training, according to the research, only a handful of organizations have rolled-out this program for employees. The authors recommend that industry leaders and managers take a proactive approach and incorporate mindfulness-related practices as part of their professional development training for employees at all levels to improve personal and professional growth and performance.
Originality/value
This paper extends the emerging literature on mindfulness by providing a comprehensive summary of the consequences of mindfulness training at a multilevel context within the human resource development domain.
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Megan Reitz, Lee Waller, Michael Chaskalson, Sharon Olivier and Silke Rupprecht
The study's objective was to examine whether and how mindfulness training and practice might impact indicators of three capacities identified as critical for leading in the…
Abstract
Purpose
The study's objective was to examine whether and how mindfulness training and practice might impact indicators of three capacities identified as critical for leading in the twenty-first century: resilience, leading in complex contexts and collaboration.
Design/methodology/approach
We conducted a non-randomised wait-list controlled study with 57 senior leaders (81 per cent female) who undertook an eight-week “Mindful Leader” programme.
Findings
Our findings suggest the programme was effective in developing leaders in terms of their mindfulness, resilience and self-perceived leadership competencies such as collaboration and agility in complex situations. The amount of mindfulness practice the leaders undertook was associated with improvements in mindfulness, resilience and collaboration. Furthermore, participants reported that the programme was beneficial for them as leaders and that the training format was feasible. However, objective measures of cognitive functioning and leadership competence did not improve significantly within the mindfulness intervention group.
Practical implications
Mindfulness practice may be a promising and effective method for leader development. Our results suggest that mindfulness can be learnt and developed by executive leaders, as long as they practice for at least 10 min per day.
Originality/value
This is the first study to investigate how resilience, leading in complex contexts and collaboration can be developed through mindfulness training.
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Ellen Keithline Byrne and Tojo Thatchenkery
The purpose of this paper is to examine how mindfulness training impacts creativity with individuals in a workgroup and propose a methodology for future research.
Abstract
Purpose
The purpose of this paper is to examine how mindfulness training impacts creativity with individuals in a workgroup and propose a methodology for future research.
Design/methodology/approach
The methodology developed drew on existing laboratory-based research and applied those designs in a real-world application. The sample participants were from a mid-sized real estate firm that included ten realtors and support staff, six in the treatment group and four in the comparison group. The study took place over 16 weeks where pre-test and post-test mindfulness and creativity assessments were administered. A five-week mindfulness training was conducted with the treatment group and following the post-tests with the comparison group.
Findings
Results indicated that the mindfulness training positively impacted creativity in the moment and over time. There was evidence that the mindfulness training positively impacted an individual’s level of attention and awareness in daily activities which is likely to influence creative outcomes in organizational settings.
Research limitations/implications
This study shows that it is possible to design experimental studies in work settings and contribute to the empirical research about mindfulness despite the widely held perception about scarcity of time and lack of access to do such research. The findings also build on existing literature and address some of the gaps in current research. The most notable limitation relates to the small sample size.
Practical implications
The finding affirms that even a short but consistent practice of mindfulness in organizations can lead to a measurable increase in creativity.
Originality/value
This empirical study adds value to existing literature by expanding laboratory-based methodology to a practical application. One of the unique aspects of this research relates to the sample population. This research was conducted with an intact workgroup and translates the insights gained from laboratory research to a potential benefit for an organization by applying a version of this methodology to enhance its workgroup creativity.
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