 Developing oneself to serve others? Servant leadership practices of mindfulness-trained leadersLaura Urrila and Nathan Eva Journal of Business Research, 2024, vol. 183, issue C Abstract: To advance the research on servant leadership development, we explore if and how mindfulness training may help develop servant leadership behaviors. We present findings of a pre-intervention inquiry and post-intervention interviews with 62 leaders who participated in an eight-week-long mindfulness intervention. We detect three mechanisms that explicate how mindfulness-trained leaders engage in servant leadership to benefit themselves, their followers, and the work community: 1) Developing oneself as a servant leader (self-awareness and self-care), 2) Serving the follower (relationship building, follower development and follower well-being), and 3) Serving the team (team culture). In doing so, this study strengthens the theoretical bridge between leader mindfulness and servant leadership by demonstrating how these literatures can build upon each other and how mindfulness interventions can be used to develop servant leaders from both a leader development (intra-individual) and a leadership development (inter-individual) lens. Keywords: Leader development; Leadership development; Mindfulness intervention; Mindfulness; Servant leadership; Qualitative (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:183:y:2024:i:c:s014829632400362x DOI: 10.1016/j.jbusres.2024.114858 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.