Ethical Leaders: Mindfulness Practices and Its Impact on the Strategic Choices
Sugam Subedi, Surendra Prasad Joshi, Prajwal Karki
Management Dynamics June 30, 2023 DOI: 10.3126/md.v26i2.72299 (opens in new tab)
Study at a glance
AI-extracted from the abstract| Characteristics | Quantitative survey study Peer reviewed |
|---|---|
| Sample size | 235 |
| Population | Human Resource managers and assistants |
| Interventions | Mindful breathing mindful technology usage 3-minute breathing space mental gym daily journaling |
| Topics | Meditation |
| Citations | 1 |
| Key findings | Mindful breathing, 3-minute breathing space, and daily journaling showed significant positive associations with strategic decision-making among HR managers and assistants, while mindful technology usage, mental gyms, and apps showed no significant associations. The authors argue these findings clarify how specific mindfulness practices may support ethical leaders' strategic choices. |
Abstract
This study examines the relationship between mindfulness practices and strategic decision-making among ethical leaders in human resource management. A positivist, quantitative method is used to assess the influence of techniques such as mindful breathing, mindful technology usage, 3-minute breathing space, mental gym, and daily journaling on strategic decisions (vision formulation, plan design, and execution). Purposive sampling was used to acquire data from 235 Human Resource managers and assistants using a standardized questionnaire. Correlation coefficients reveal strong beneficial links between mindful activities and strategic choices. Regression research reveals substantial positive connections for mindful breathing, 3-minute breathing space, and daily writing, suggesting that frequent participation corresponds with more favorable strategic decision-making. Notably, no statistically significant connections were identified for mindful technology usage, mental gyms, or apps. This study adds vital insights into the relationship between mindfulness practices, especially mindful breathing, 3-minute breathing space, and daily journaling, and ethical leaders’ ability to make smart and strategic decisions in human resource management. The findings provide a more in-depth view of the function of mindfulness in determining strategic choices, expanding knowledge of ethical leadership dynamics in the corporate setting.
Comparable studies
Other cross-sectional and survey studies on meditation, most cited first.
| Study | Year | Design | Participants |
|---|---|---|---|
| Construct Validity of the Five Facet Mindfulness Questionnaire in Meditating and Nonmeditating Samples Experienced meditators and nonmeditating comparison groups | 2008 | Cross-sectional study | |
| Neural Correlates of Dispositional Mindfulness During Affect Labeling Adult participants | 2007 | Observational cross-sectional | n = 27 |
| Assessing mindfulness in children and adolescents: Development and validation of the Child and Adolescent Mindfulness Measure (CAMM). School-aged children and adolescents | 2011 | Cross-sectional validation study | n = 1,413 |
| Mindfulness and self-compassion as predictors of psychological wellbeing in long-term meditators and matched nonmeditators Experienced meditators and demographically matched nonmeditators | 2012 | Cross-sectional study | n = 152 |
| Mechanisms of Action in the Inverse Relationship Between Mindfulness and Psychological Distress Undergraduates | 2008 | Cross-sectional, correlational |