A Model Exploring Relationships Between Positive Leadership, Meditation, Flow and Task Performance

Banya Barua, Michael Muchiri, Nuttawuth Muenjohn and John Burgess ()
Additional contact information
John Burgess: RMIT University, Australia

Journal of Developing Areas, 2019, vol. 53, issue 2, 229-238

Abstract: Sustaining a reputation and delivering on a range of financial and community objectives remain an important goal for all organisations. Managers have the responsibility for making considered and informed decisions that contribute to realising organisational goals. In this context this paper positions meditation as a practice that has the potential to support managers and organisations in meeting their objectives. This paper presents a conceptual model that develops seven propositions highlighting the role of meditation in relation to positive leadership and task performance. It uses meditation as a moderator and flow as a mediator while positive leadership is the independent variable and task performance is the dependent variable. The paper suggests that the conceptualisation developed will be able to throw light upon interrelationships between the four constructs. From the model the article suggests future areas for research to examine and evaluate the effectiveness of meditation in supporting organisational development. Literature Review: The discussion builds on positive psychology and leadership literature, narrowing down to interrelationships between positive leadership, flow, task performance, mindfulness and meditation ultimately identifying four key constructs - positive leadership, flow, task performance and meditation. The literature is drawn from Arch and Craske (2006), Baccarani, Mascherpa and Minozzo (2013), Csikszentmihalyi (2002), Cullen (2011), Demerouti (2006), Elo et al. (2014), Fredrickson and Losada (2005), Fry and Slocum (2008), Kabat-Zinn (2013), Lewis (2011), Luthans and Avolio (2009), Martin (2005), Porkess (2012), Sethi (2009), Seligman and Csikszentmihalyi (2000), Smith, Koppes Bryan and Vodanovich (2012), Van Gordon et al. (2014), and Zbierowski and Gora (2014). The review justifies the need for further studies on these inter-relationships through five rationales. However, the review lacks critical analysis and the model is yet to be tested

Keywords: Positive Leadership; Meditation; Flow; Task Performance (search for similar items in EconPapers)
JEL-codes: M14 M53 O15 O35 (search for similar items in EconPapers)
Date: 2019
References: Add references at CitEc
Citations:

Downloads: (external link)
https://muse.jhu.edu/article/703008/pdf

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:jda:journl:vol.53:year:2019:issue2:pp:229-238

Access Statistics for this article

More articles in Journal of Developing Areas from Tennessee State University, College of Business Contact information at EDIRC.
Bibliographic data for series maintained by Abu N.M. Wahid ().