This study examined the effects of a mindfulness-based coaching intervention on perception and emotional regulation shifts related to workplace stressors (internal and external), quality of worklife, interpersonal relationships, and general sense of well-being of high-level executives (HLE) who indicated a desire to improve these areas of their worklife.
Participants in this study were six HLEs, responsible for managing the direction and change strategies of the organization or department under their charge, who supervise, manage others, and work in dynamic environments. Participants identified negative stress response and emotional regulation as well as being focused on the past and the future to be a challenge in their daily work lives.
Kabat-Zinn (2012) posited that mindfulness practice can provide the practitioner with a true embracing of a deeper sense of self and others, which can permeate life and transform the relationship to how one thinks, feels and works. Marlatt and Kristeller (1999) described mindfulness as "bringing one's complete attention to the present experience on a moment to moment basis" (p. 9).
The study included an 8-week mindfulness coaching intervention, pre and post questionnaires, semi-structured interviews. Mindfulness Based Stress Reduction (MBSR), HeartMath Mindful-Hearth Intelligence workbook, tools, exercises and practice were used within a coaching frame work.
A multiple case study design was used and a thematic analysis of the coaching intervention was conducted. The analysis detailed themes and patterns in shifts and changes in perception, emotional regulation around stress response, relationships, and general sense of well-being.
The study elucidated the impact of these interventions on HLEs. Several themes emerged as assets for participants during the intervention, specifically, work stress management, heightened awareness, and acceptance. Suggestion for further research would be to explore the hardiness of the process of acceptance in deepening the impact of the other central themes. An unanticipated result which was explored was the extent to which participants came to understand with kindness and curiosity the negative aspects of nondisclosure within their work culture.
|Commitee:||Gannotta, Richard, McAllister, JoAnn, Schwartz, Joshua|
|School Location:||United States -- California|
|Source:||DAI-A 76/07(E), Dissertation Abstracts International|
|Subjects:||Management, Alternative Medicine, Occupational psychology, Organizational behavior, Physiology|
|Keywords:||Coaching, Executives, Mindfulness, Perception, Quality of worklife, Stress|
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