A Systematic Review and Meta-Analysis of the Effects of Mindfulness Among Leaders

There is growing evidence that, in organizational settings, mindfulness brings both intra- and inter-individual benefits for employees. Recent years have seen an increase in research on mindfulness specifically within leadership contexts. In this study, we draw on self-determination theory (SDT) to assess the influence of leaders' mindfulness on both follower and leader effectiveness outcomes (performance, resources/viability, and wellbeing). Using state-of-the-art two-stage structural equation modelling, we meta-analytically assess the role of leadership processes that reflect an autonomy-supportive approach (e.g., values-based leadership, transformational leadership, and leader-follower relations) in mediating these effects. Our meta-analytic findings across 51 longitudinal and correlational studies of workplace leaders (393 effect sizes; 9,425 participants) provide support for the hypothesized mediation. Across 25 intervention studies (182 effect sizes; n = 1,254 participants) we find corroborating evidence for the effect of mindfulness interventions on autonomy-supportive leadership processes and leader effectiveness outcomes. We highlight substantive and methodological issues that need to be addressed in order to advance this line of research.