A Phenomenological Investigation of Leader Development and Mindfulness Meditation

Abstract

Regardless of the gap between the demands of the global work environment and the maturity of leaders, minimal research exists on the trend of the practice of mindfulness meditation and the developmental experiences of leaders. Consequently, scholars have little understanding of how an increasing number of leaders experience mindfulness meditation. The purpose of this study was to understand the perceived impact mindfulness meditation had on leader development for 20 manager-leaders who had a regular (at least 3 days a week) mindfulness meditation practice. The primary recruitment strategy included outreach to potential participants affiliated with professionally oriented mindfulness groups on LinkedIn. The main conceptual framework was Day’s conceptualization of leader development. The central research question addressed leaders’ perceptions and experiences of the impact of mindfulness meditation on their development as leaders. A modified Stevick–Colaizzi–Keen data analysis procedure was used in this study. Key results included the identification of 10 core themes and the associated conclusion that leaders who want to contribute solutions to global challenges will have to access more of their potential, which may require engaging in contemplative practices such as mindfulness meditation. The principal recommendation includes the serious consideration of mindfulness meditation by leaders and organizational decision makers of development investments. This study has implications for positive social change, in that a better understanding of how leaders experience mindfulness meditation may provide direction for leaders and organizations about developmental practices that support leadership effectiveness.

Leader Mindfulness: Well-Being Throughout the Organization

“…Since mindfulness in general is associated with more reflection instead of a fast, more automatic response, which is also true in the context of interactions with employees. Qualitative research confirms this: leaders report that mindfulness helps them to communicate better and clearer (Kearney et al 2013;Frizzell et al 2016). Based on these processes, mindfulness facilitates good (working) relationships with employees (Shapiro et al 2005).…”

“…The positive effect of leader mindfulness on employee outcomes can also be explained by the influence of leader mindfulness on the leaders' ability to better meet the needs of the employees (Reb et al 2014;Van Den Broeck, Vansteenkiste, De Witte, and Lens 2008). Qualitative research confirms this hypothesis: leaders report that mindfulness helps them to listen better to their employees and communicate more clearly (Kearney et al 2013;Frizzell et al 2016). In addition, leaders explain that they are more attentive in meetings and focus better, which also gives a positive stimulus to communication within the team (Carter et al 2016;Frizzell et al 2016).…”

“…Qualitative research confirms this hypothesis: leaders report that mindfulness helps them to listen better to their employees and communicate more clearly (Kearney et al 2013;Frizzell et al 2016). In addition, leaders explain that they are more attentive in meetings and focus better, which also gives a positive stimulus to communication within the team (Carter et al 2016;Frizzell et al 2016).…”

“…In qualitative research, leaders report a more integrated or balanced leadership after a mindfulness training, where leaders feel calmer, have more compassion, and are also better able to deal with ambiguity and uncertainty (Frizzell et al 2016).…”

“…It would also be interesting for future research to focus more on mapping the effect of mindfulness on the communication process between leaders and their employees (Decuypere et al 2019). Qualitative research shows that mindfulness helps to listen better and communicate more clearly (Kearney et al 2013;Frizzell et al 2016). Since communication is crucial for leadership (Barge 1994;Fairhurst and Connaughton 2014;Neufeld et al 2010) and leaders spend most of their time communicating with employees (Wajcman and Rose 2011), this may be the way mindfulness can have the greatest impact for organizations.…”