The influence of team mindfulness on nurses' presenteeism: A cross‐sectional study from the perspective of sensemaking

Abstract

Aim This study explores the influence of team mindfulness on nurses' presenteeism. The mediation effect of perceived empathic concern and perceived insider status and the moderating effect of organisational formalization are assessed. Background Nurses are prone to presenteeism. Few studies have explored the influence of the organisational environment on nurses' presenteeism. Studies that consider organisational, work‐related and person‐related factors on the decision‐making process influencing nurses' presenteeism are scarce. Methods Using a cross‐sectional survey, data from 396 nurses were gathered from three time points and multiple regression analyses were used to test each hypothesis. Results (a) Team mindfulness reduces nurses' presenteeism. (b) Both perceived empathic concern and perceived insider status mediate the relationship between team mindfulness and nurses' presenteeism. (c) Organisational formalization exerts a positive moderating effect on the relationship between team mindfulness and perceived empathic concern. Conclusions Team mindfulness reduces nurses' presenteeism through affective (perceived empathic concern) and cognitive (perceived insider status) sensemaking paths. Organisational formalization is a situational factor to improve the effectiveness of team mindfulness. Implications for Nursing Management Nurse managers need to devote themselves to cultivating team mindfulness, building an atmosphere to promote perceived empathic concern and perceived insider status, and promoting a formal organisational structure.

Rethinking the role of team mindfulness in team relationship conflict: A conflict management perspective

“…Collective mindfulness is an organizational attribute with five dimensions: preoccupation with failure, reluctance to simplify interpretations, sensitivity to operations, commitment to resilience, and deference to expertise (Vogus & Sutcliffe, 2012). By comparison, team mindfulness is a work‐related factor at the team level (Liu et al, 2021). Given these differences, we cannot simply assume that the same processes that apply to individual or collective mindfulness would apply to team mindfulness.…”

“…Similarly, previous research has related team mindfulness to teams based solely on individuals' reactions (e.g., flow, empathic concern, insider status, and recovery; Liu et al, 2020Liu et al, , 2021Xie, 2021), but largely ignored members' interpersonal reactions (Selart et al, 2020). Our logics about how certain conflict management approaches emerge are based on prior research on mindfulness but utilize a macro perspective that could help advance the mindfulness literature beyond its relatively micro focus.…”

“…Further, the mechanisms between team mindfulness and relationship conflict remain undeveloped. Scholars have identified team mindfulness benefits for individuals (Liu et al, 2020(Liu et al, , 2021Xie, 2021) with a focus on individual psychological experiences as key mechanisms, ignoring the role of team mindfulness in interpersonal interactions (Selart et al, 2020). This is a serious oversight since relationship conflict is partly attributable to the nature of bidirectional and interpersonal interactions rather than unidirectional and intrapersonal states in a team.…”

A qualitative study of psychological stress among China’s frontline nurses fighting COVID-19

“…To reduce the psychological stress of frontline nurses, we can invite nationally certified psychological counsellors to provide psychological counselling through individual and group interventions. Individual interventions focus on interviewing; listening, understanding, and paying active attention to nurses after they enter the COVID-19 ward; positive resource utilization; relaxation techniques; mindfulness techniques [ 10 ]; group resource utilization and special periods and daily management based on the sunrise model of nursing [ 11 ]; the use of non-verbal resources in patient communication, ways to empathize with patients at special times, and the ability to ask for help; and how to gain more understanding and support from family members by expressing gratitude toward them. Group interventions occur during the rest times of nurses working in the COVID ward: first, the nurses are given an opportunity to talk to each other about their feelings and emotions; then, they are given time to talk about their own solutions and initiate discussions while receiving empathy, encouragement, support, and recognition of their hardship.…”