Gallery Presentation International Positive Psychology Association 7th IPPA World Congress 2021

Relationship between Mindful Leadership behaviours and Employee Wellbeing (#275)

John AJ McCann 1 , Caroline Bailey 1 , Wendy Chesworth 1
  1. OrgPsych, Closeburn, Queensland , Australia

Research is growing for the value of mindful leadership in organisations (Arendt, Verdorfer, Kugler, 2019; Bunting, 2016; Reb, Narayanan, Chaturvedi, 2014; Stedham, Skaar, 2019). This study investigates the relationship between aspects of a Mindful Leadership style and Employee Wellbeing. Two internationally recognised, evidence-based surveys were used: The Mindful™ Leadership 360 Survey (TML) and The Global Leadership Wellbeing Survey (GLWS®). TML dimensions measure leadership performance including mindful values, integrity, accountability and empowering people. It identifies areas for improved performance with respect to leadership maturity and behaviour. GLWS® measures wellbeing across six domains differentiating between work and personal contexts.  The GLWS® results and interventions are used respectively to help individuals and teams identify areas that are contributing to wellbeing and improve areas that need specific attention.  The study participants, forty-nine direct reports of seventeen focal managers, were recruited from ten Australasian companies including engineering, media, education, psychological services and natural health. Moderate to strong positive relationships were found between focal managers’ mindful leadership behaviours and aspects of their direct report’s wellbeing. All mindful leadership dimensions are positively and significantly related to direct reports’ perceptions of Authentic Relationships at Work (mean r = .49, p < .01, one-tailed) and Intellectual Engagement and Flow (mean r = .41, p < .05, one-tailed). This study concludes that in terms of employee wellbeing, factors in the work environment bear a stronger relationship than those in their personal life.  A mindful leadership style and associated behaviours that convey trust, provide a non-toxic relationship and create a feeling of being a part of a close supportive team, are positively associated to employee wellbeing. These findings also underline the value of GLWS® and TML as means of providing valuable developmental feedback to leaders and staff on key aspects of leadership behaviour, with the aim of improving employee wellbeing.

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  • Keywords: Business and Organizations, Coaching, Leadership/Management, Meaning and Purpose, Mindfulness