A dual‐path model linking leader mindfulness to follower resilience

Team virtuality as a boundary condition

Bibliographic Data

ID6415428
AuthorsXingyu Feng (0000-0002-5359-2965, Faculty of Business and Economics Monash University Melbourne Victoria Australia, corresponding author)
Year2025
Volume74
Issue6
Publication date2025-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueApplied Psychology (JOURNAL)
Journal identifiersISSN: 0269-994X • E-ISSN: 1464-0597
PublisherWiley (PUBLISHER • GB)
DOI10.1111/apps.70042
OpenAlexW4417158165
LanguageEN
Citations received1
References cited103

Although emerging studies have documented the benefits of leader mindfulness in the workplace, the mechanisms by which it enables employees to cope with adversity remain unknown. Drawing on conservation of resources theory and social learning theory, I suggest that mindful leaders can enhance subordinates' resilience through a resource‐enhancing pathway (indicated by employee psychological empowerment) and an indirect learning pathway (reflected in leader role modeling). I posit, however, that these positive effects of leader mindfulness are weakened in more highly virtual teams. I tested this model across two studies. Study 1 was a multi‐wave, multi‐source survey based on a sample of 89 leaders and 424 followers. Study 2 was a field experiment in which 112 leaders were assigned to either a mindfulness intervention or a control condition. The results of both studies fully supported my theory. Theoretical and practical implications are discussed

Tools

Open DOI