Ulmcke, Dirk (University of Latvia, University of Applied Science, Kufstein, Austria)
Leadership performance: the influential role of mindfulness and meditation practice
Purpose: The purpose of this paper is to examine the relationships among leadership performance, mindfulness and meditation practice.
Design/Methodology/Approach: Leaders in Germany, Austria and Australia were surveyed about their level of mindfulness, their meditation practices, their personal life circumstances and also their leadership practices from their own and a subordinate’s point of view. Analysis was performed based on a four variable prediction model where correlations where computed among three predictor variables and their regression towards leadership performance. In a pre-study, students were tested on their mindfulness experiences and attention/concentration ability before and after an eight week mindfulness education, using paired sample tests. Expert interviews illuminate the applicability of mindfulness training for leadership development.
Expected Findings: Leaders scoring high means on the Comprehensive Inventory of Mindfulness Experiences (CHIME) also report more frequent meditation practice. They show higher frequencies of leadership practices (LPI self) and are viewed as more effective by their subordinates for those leadership practices (LPI observer). No significant differences were observed comparing the nationality of leaders. For an already conducted pre-study, students showed significantly higher levels of attention and concentration performance (d2 test) but no significant gains in mindfulness (FAA) after an eight week mindfulness education training as compared to test results before the training. Experts will widely state positive arguments to incorporate mindfulness training in their leadership development plans.
Originality: Leadership Performance and Mindfulness has not yet been studied according to the Prediction Model introduced.
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Leadership performance: the influential role of mindfulness and meditation practice
Purpose: The purpose of this paper is to examine the relationships among leadership performance, mindfulness and meditation practice.
Design/Methodology/Approach: Leaders in Germany, Austria and Australia were surveyed about their level of mindfulness, their meditation practices, their personal life circumstances and also their leadership practices from their own and a subordinate’s point of view. Analysis was performed based on a four variable prediction model where correlations where computed among three predictor variables and their regression towards leadership performance. In a pre-study, students were tested on their mindfulness experiences and attention/concentration ability before and after an eight week mindfulness education, using paired sample tests. Expert interviews illuminate the applicability of mindfulness training for leadership development.
Expected Findings: Leaders scoring high means on the Comprehensive Inventory of Mindfulness Experiences (CHIME) also report more frequent meditation practice. They show higher frequencies of leadership practices (LPI self) and are viewed as more effective by their subordinates for those leadership practices (LPI observer). No significant differences were observed comparing the nationality of leaders. For an already conducted pre-study, students showed significantly higher levels of attention and concentration performance (d2 test) but no significant gains in mindfulness (FAA) after an eight week mindfulness education training as compared to test results before the training. Experts will widely state positive arguments to incorporate mindfulness training in their leadership development plans.
Originality: Leadership Performance and Mindfulness has not yet been studied according to the Prediction Model introduced.
Download Presentation