Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress

Jochen Reb (), Sankalp Chaturvedi (), Jayanth Narayanan () and Ravi S. Kudesia ()
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Jochen Reb: Singapore Management University
Sankalp Chaturvedi: Imperial College London
Jayanth Narayanan: National University of Singapore
Ravi S. Kudesia: Temple University

Journal of Business Ethics, 2019, vol. 160, issue 3, No 9, 745-763

Abstract: Abstract In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader–employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

Keywords: Business ethics; Extra-role performance; In-role performance; Interpersonal justice; Leadership; Leader mindfulness; LMX; Mindfulness; Organizational justice; Stress (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (10)

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DOI: 10.1007/s10551-018-3927-x

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