Organizations are adding mindfulness training to their leadership programs as something new. There are leaders who are long-term practitioners of mindfulness and are already fully engaged as organizational leaders for whom mindfulness is not new. These leaders have long-term practice experience of 10 to even more than 40 years. There is limited research on these leaders with long-term mindfulness practice who are already working within organizations. The study is designed to obtain new information from organizational leaders, for the purpose of gaining insights into their lived experiences. The qualitative phenomenological research study interviewed organizational leaders linking long-term mindfulness practice to their leadership. Extensive research supports the beneficial outcomes of mindfulness with positive human functioning; additional research is linking mindfulness to organizational functioning and work performance. Mindfulness practice is linked to work performance, in the form of workplace outcomes, specifically in the areas of performance, relationships and wellbeing. Currently, however, little is known about the lived experience of long-term mindfulness use by titled mid to senior level leaders and its impact upon their leadership. The study was designed to explore the gap in the literature. Data was collected through in-depth interviews with fourteen leaders of diverse industries, locations and types of mindfulness practice that shared the common use of a minimum of 10 years of continuous mindfulness practice. A qualitative seven-step analysis framework was utilized to determine all themes and findings after the completion of the interviews. Participants credited mindfulness for contributing to continuous improvements to leadership capacity and capabilities. The data analysis revealed findings linking long-term mindfulness practice to constructive outcomes, amplified awareness, improved leadership development, enhanced relationships, and conscious decision making. Specifically, the results indicate that mindfulness is perceived to contribute to the development of awareness that is associated with improved leadership capabilities and growth. These results have potential implications for organizational development in the areas of capacity building, organizational change, culture change, collaboration, and refining one's use-of-self. The contribution of the study to current literature is also discussed, as are recommendations for future research.
|Advisor:||Matthews, Todd, Preston, Joanne|
|School Location:||United States -- Pennsylvania|
|Source:||DAI-A 80/09(E), Dissertation Abstracts International|
|Subjects:||Management, Organization Theory, Business education|
|Keywords:||Leader self awareness, Leadership development, Mindful leadership, Mindfulness meditation, Organizational leadership, Work performance|
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