Leader Mindfulness and Employee Meaningfulness

BUSM4376 Dissertation

Topic: Examining the relationship between mindfulness of leaders and meaningfulness of employee

(Draft)

2022

Student Number:

Module Code: BUSM4375

Module Name: Research Methods

Assignment Title:

Submission Date:

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List of figures

Introduction

Background

In the modern business world, the workload of the employees and task complexities is important functions of an organisation. The two employees of the same segment have different work and the country’s different requirements. The task in the organisation depends on the educational qualification, the experience of the worker, specialisation of an employee for the position of the employee in the organisation. The workload of an employee is a good measurement of their productivity because if the workload is not up to the standard, then the worker will include themselves in non-productive activities like uneven talks and group politics. The workload of the employee will be above the standard then, and the employee will feel burnout, and various health problems can also occur due to the burden of the work. The high workload will also cause job dissatisfaction in the employee, and the person will lose interest in the work (Inegbedion et al., 2020, P. 1). According to Taheri et al. (2020, p. 1), different organisations in the world are facing challenges due to the fact of work environment, and better job satisfaction in the employees’ working environment is considered the critical factor. If an organisation doesn’t create a work environment that provides job satisfaction to the employees, then the organisation faces lots of challenges due to the unevenness in production. In addition, Ramli (2018, p. 179) presents the job satisfaction factor as very critical for the performance of the employee because it works as a predictor of performance. The level of job satisfaction will impact the performance of employees. If an employee is satisfied with the job, then the employee’s performance will increase gradually, and low job satisfaction will reduce the performance of the employee gradually. In the modern era, the leaders of businesses are working in complex systems, and their operating styles have also changed with time. In the modern business world, the importance of leaders is increasing day by day because of the increasing complexities in the business environment. A leader should have various competencies to sustain in the dynamic business environment. For a leader, various capacities are included, like self-awareness, resilience, cognitive flexibility, efficiency, self-reflection, and self-regulation. Mindfulness is referred to as a meta-skill that can alter the core capabilities of the leaders like self-awareness and emotion regulation. Mindfulness is referred to as a trait, a state or a method of training the mind. Mindfulness can be defined as the state of being aware and attentive, along with a non-judgemental attitude and a clear purpose for the work (Reitz et al., 2020, p. 2). According to King and Haar (2017, P. 6), leadership plays a critical role in the organisation. Effective leadership can be very beneficial for business organisations, and if effective leadership is not there, then the managerial failure cost could be borne by the organisation. It is suggested that the personality trait of a person affects leadership performance and behaviour. Effective leadership also creates a positive impact on the performance of a group team or organisation. The mindfulness of a person influences the performance of a leader by increasing other skills like self-leadership and self-regulation. Mindfulness also impacts general leadership skills, which increases interpersonal skills and decision-making power. However, Kaur and Mittal (2020, P. 115) stated that in modern work culture, employees prefer to work visa exciting, challenging, and interesting for that work enhances the skills of employees. The meaningfulness of work can be achieved by the employees through autonomy, commitment, satisfaction, and involvement. The meaningfulness of work assists in improving the capacity of employees to achieve the goals of the organisation and objectives set by the managers. Meaningfulness can be referred to as a significant contribution of a work to the individuals’ lives. The engagement of employees can be recognised as the initiative of an organisation that ensures the profitability and success of an organisation. In the business organisation, the bond between the leaders and employees must be strong, and both can help each other in operating individual’s work. This research will contribute to evaluating the relationship between the mindfulness of a leader and the meaningfulness of employees.

Research problem

In the business organisation, job satisfaction is a critical factor that can impact the performance of an employee, and it can also impact the productivity of the organisation. If an employee is satisfied with the job, then the performance of the employee will increase, and if an employee is dissatisfied with the job, then the performance and productivity of the employee will decrease. The research work in the domain and market knowledge shows that job satisfaction can be affected due to work environment, organisational climate, and leadership style (Subarto et al., 2021, P. 169). A leader is a person who leads a group of people and influences them to work towards a specific goal and objective decided by the organisation. Employees are the people who follow the leader and work according to the instructions to achieve the goals of the organisation. The mindfulness of a leader is referred to as the attentive nature of a person, and the meaningfulness of the employee is referred to as the work done by the employees are benefiting them. The awareness of a leader and various competencies of a leader can affect the meaningfulness of employees. The background knowledge also highlights that the mindfulness of the leader can help in providing satisfaction to the employees and followers (Arendt et al., 2019, P. 11). Despite several kinds of research about this topic, the shortage of information has produced the demand for research work to fulfil the knowledge gap.

Aim

The research aims to “evaluate the relationship between a leader’s mindfulness and employee meaningfulness”.

Objectives

The objectives are –

• To analyse the influence of a leader’s mindfulness on employee meaningfulness

• To understand the significance of the leader’s Meaningfulness and employee’s Meaningfulness

• To evaluate the processes related to leader’s Meaningfulness and employee’s Meaningfulness

Research questions

The research questions are –

RQ1 How does a leader’s mindfulness influence employee meaningfulness?

RQ2 What is the significance of the leader’s Meaningfulness and employee’s Meaningfulness?

RQ3 Which processes are associated with a leader’s Meaningfulness and an employee’s Meaningfulness?

Significance of the research

The leader and employee both are important for the business organisation to operate its business activities in various markets. The increment in the complexity of the business environment has produced the demand for effective leadership and employees with job satisfaction. Job dissatisfaction can increase the employee turnover rate and reduce the productivity of an organisation. This research work aims to evaluate the relationship between the mindfulness of a leader and the meaningfulness of employees. During this research work, effective analysis of leaders’ mindfulness influence on the meaningfulness of employees will be done. This study will show how the meaningfulness of employees can be impacted due to the mindfulness of leaders. In this research, the significance of leaders’ mindfulness and leaders’ meaningfulness will be found. In this study, the importance of both aspects will be discussed. In this research work, various processes which are associated with the mindfulness of leaders and the meaningfulness of employees will be discussed and evaluated. 

Literature review

Mindfulness and Meaningfulness

Mindfulness refers to the meditation that focuses on the thought that is intensely known about it what is happening, feeling and sensing the current moment without any disturbance and judgments. Mindfulness involves methods, guides, practices and breathing. According to Petchsawang and McLean (2017, p. 3), mindfulness is the state of consciousness where people are aware of one thought but actions. In the workplace, mindfulness helps to grow the interest between researchers and practitioners. Mindfulness practices include the tools to improve workplace spirituality that results in helping to enhance work performance. Workplace spirituality helps to focus on improving work performance by triggering connection, community sense and meaningfulness. This helps to enhance the attention of current technologies with the help of empirical research reports, physiological interest and benefit of performance. In addition, Ortiz and Sibinga (2017, p. 19) stated that people exposed that mindfulness interventions help to reduce anxiety, depression symptoms, enhanced quality of life and coping and mood.

Mindfulness helps to enhance mental and physical outcomes and behaviour. As per Ortiz and Sibinga (2017, p. 19), Mindfulness instructions help to find the negative effect of anxiety and stress-related childhood exposure that helps to enhance the long-term and short-term results. Mindfulness is the instructions that are developed by a structured training program to give non-judgemental attention to the current moment. In contrast, Van Gelderen et al. (2019, p. 492) stated that mindfulness refers to repetitive attention and awareness of experience that is based on huge benefits but is costly in terms of performance. Cognitive entrenchments may not occur solely, and it occurs with the experience. As per Lievonen (2019, p. 11), the flowchart diagrams combination of the complex word mindfulness is described in figure 1. Here the visualisation of the mindfulness intricacy is described as it has three angles such as the way of awareness, help to enhance the awareness with the meditation and utilisation of the non-cognitive goals. Mindfulness learners learn less from their aspects of limited knowledge, their insights may not apply to every changed condition, and to become cognitively entrenched here, they may be on a higher level of risk. In addition, Reb et al. (2019, p. 3) stated that mindfulness is inherited by the substantial body of research that helps in a large range of functioning and well-being benefits such as good cognitive performance and less anxiety.

Figure 1: Flowchart of the mindfulness

Source: (Lievonen, 2019, p. 11).

Meaningful work where including the positive significance of the assignment. As per Mostafa and Abed El-Motalib (2020), meaningfulness helps to achieve the purposes that are needed in the individual’s knowledge and principles on the bases of work assignment and engagement. Meaningfulness can influence the response of the leadership. It helps both mediator and moderator to apply ethical leadership in the relationship of work engagement and helps to explain why and how ethical leadership is essential. In addition, Gibson et al. (2019, p. 1022) stated that the meaningfulness of work refers to the experience of having border significance in daily work responsibilities. Work predicts life enjoyment, happiness and satisfaction. As per Kim et al. (2018, p. 2), the meaningfulness of work organisation support is perceived with the sequential mediators and micro perspectives. Generally, for example, human nature relates to the meaning that exists in themselves and choosing their life as per their choice.

Meaningful work is an essential member because it helps to specify the knowledge of their organisational work. Meaningfulness of work (MOW) refers to the concept of identifying that how a leader interprets the experience. In addition, as per Aguinis and Glavas (2019,p. 2), work for individual and humanity activity struggle to find life meaningfulness. The process of giving the mean to any work is called sense-making, and it is used for the sense-making factors to understand the variables that are influencing the individual to make sense of corporate social responsibilities. As per Carleton et al. (2018), leaders with mindfulness are important because it helps to provide the measurable tools that help to manage perfect work effectively when facing a highly stressful situation.

Significance of the leader’s mindfulness

A mindful leader helps to perform the work as per the cultivating focus on creativity, compassion and clarity in other person’s service. As per Lievonen (2019, p. 11), it is the tangible quality where it is required fully non-judgemental attention in the current movement. The mindful leaders can feel and see those moments. According to Kollberg Dahlström and Lindstedt (2020, p.18), Leadership presence is power because it helps to recall the experienced leadership presence whether it is available in someone else or ourselves. It is mostly representing the one-to-one function or audience presence between people. To develop the leadership presence with mindfulness, it will be recognised how much time people can state on their mental state for partial attention continuously. In addition, as per King (2019, p. 88), A mindful leadership meditation is also including the points such as sitting comfortably by closing the eyes.

It also includes bringing a person in mind who is perfect for leadership, they have patience and ask questions as per curiosity, observing for others such as respectful, great listener, creative, collaborative, open thinker, kind, clear vision and who can inspire another person as per (King, 2019, p. 88). The great and mindful leader can skillfully lead employees, guide them to future changes and connect them. On the other hand, Levey and Levey (2019, p. 1), mindfulness, if not available to any leader, will accumulate stress and make them feel overvalued and out of balance. At this stage, if a person tries to cover themselves from the discomfort zone, then the more out of touch actuality the experience, capacity of wellness and choice help to identify the life course deteriorate. Mindfulness here helps to manage the flow and experience to the sense of acceptance, openness, awareness and caring. A high level of mindfulness provides a positive action on entrepreneurship where it can become more rigidly in low mindfulness also with their mental schemas, focus, experience and knowledge.

For a leader, it is important to meaningfully monitor the working flow, good skillfulness, mystery and purpose to understand both circumstances such inner and outer of life (Love, 2020, p. 4). Mindfulness is an important skill for developing resilience, and it is performing the ability of the optimal state to the challenging experience encountered during work and life. In figure 2, functions are defined for controlling and reducing the rework of employees, which involves the four enablers. Here redress rework construction is described were to institutionalise an error management culture that helps to provide an environment of psychological safety under the auspices of authentic leadership. As per Decuypere et al. (2020), several dimensions are required for the mindful leader, such as intention, presence, own stream of conciseness and notice, for example, in-between conversations. On the other hand, as per Zimmaro et al. (2020), in low mindfulness, learners have less experience and less attention to understanding the large space of external and internal stimuli. In addition, as per Decuypere et al. (2020), a leader’s mindfulness helps to describe the leader’s attention to the current case scenario, contact and communicate to each of the employees, intentionally bring back the attention, and propose things in a caring mode open and non-judgemental way. However, as per Jia et al. (2018, p.1), it also allows people to reach for negative thoughts, which can enhance attention and enhance regulatory control.

Figure 2: Functions for Reducing and controlling the rework

Source: (Love, 2020, p. 4).

Significance of employee’s Meaningfulness

Meaningful work is continuously highlighting an employee’s performance in the organisation. As per Van Wingerden and Van der Stoep (2018), meaningfulness generally does not happens continuously, but the meaningful work of an employee plays an important role in enhancing the employee’s capacity and achieving the organisational objectives and goals. Working with meaningfulness helps to define the significant positive contribution to the job of the employee. It provides the satisfaction of an employee that derives from their job and different positive working outcomes. In addition, Gunasekara and Zheng (2018) stated that employee meaningfulness includes the employee’s engagement, difficult affective comments and the experience of mindfulness.

Employees are working meaningfulness posing the capabilities of them to adjust their salve as in the desired organisation. As per Gunasekara and Zheng (2018), Employees with full meaningfulness of work help to show good well-being and consider the work as high-value work, and they also carry organisations for its long-term goals. However, an employee’s negative behaviour and engagement help to enhance lateness, absence and turnover (Menon and Priyadarshini, 2018, p.3). Three phonological conditions such as inevitable meaningfulness, availability and safety. Work represents the daily research of bread for understanding it. In addition, as per Youn and Kim (2022, p.1), Employee meaningfulness helps to control the relationship between employees’ engagement and CSR activities insignificant, valuable and personal work. Employee engagement is the key success of all healthy organisations. As per Youn and Kim (2022, p.1), Thus repercussions and opportunities engaged in the workforce define a positive fulfilment of work that is characterised by vigour, absorption and dedication. However, as per Aslam et al. (2018, p. 149), one employee’s negative reaction, such as hopelessness and disengagement, will affect another employee’s performance.

Meaningfulness helps to the corporate support of employees to volunteering and considering it essentially so that companies can identify the corporate social responsibility (CSR) initiatives. The need for employee volunteering helps to summarise the CSR strategies that are not effective when employees lead to enactors for supporting the supportive facilitators. As per Im and Chung (2018), meaningfulness is inherited from the activity of volunteering for developing the sense. It is available in the form of motivation that helps to guide the subsequential behaviour of people for volunteering as per the desired significant prospective and values. Meaningful volunteering in employees developed for a particular reason of the volunteering work. When Employees volunteer, they feel committed to the affiliation with work that helps to give them a favourable outcome that is respecting others. In addition, as per Walumbwa et al. (2019), it influences meaningfulness on the work unit, and individual level perform the results such as employee’s motivation of meaningfulness positively relates to the elder’s related employees performance. However, its outcomes represented that collectively meaningfulness related negatively to object turnover collectively. In addition, meaningfulness helps to enhance the employee’s capacity for achieving the organisational objectives and goals.

Meaningfulness of work defines the positive significance of the contribution to the employee’s job and satisfaction. Meaningfulness helps to enhance the potential meaning of the work based on the focus on physiological satisfaction. Meaningfulness of an employee’s work helps to avoid negative feedback and numeric rating (Walumbwa et al., 2019). On the other hand, as per Aguinis et al. (2020), a Lack of employee focus, knowledge and interest will be helpful to provide the task solution lately with so many errors. They Employees help to involve constant tends to spread negativity in the organisation’s environment. Some of the required factors of employees are impacting on the employee’s skills, awareness, motivation, awareness and abilities. Meaningful ways of an employee’s growth factors change over time, so it also will help to achieve the organisational goals in positive ways. The various strategies can increase the leader’s Meaningfulness and an employee’s Meaningfulness which can be beneficial for the organisation.

Processes or strategies to increase a leader’s Meaningfulness and an employee’s Meaningfulness

Employees’ and leaders’ meaningfulness and mindfulness play an important role in work well-being. As per Pinck and Sonnentag (2018, p. 1), Transformational leaders help to enhance the experience of subordinates’ meaningfulness. Transformational leadership helps to develop their subordinate’s new ideas to learn to form their thoughts and develop operating rules on existing questions. Then subordinates feel encouraged for adjusting the circumstances as per their thoughts instead of exposing another person’s thoughts. This will be helpful because it helps to provide a better quality of work without coping with stress and demands unpleasant situations that lead to reducing the tension. Transformational leaders help to reduce the pressure on one employee and communicate their feelings when they count on their leader during complex personal situations and work-related issues (Pinck and Sonnentag, 2018, p. 1). In contrast, according to Love (2020, p. 1 ), leaders can also spread uncomfortable knowledge to project team members and their subordinates to talk about it, which can lead to negative attribution in any team.

The goal of error management is addressing the attributional bias and hindsight where people and attributes are blamed for their undesirable activity and personality of work, such as lack of knowledge. Here, error prevention is not negative intuitively. It helps to focus on outcomes that help reduce errors, poor performance, and psychological safety in performance and learn from errors. The strategy that is supporting to the aim of getting it right the first time has developed into a core framework and function that helps to control the rework. In addition, As per Hunsaker (2019, p. 7), spiritual leadership is the emerging and value-based approach to a leader because they assume the interactions between the follower and a leader. They help to critically build a block for the organisational culture that is mutually allowing the values that help co-workers for achieving good spiritual well-being and meaningfulness in work. As per Urrila (2021, p. 2), the research represents that it is triggering the mechanism for spiritual leadership that is inheriting the positive spillover effects of spiritual activity well-being in the individuals and organisational outcomes that includes organisational productivity, commitment, citizenship behaviour, life satisfaction and job burnout.

However, as per Renecle et al. (2020, p.181), on top of phonological, emotional and physical demands team can face a high-risk environment that is negatively impacting the work. A mindful leader can provide nurses with sources in the conditions, but it will be negatively affected in neutral conditions. In these aspects, it is expected that the outcome of a mindful organisation helps a team with proper resources to handle the substantial demand which is facing these teams in the environment. As per Fatima and Zafar (2018, p. 12), meaningfulness helps to provide the different emotions of distress that include feelings of depression, anxiety, guilt, and lack of purpose is the reason for countering productive work behaviour in the workplace. It includes bullying, absenteeism, frequency of turnover and cynicism. In this situation, employees feel an existential vacuum, so in this stage, leaders have to challenge and facilitate the employee’s search for meaning in their lives. As per Lips-Wiersma (2020), Leaders here help employees understand the meaning and make them internally meaningful and strong enough to contribute a positive impact on the large society.

As per Sagnak and Kuruöz (2017, p. 1), meaningfulness in leadership helps to define the purpose and goal of the work as per an ideal standard. A leader here helps to influence or transfer the meaning of work. With the help of meaningfulness, leaders shape the organisation’s goal, objective, identity, and mission of the employee’s work. In contrast, as per Elangovan et al. (2021, p. 51), a lack of meaningfulness leads to alienation and disengagement in work. Meaningful leaders can help the employees for working as per the company’s goals and motivational growth. As per Tak et al. (2019, p.1), a leader’s mindfulness helps to manage the employee’s stress and creates a bottom line for developing a good workplace. When a leader actively engages in mindful activities with employees, then the physiological capital enhances an organisation’s vision achievements.

Impact of leader’s mindfulness on employee’s meaningfulness.

Spiritual leadership mindfulness impacting on the employee’s organisational behaviour that is divided with the help of awareness of a large perspective that is a sense of meaning in the job. With the engagement in the job, the ethical decision and responsibilities are being a part of the employee’s also (Samul, 2019, p. 10). The effect behaves on the organisational behaviour, and the results are being a part of the world. In addition, Arendt (2019, p. 1) stated that the mindfulness of a leader helps to use the emotional intensity to focus on the events to generate more meaningfulness. A leader’s mindfulness positively impacts servant leadership also, such as the motivation of non-self-centred to lead good humanity or employee. Mindfulness helps to develop a leader’s ability, readiness, support, motivation, knowledge, skills, attributes and ability for the mental models to create new leadership capabilities.

According to Bristow (2019, p. 4), high mindfulness leaders help to increase the metacognitive learning opportunities, process, development awareness and opportunities development. At the same time, lower mindfulness leaders and higher mindfulness leaders are better tools for regulating negative emotions because it helps to proactively generate the development experience. In contrast, Arendt (2019, p. 2) stated that a leader with low well-being helps to control the navigation impacts of opportunity development to fetch the attention of effective emotions that elicit the survival mechanism. In the leadership’s three roles, junior manager, middle manager, and executive, mindfulness negatively impacting such as depression and anxiety can hold back the development of opportunities where high mindfulness has the well-being advantage of dealing with development opportunities. Mindfulness has many advantages of developing leaders with metacognitive awareness, decentring, and mindfulness positively controls the emotional intensity and elder’s meaningfulness. Employees with high, meaningful help to interpret the important tasks easily, such as their role in work and the context of life in the work.

According to Schuh et al. (2019, p. 1), it is an assumption that a leader’s mindfulness always positively affects the leader’s behaviour in the employee’s outcome in the evidence supporting the view. A leader’s mindfulness helps to enhance the employee’s performance, and it is also explained by the enhanced leader procurement justice to work sub sequentially and decrease the employee’s emotional exhaustion. Leader’s mindfulness went along with the higher employee-in-performance and employee-in-role that helps in employee’s job satisfaction and control the employee’s stress such as lower emotional exhaustion and good work-life balance. In figure 3, it is described that leader’s behaviour, mindfulness and outcomes of employees can inform the important practical interventions of an organisation. It is increasingly promoting the ethical responsibilities of leadership behaviour, for example, procedural justice for employee performance and well-being.

Figure 3: Leader procedural justice enactment and key follower of employee’s performance outcome

Source: (Schuh et al., 2019, p. 3).

A higher level of employees face challenging situations with negative effects results such as being in depression and anxiety helps to suggest the very nature of influencing role of negative impacts on employee’s behaviour. In addition, Teo et al. (2017) stated that leaders focus on the adjustment of periods by the signals to organisational people that a crisis is pending, from setting the organisational path to adopting the path of crisis.

In figure 4, the RAR model of the initial leadership tasks described activating the resilience to lead in a limited period. Meaning and sense-making here are implicated in the different leadership task that helps the organisation in the way of organisational resilience and recovery. As per Petridou and Zahariadis (2021, p.295), a leader’s meaning-making helps to enable the different leadership tasks for interpreting the crises that impose in a narrative way to communicate about their crisis management efforts for the high value of an organisation.

Figure 4: rational activation of the resilience model

Source: (Teo et al., 2017).

The literature reviewing of previous research works overall shows that mindfulness represents a type of meditation that helps to focus on the intense awareness that what is feeling happening in the current moment without any judgement. The meaningfulness where represents the quality that is performing the usefulness, importance and seriousness of the work. Here is described the mindfulness and meaningfulness of leaders and employees, their significance and on them are described. Mindfulness leadership helps to represent clarity, creativity, focus and compassion in the services of others. Based on reviewing understanding, it can be presented that meaningfulness in employees and leaders helps to complete the goals of a project and organisation, and it will help to engage all team members with any disturbance.

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