Leader-member congruence in mindfulness and work outcomes: the mediating role of leader-member exchange
University of Lethbridge. Dhillon School of Business
Lethbridge, Alta. : University of Lethbridge, Dhillon School of Business
This study extends the mindfulness literature by introducing the constructs of congruence and leader-member exchange (LMX) into the mindfulness model. I collected dyadic data from 210 subordinates and 58 supervisors in universities and banks in south-west Nigeria. The study revealed that leader mindfulness was positively related to leaders' job satisfaction and work engagement but was not significant for job performance and LMX. Member mindfulness was also positively related to members' job satisfaction, work engagement, and job performance. Further, I found that leader-member mindfulness congruence was positively related to the leaders' job satisfaction and members' job satisfaction and work engagement. Finally, leader LMX mediated the relationship between leader-member mindfulness congruence and member work engagement but did not mediate other work outcomes. This study contributes to the organizational behavior literature by showing the benefits of mindfulness, LMX, and congruence in Sub-Saharan African culture.
Dissertations, Academic , Dyadic analysis (Social sciences) , Industrial relations , Job satisfaction , Leadership , Mindfulness (Psychology) , Personnel management