How Leader and Follower Mindfulness Relate to Performance and OCB through Conversation Quality and Empathy: A Moderated Mediation Model
Date of Award
Master of Science (MS)
Industrial - Organizational Psychology
Interest within the organizational research community regarding mindfulness has recently surged. Little research, however, has examined how employees’ mindfulness may influence interactions between leaders and followers. This study examined how followers’ trait mindfulness related to two specific aspects of dyadic interactions: leader – member conversational quality (LMCQ) and follower empathy toward a leader. Further, the study examined how this influence extended (via LMCQ and leader-oriented empathy) to task performance and organizational citizenship behavior (OCB), two important workplace outcomes for followers. Leader mindfulness was also expected to have a significant influence on the relationships, in that it was expected to strengthen the expected positive relationships between follower mindfulness and outcomes. Survey data were collected from 105 white-collar employees and 40 leaders (N = 105). Path-analytic results indicated a positive relation between follower trait mindfulness and both LMCQ and empathy for leaders. LMCQ was also significantly related to employee task performance, as was empathy for the leader with OCB. Follower trait mindfulness was significantly indirectly related to task performance and OCB via the mediators, as hypothesized. The moderating influence of leader mindfulness on relationships between follower trait mindfulness and LMCQ/empathy for the leader was not significant. The implications of these results for theory and practice are discussed.
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"How Leader and Follower Mindfulness Relate to Performance and OCB through Conversation Quality and Empathy: A Moderated Mediation Model"
(2021). Master of Science (MS), Thesis, Psychology, Old Dominion University, DOI: 10.25777/5yny-gs71
Industrial and Organizational Psychology Commons, Organizational Behavior and Theory Commons