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Dissertation/Thesis Abstract

The use of mindfulness in dealing with ambiguity during transformational organizational change
by Wylson, Avonlie, M.S., Pepperdine University, 2015, 155; 1603650
Abstract (Summary)

The present mixed-methods study examined how 19 experienced change leaders cope with ambiguity during transformational organizational change and whether mindfulness helps them do that. Study findings indicated that practitioners react in varying ways to ambiguity and employees generally react negatively. Change leaders rely on personal coping and project initiation strategies, ongoing guidance and support, agile and action-oriented approaches, courageous and bold leadership, and trust in their process to manage ambiguity for themselves. To help others deal with ambiguity, change leaders repeatedly articulate the change vision and direction and demonstrate confident, strong change leadership. Mindfulness appears to enhance leaders’ abilities to interact with others, maintain perspective, and attune with others’ emotional states. Mindful change leaders appear to more frequently practice self-awareness and self-care, seek professional advice and assistance, and exercise an agile, action-oriented approach to leading change as ambiguity coping mechanisms.

Indexing (document details)
Advisor: Chesley, Julie
Commitee: Egan, Terri
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 55/02M(E), Masters Abstracts International
Subjects: Management, Psychology, Organizational behavior
Keywords: Ambiguity, Change leadership, Change management, Mindfulness, Organization transformation, Organizational change
Publication Number: 1603650
ISBN: 978-1-339-23172-3
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