Mindfulness, psychological capital and the wellbeing of organizational leaders
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Presented by: Maree Roche, University of Waikato at OHSIG 2014, Thursday 11/9/14, Mental Health Forum, Limelight Room 1, 10.45am
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Mindfulness, psychological capital and the wellbeing of organizational leaders
- 1. THE ROLE OF MINDFULNESS AND PSYCHOLOGICAL CAPITAL ON THE WELL-BEING OF ORGANIZATIONAL LEADERS DR MAREE ROCHE Organizational Psychology School of Psychology University of Waikato Private Bag Hamilton & Professor Jarrod M. Haar School of Management College of Business Massey University (Albany) New Zealand & Professor Fred Luthans Department of Management University of Nebraska Lincoln, NE 68588-0491 see Roche et al (2014) Journal of Occupational and Health Psychology. DOI: 10.103/a0037183
- 2. A typical leadership day… the depleted leader… e.g. Bryne et al (2014). The depleted leader. Leadership Quarterly
- 4. To keep the lamp burning brightly you must keep putting oil in it … Mother Theresa
- 6. Mindfulness literature • Western conceptualizations – generally: • Open and curious attention • Noticing and categorizing • Meta cognitive See: Langer, E. J. (2002).Well-being: Mindfulness versus positive evaluation. In C. R. Snyder (Ed.), Handbook of positive psychology. Oxford University Press. • Eastern Mindfulness (SDT) • Receptive awareness of both internal and external phenomena • Present orientation • Non judgmental - meta awareness See: Brown, K.W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84, 822– 848.
- 7. Eastern Mindfulness • MAAS in clinical settings: • Reduced depression, anxiety and ill-being • Enhanced life satisfaction and positive affect BUT…. • Rarely used in empirical studies in the workplace AND.... • Not used in leadership settings so far..
- 8. Aims and contributions 1. Establish the relationship between Eastern mindfulness and leaders’ wellbeing. Four samples over differing leadership levels. 2. Assess a wide range of dysfunctional mental wellbeing outcomes in leaders. 3. Examine the mediating effects of PsyCap on leaders’ mindfulness and dysfunctional wellbeing across all samples.
- 9. Hypothesis • Leaders who report high levels of mindfulness will have reduced mental health issues (i.e. anxiety, depression) The general and direct hypothesis
- 10. Psychological Capital Luthans, et al. 2007 1. Hope 2. Efficacy 3. Resilience 4. Optimism PsyCap
- 11. The mediation hypothesis (PsyCap) Mindfulness • Stems from PP aimed at enhancing positive human experiences. • In clinical settings a negative relationship with stress and depression has been found • Eastern mindfulness like pushing ‘pause’ allowing for cognitive space (Lerory, 2014; Allen, 2013) Psychological Capital • Stems from PP aimed at enhancing positive workplace experiences. • Over two meta analysis has confirmed the benefits for employees and organisations of PsyCap. • Negative relationship with stress and anxiety
- 12. Hypotheses - mediation • PsyCap will mediate the relationship between leaders mindfulness and negative mental health outcomes General Hypothesis: 2
- 14. Sample & Methods • N=205 • Outcomes tested: anxiety and depression CEOs • N=184 • Outcomes tested: anxiety, depression and negative affect Senior Managers • N=202 • Outcomes tested: anxiety, depression and negative affect Junior Managers • N=107 • Outcomes tested: emotional exhaustion and cynicism Entrepreneurs
- 15. CEOs Hierarchical Regression Analysis for Mental Well-Being Outcomes (Top Managers) Senior Managers/CEOs Variables Anxiety Depression Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Controls Age -.31*** -.28*** -.29*** -.18* -.15* -.16* Education .10 .07 .08 .06 .01 .03 Private Sector .07 .08 .10 -.13 -.11 -.10 Firm Size -.08 -.09 -.10 -.04 -.05 -.07 Predictor Mindfulness -.25*** -.13* -.35*** -.20** Mediator Psychological Capital -.27*** -.35*** R2 change .11*** .06*** .06*** .05* .12*** .10*** Total R2 .11 .18 .23 .05 .17 .27 Total Adjusted R2 .09 .15 .21 .03 .15 .25 F Statistic 5.803*** 7.634*** 9.112*** 2.549* 7.539*** 11.259*** † p< .1, * p< .05, ** p< .01, *** p< .001, Standardized regression coefficients. All significance tests were single-tailed.
- 16. Middle Managers Hierarchical Regression Analysis for Mental Well-Being Outcomes (Middle Managers) Middle Managers Variables Anxiety Depression Negative Affect Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Controls Age -.22* -.08 -.08 -.14 -.02 -.01 -.28** -.11 -.11 Education .09 .08 .09 .03 .03 .03 .07 .06 .07 Private Sector .12 .05 .08 .09 .04 .08 -.01 -.09 -.06 Firm Size .05 .03 .03 .04 .02 .02 .05 .03 .03 Predictor Mindfulness -.31*** -.26** -.28** -.19* -.37*** -.31** Mediator Psychological Capital -.18* -.31*** -.21** R2 change .08* .07** .03* .03 .06** .09*** .09* .10*** .04* Total R2 .08 .15 .18 .03 .09 .18 .09 .19 .23 Total Adjusted R2 .05 .12 .14 .00 .06 .14 .06 .16 .19 F Statistic 2.616* 4.421** 4.507*** 1.076 2.566* 4.556*** 2.908* 5.716*** 6.068*** † p< .1, * p< .05, ** p< .01, *** p< .001, Standardized regression coefficients. All significance tests were single-tailed.
- 17. Junior Managers Hierarchical Regression Analysis for Mental Well-Being Outcomes (Junior Managers) Junior Managers Variables Anxiety Depression Negative Affect Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Controls Age -.06 .05 .06 -.21* -.09 -.07 -.09 .03 .04 Education .03 .04 .02 .08 .10 .06 .09 .10 .08 Private Sector .04 .04 .06 -.11 -.10 -.08 .02 .03 .06 Firm Size .10 .06 .06 .06 -.01 .01 .21* .14† .15† Predictor Mindfulness -.28** -.19* -.36*** -.23** -.39*** -.30*** Mediator Psychological Capital -.25** -.37*** -.26*** R2 change .01 .07** .05** .07* .11*** .12*** .06† .13*** .06** Total R2 .01 .08 .13 .07 .17 .29 .06 .18 .24 Total Adjusted R2 .00 .05 .09 .04 .15 .26 .03 .15 .21 F Statistic .497 2.403* 3.484** 2.620* 5.972*** 9.709*** 2.078† 6.255*** 7.360*** † p< .1, * p< .05, ** p< .01, *** p< .001, Standardized regression coefficients. All significance tests were single-tailed.
- 18. Entrepreneurs Hierarchical Regression Analysis for Mental Well-Being Outcomes (Entrepreneurs) Entrepreneurs Variables Emotional Exhaustion Cynicism Model 1 Model 2 Model 3 Model 1 Model 2 Model 3 Controls Age -.27* -.17 -.11 -.15 -.09 .08 Education .05 .13 .15 .03 .08 .15 Private Sector -.03 .15 .15 -.05 .09 .08 Firm Size -.03 .02 .03 -.04 .02 .06 Predictor Mindfulness -.58*** -.52*** -.40** -.25* Mediator Psychological Capital -.19† -.49*** R2 change .08 .28*** .03 .03 .11** .18** Total R2 .08 .36 .39 .03 .16 .34 Total Adjusted R2 .02 .31 .32 .01 .08 .26 F Statistic 1.244 6.352*** 5.797*** .421 2.522* 4.411** † p< .1, * p< .05, ** p< .01, *** p< .001, Standardized regression coefficients. All significance tests were single-tailed.
- 19. Findings o Mindfulness buffered ill being in all four samples o Psychological capital also buffered ill being in all samples o BUT…The benefits of Mindfulness were found to be over and above that of PsyCap o THUS…. over four different samples, Mindfulness (and PsyCap) was found to be significant in buffering ill being in New Zealand leaders…
- 20. Limitations and future directions Limitations • Cross-sectional data • Long-term effects • Single occupation/country sample Future directions • Interventions • Daily diary and longitudinal research
Editor's Notes
- Although receiving recent attention, the construct of mindfulness goes back to ancient Eastern philosophy (Brown & Ryan, 2003; Brown, Ryan & Creswell, 2007). A mindful person has heightened awareness of the present reality and gives attention to living the moment. The recent surge of clinical research attests to its beneficial psychological properties, specifically providing evidence of its positive relationship with one’s wellbeing (e.g., Brown & Ryan, 2003; Weinstein, Brown & Ryan, 2009; Weinstein & Ryan, 2011) and stress reduction (e.g. Shapiro, Astin, Bishop & Cordova, 2005). However, despite the current popularity in the clinical and self-help literature, mindfulness has only recently found its way into the management and organizational behavior field (e.g., Avey, Wernsing & Luthans, 2008; Dane, 2011; Glomb, Duffy, Bono & Yang, 2011). Specifically, mindfulness has been offered as a potential valuable wellbeing resource for employees (Weinstein & Ryan, 2011), but has not yet been tested as an antecedent of combating dysfunctional outcomes that detract from the mental wellbeing of organizational leaders.
- Eastern Not judgmental – just is what it is. Not better, or worse than, not curious. Just acceptance and non judgmental orientation to the present moment. Thus, when faced with stresses and challenges these leaders, ideally should be able to respond, but not responding Cf langer:The Langer Mindfulness Scale The Langer Mindfulness Scale is a 21-item questionnaire intended for use as a training, self-discovery, and research instrument. It assesses four domains associated with mindful thinking: novelty-seeking, engagement, novelty producing, and flexibility. An individual who seeks novelty perceives each situation as an opportunity to learn something new. An individual who scores high in engagement is likely to notice more details about his or her specific relationship with the environment. A novelty producing person generates new information in order to learn more about the current situation. Flexible people welcome a changing environment rather than resist it.