The role of mindfulness and psychological capital on the well-being of leaders.

Abstract

In today’s highly competitive and extremely complex global economy, organizational leaders at all levels are facing unprecedented challenges. Yet, some seem to be handling the pressure better than others. Utilizing 4 samples of CEOs/presidents/top (n = 205), middle (n = 183), and junior (n = 202) managers, as well as 107 entrepreneurs, using Structural Equation Modeling we tested the direct effect that their level of mindfulness (heightened awareness) and the mediating effect of their psychological capital (i.e., hope, efficacy, resilience, and optimism) may have on their mental well-being. In all 4 samples, mindfulness was found to be negatively related to various dysfunctional outcomes such as anxiety, depression, and negative affect of the managerial leaders and burnout (i.e., emotional exhaustion and cynicism) of the entrepreneurs. For all 4 samples, the model with psychological capital mediating the effects of mindfulness on dysfunctional outcomes fit the data best. The study limitations, future research and practical implications of these findings conclude the article.

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“…We found that the higher the qualifications, the higher the PsyCap values, namely: self-efficacy, resilience and hope, which allows us to partially corroborate the third hypothesis. In agreement with Luthans et al (2014), self-efficacy operates as a basis of positivity, so the bigger the capacity to mobilize the cognitive resources and the necessary actions for a well succeeded performance, the more confident people feel, trying harder to make positive choices. In the same line, Cunha et al (2008) defend that the more people adjust to the functions they perform and the better the knowledge about people they have, the more effort they make to reach their goals and better adapt to situations that cause psychic suffering.…”

“…Discussion Roche, Haar, and Luthans (2014) suggested that the findings of positive psychology contribute to improve individual and collective functioning and promote psychological well-being. Positive experiences strengthen minds and shape behaviours because they prepare people for day-to-day adversities and stimulate the boldness required to tackle problems.…”

The Emerging Role of Mindfulness Research in the Workplace and its Challenges

“…Studies suggest mindfulness to be positively related to job satisfaction (Hülsheger et al, 2013;Dane & Brummer, 2014), job engagement (Leroy et al, 2013), job performance (Shonin et al, 2014b;Andrews, Kacmar & Kacmar, 2014) and work-related well-being (Shonin et al, 2014b;Roche, Haar & Luthans 2014), and negatively related to emotional issues (Hülsheger et al, 2013;Roche, Haar & Luthans 2014;Shonin et al, 2014b) and turnover intentions (Dane & Brummer, 2014;Andrews, Kacmar & Kacmar, 2014).…”

“…Two online studies suggested mindfulness to be positively related to job engagement, job performance (Andrews, Kacmar & Kacmar, 2014) and job satisfaction (Dane & Brummer, 2014) and negatively related to turnover intentions (possibility that an individual would leave the organization) (Andrews, Kacmar & Kacmar, 2014;Dane & Brummer, 2014). Roche, Haar & Luthans (2014) examined the effect of level of mindfulness (MAAS) on psychological well-being in a sample of top (N = 205), middle (N = 183) and junior (N = 202) managers, and also 107 entrepreneurs. Mindfulness was negatively related to anxiety, depression and had a negative effect in the case of managerial leaders, and to burnout in the case of entrepreneurs.…”

“…Studies suggest that current mindfulness research quite satisfactorily answers the issues related to work-related stress and other negative emotions (Hülsheger et al, 2013;Roche, Haar & Luthans 2014;Shonin et al, 2014b). However, the current state of art completely lacks empirical support for addressing the required development of adaptability and morality.…”