Leader Self-Development, Maturation, and Meditation: Elements of a Transformative Journey

Mindfulness: Unpacking its three shades and illuminating integrative ways to understand the construct

“…Concomitant with the proliferation of mindfulness applications and interventions, research interest in this area has surged over the past decade (see Appendix ), prompting explorations across different levels of analysis (cf. Sutcliffe et al., 2016) and attracting attention across various domains of business management, including marketing (Bahl et al., 2016; Luchs & Mick, 2018; Lee & Kim, 2018); tourism (Chen et al., 2017; Tung et al., 2017); information systems (Addas & Pinsonneault, 2018; Curtis et al., 2017; Mu et al., 2015; Thatcher et al., 2018); human resource management and leadership (Baron et al., 2018; Frizzell & Banner, 2018; Goldman‐Schuyler et al., 2017); and, more broadly, organisational behaviour (Chandler & Hwang, 2015; Danner‐Schröder & Geiger, 2016; Williams et al., 2017). The purpose of management‐related mindfulness research has varied a lot, with targeted benefits such as physical and psychological well‐being (Hülsheger et al., 2015; Hülsheger et al., 2013; Kiburz et al., 2017; Michel et al., 2014) as well as task and job performance (Dane, 2011; Dane & Brummel, 2014; Glomb et al., 2011; Reb et al., 2012) at the individual level; team decision quality (Curtis et al., 2017), team performance (de Jong & Fodor, 2017) and conflict management (Yu & Zellmer‐Bruhn, 2018) at the group level; and reliability, innovation and organisational learning (Levinthal & Rerup, 2006; Weick & Sutcliffe, 2006; Weick & Putnam, 2006; Weick et al., 1999) at the organisational level.…”