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The work-from-home scheme (WFH) is increasingly being adopted in service firms. However, the blurred border between employees’ work and life can create work–life conflict (WLC) that negatively affects their well-being. Therefore, identifying factors that help employees overcome WLC and nurture their well-being is imperative. From a transformative service research (TSR) and personal psychology perspective, this study aims to explore the roles of service employee state of mindfulness and resilience in reducing WLC, alleviating its negative effects and ultimately nurturing their happiness.

A structural model was proposed. Data were collected from 339 WFH employees in various knowledge-based services such as professional services, information, education and training, financial consulting and marketing. Direct, indirect, mediating and moderating effects were estimated using the CB-SEM method.

Mindfulness is the overarching capability that helps reduce WLC and raise resilience. It nurtures WFH employee happiness not only directly but also via the mediation of resilience and WLC. Resilience, on the other hand, mediates the effect of mindfulness on happiness and moderates the negative impact of WLC on happiness.

Firms are recommended to organize mindfulness and resilience training programs, and encourage organizational- and job-related facilitators. WFH employees should actively participate in such programs and add them to their to-do-list practices.

To the best of the authors’ knowledge, this study is among the first empirical studies of employee mindfulness and resilience in the WFH context. It contributes to the TSR research stream and enriches the concepts of mindfulness and resilience by elucidating different mechanisms in which each of these personal qualities operates to help employees nurture happiness in this specific working condition.

Mindfulness is gaining popularity in the business world as a way to improve mental health and productivity in employees. However, the application of mindfulness for employees in the hospitality sector is still in its nascent stage. This paper aims to synthesize the evidence on the effectiveness of mindfulness practice on employees in this high-pressure service industry.

This narrative review identifies and integrates insights from journal articles researching mindfulness in the hospitality industry. Synthesis and reflective description of the literature reveal an exigent need for practice, policy-making and future research.

This review paper describes mindfulness-based interventions used in the literature. It shows how the practice of mindfulness stimulates a culture of well-being and effectiveness at work, consequently having a positive impact on the customer and the organization. It points to the role of mindfulness in helping hospitality employees deal with stress, depression, anxiety, burnout and emotional labor peculiar to this industry, lowering absenteeism levels and turnover intention.

This paper has implications for hospitality managerial practice, human resource (HR) policy development, employees at all levels in the hospitality industry, business coaches/trainers, educationists, students pursuing hospitality management and researchers.

This first review article on mindfulness in the hospitality industry lays the foundation to accentuate the need and benefits of prioritizing mindfulness in this sector. It provides directions for future research, application in HR management in hospitality and designing effective interventions.

This study aims to examine the effect of frontline managers’ green mindfulness on their green creativity directly and through green creative process engagement (GCPE). Furthermore, perceived corporate social responsibility (CSR) moderates the link between green mindfulness and GCPE.

The data were collected from 592 frontline managers from the hospitality industry of Pakistan. The data were analyzed using Hayes’ PROCESS macro.

The findings indicate that green mindfulness has a positive relationship with GCPE and green creativity. Moreover, GCPE mediates the relationship between green mindfulness and green creativity. Perceived CSR also moderates the link between green mindfulness and GCPE. The moderated-mediation effect of perceived CSR is also found to be significant.

The results imply that mindfully green frontline managers’ cognitive resources provide greater attention toward environmental problems and connectedness to nature, which encourages hospitality service firms’ frontline managers’ green creativity.

The novelty of the present study is the development and empirical testing of an integrated framework to investigate that when and how green mindfulness affects green creativity.

Limited research efforts have been undertaken despite the pivotal role of employees' voluntary behaviours in the success of organizations' environmental sustainability programs. In this context, the present study examined the association between employee's mindfulness (EM) and voluntary pro-environmental behaviour (VPEB) at the workplace, and also the mediating effect of connectedness to nature (CNS) on this relationship.

Grounded in the re-perceiving theory, a model was developed with EM as an independent variable, CNS as the mediator and employees VPEB at the workplace as the dependent variable. Based on the online responses from 421 employees working in manufacturing as well as services sectors in India, analysis was undertaken by utilizing confirmatory factor analysis, Pearson correlation and the PROCESS macro of Hayes (2017).

EM was noted to be positively influencing employee's VPEB at the workplace, and the mediation analysis indicated that CNS partially intervenes in this relationship.

Corporate leaders striving to achieve the organization's environmental sustainability goals could strive to build a pro-environment culture at the workplace by developing employees' mindfulness and sense of CNS. As the findings have depicted, this would positively influence employee's VPEB at the workplace which in turn will help organizations in achieving their environmental sustainability goals.

This study is the first to examine how EM through CNS motivates employees to engage in VPEB, especially in the organizations' context. Moreover, the re-perceiving theory of mindfulness was also extended in the organizations' environmental sustainability context.

Employee well-being is increasingly relevant and crucial for organizational success. As work engagement and employee well-being affect employee performance, this area is the focus of increasing attention both from scholars and industry professionals. The main objective of the present research study is to investigate the mediating role of work engagement on the relationship between mindfulness at work, organizational justice and employee well-being.

The study was conducted on information technology (IT) employees in India, and 331 complete responses were collected for the data analysis. The cross-sectional data were collected through purposive sampling. Structural equation modeling (SEM) was applied to evaluate the proposed research hypotheses.

The findings support the convergent and discriminant validities of mindfulness, organizational justice, work engagement and employee well-being. The results indicate that mindfulness and organizational justice have an indirect relationship with employee well-being. In addition, the study demonstrates that work engagement significantly mediates the relationship between mindfulness and employee well-being as well as between organizational justice and employee well-being.

The findings will help organizations and human resources (HR) departments to understand the importance of work engagement and employee well-being in the workplace.

The mediating effect of work engagement between the workplace mindfulness–organizational justice relationship on employee well-being is addressed by drawing on conservation of resources (COR) and job demand–resource (JD–R) theories. Prior research has exclusively studied the relationship of employee well-being with either mindfulness or organizational justice. This research provides empirical insights regarding the fact that both mindfulness and organizational justice simultaneously have a relationship with employee well-being.

The COVID-19 pandemic necessitated teleworking, which inadvertently led to an impaired communication between supervisors and employees, resulting in abusive supervision. Drawing on the conservation of resources (COR) theory and the social identity theory, this study aims to address this negative association by examining the mediating role of state mindfulness and the moderating role of COVID-19 corporate social responsibility (CSR) in the relationship between abusive supervision and counterproductive work behaviors.

This research employs both qualitative and quantitative research designs. Data collection involved an experimental design with 117 participants (Study 1), a cross-sectional survey with 243 participants (Study 2) and semi-structured interviews with 24 full-time employees (Study 3).

The results reveal that state mindfulness acts as a mediator in the positive relationship between abusive supervision and counterproductive work behaviors (CWB). Furthermore, COVID-19 CSR mitigates the relationship between abusive supervision and CWB within the organization, but not with the supervisor. Additionally, COVID-19 CSR moderates the impact of abusive supervision on state mindfulness.

The results emphasize the crucial role of CSR when employees encounter abusive supervision during the COVID-19 pandemic. Organizations and managers should adopt appropriate strategies to enhance employees' perception of CSR. Prioritizing the cultivation of state mindfulness is also recommended, and organizations can provide short-term mindfulness training to improve employees' state mindfulness.

This research contributes to the understanding of abusive supervision and CWB in the context of forced teleworking.

This study aims to illustrate the mechanisms underlying the effect of stress on flow states in the context of a multilevel organization, in which case employees' perseverative cognition and reactions to challenge–hindrance stressors are affected by leader mindfulness.

Study 1 employed a three-wave time-lag survey, and study 2 conducted a diary study across 10 workdays to replicate the results of study 1. Multilevel structural equation modeling and Monte Carlo simulation were performed using Mplus 8.0 software to test all hypotheses.

Problem-solving pondering transmits the nonlinear effect of challenge stressors on flow, and affective rumination mediates the negative effect of hindrance stressors on flow. Leader mindfulness amplifies the tendency of followers to ruminate on the positive aspects of challenge stressors, consequently increasing their positive reactions and flow. Although leader mindfulness fails to influence followers to ruminate less on hindrance stressors, it negates the harmful effect of affective rumination on the flow experience.

This study is one of the first to examine the associations between stressor types and flow in the workplace. The authors also develop a new theory that highlights the ability of leader mindfulness to shape subordinates' stress, cognitions and reactions through social modeling and the authors identify the boundaries of its beneficial effects.

Employees’ bootlegging innovation behavior is common and plays an important role in enterprise management. Based on the resource conservation theory and self-regulation theory, the purpose of this study is to explore the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior, with psychological safety as a mediator and mindfulness at workplace as a moderator.

Survey data were gathered from 591 employees’ self-assessment questionnaires in China. Hierarchical regression analysis was used to test the research model through SPSS and AMOS.

This study found that the leaders’ abusive supervision negatively affects employees’ bootlegging innovation behavior; employees’ psychological safety completely mediates the negative effect of leaders’ abusive supervision on employees’ bootlegging innovation behavior; and mindfulness at work moderates the influence of leaders’ abusive supervision on employee’ bootlegging innovation behavior, as well as the influence of leaders’ abusive supervision on employees’ psychological safety.

This study has significant implications in passive leadership that affect employees’ innovation. Authors found that leaders’ abusive supervise, mindfulness at workplace play a crucial role in employees’ bootleg innovation through psychological safety.

Theoretically, this study has enriched the antecedent research on employees’ bootlegging innovation behavior from the perspective of negative leadership behavior and employee psychology. And this study considered mindfulness at workplace as a boundary condition.

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.

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.

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.

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.

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.

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.

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.

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.

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.