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BACKGROUND: Mindfulness is a multi-millenary concept that is fundamental to meditative traditions. Nowadays it is a well-documented psychological construct and a proven therapeutic technique, particularly in stress reduction and depressive relapse prevention. However, mindfulness and its effects on management practices are still relatively unexplored in the literature. OBJECTIVES: This paper aims to address this shortage and demonstrate the claims that mindfulness is a psychological construct that is doubly beneficial to business executives by supporting a more balanced relationship to work while promoting the adoption of more positive and effective leadership behaviors (transformational leadership and authentic). METHOD: A model using positive forms of leadership as mediators of mindfulness / performance relationship is proposed for this assessment. A quantitate analysis is performed on a sample of 319 African managers, 95% of which are South Africans. RESULTS: The data supports the idea that mindfulness is a resource that can be mobilized for inducing transformational and authentic leadership development and positive organizational behaviors. CONCLUSION: Mindfulness seems to be a very interesting predictor of transformational and authentic leadership styles, which prove to be the most powerful generators of performance

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BACKGROUND: Nowadays most companies look for innovations in managerial training in order to develop among their employees some qualities such as motivation, commitment, creativity, autonomy or the ability to adapt to change and manage intensive pressure. Mindfulness is drawing the attention of a growing number of companies. OBJECTIVES: The aim of this study is to explore how mindfulness can be a tool that helps managers not only to develop their capacities but also to better cope with stress and contribute to great workplace performance. METHOD: 13 managers went through MBSR training and their managerial practices were evaluated after the training. Data were collected during individual semi-directive qualitative interviews before and after the training of the managers. RESULTS: The results indicate that organizations may reap considerable benefits from training their managers in programs that support the practice of mindfulness in the workplace. The MBSR training generated significant impacts on two major skills that managers have identified: the ability to supervise a team of employees with all that this implies in terms of interpersonal skills and the ability to organize and prioritize their activities. Also, the research methodology sheds light on the innovative nature of mindfulness in a favorable organizational environment.

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