Mindfulness and leadership flexibility

Abstract

Purpose-In a context of great complexity, many authors have focused on the beneficial effects of leadership flexibility (Denison et al., 1995), a capacity theoretically associated with mindfulness. The purpose of this paper is to better understand the relationship between mindfulness and behavioral flexibility in leaders. Design/methodology/approach-Data were collected from two samples: 100 active leaders from diverse economic sectors and 62 students pursuing an executive MBA degree. Findings-The results show that mindfulness is positively associated with the overall score for leader flexibility, and with its two dualities: self-assertive and directive vs collaborative and supportive, and long-term strategy vs short-term execution. Specifically, four of the five dimensions of mindfulness (nonreactivity, nonjudging, acting with awareness and describing) were positively correlated with the overall flexibility score. Practical implications-The results suggest that by developing mindfulness, managers might be better able to adapt their leadership style to the demands of different situations. To that end, interventions based on mindfulness are worthwhile options for use within organizations, particularly in the context of leadership development programs. Originality/value-While most models of leadership assume a linear relationship between certain leadership behaviors and performance, other voices suggest that effective leaders need to possess great behavioral flexibility so that they can adapt with agility to the multiple needs of the people and situations around them. Few studies have examined the factors that may play a role in leadership flexibility.

A balanced view of mindfulness at work

“…However, contrary to the suggestions that mindfulness turns employees into uncritical drones and promotes passive acceptance of organizational dictates, Baer (2015) argues that mindfulness is in fact more likely to promote proactive, engaged behavior. Preliminary research supports this latter view, providing evidence that mindfulness encourages adaptive, flexible responding (Baron et al, 2018;Carmody et al, 2009), and makes employees more sensitive to mistreatment (Walsh & Arnold, 2020).…”

Leader Mindfulness: Well-Being Throughout the Organization

“…Relatedly, research indicated that leader mindfulness is associated with increases in a well-sought leader characteristic in these changing times: leader flexibility (Baron et al 2018). Flexibility according to the authors pertains two opposing dimensions that represent different tensions within organizations: (1) the integration of performance goals and human relationships (i.e., self-assertive and directive vs collaborative and supportive) and (2) the tendency to be directed toward the external context or in-house procedures (i.e., long-term strategy vs short-term execution).…”

Navigating Emotional Waters in Schools: Becoming an Emotionally Adaptable Leader

“…Simply put, it is, "a mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and nonjudgmentally accepting feelings and thoughts" (Sanyal & Rigg, 2020, p. 2). While much of the research on it is theoretical in nature, there are studies linking it to positive leadership outcomes including mental health (Roche et al, 2014), employee wellbeing, effectiveness (Reb et al, 2014) and leader flexibility (Baron et. al.…”