Gr Interakt Org (2018) 49:139–147
Mindful leadership: mindfulness as a new antecedent of destructive
and transformational leadership behavior
· Kai C. Bormann
Published online: 15 May 2018
© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2018
Purpose: While previous research has well-examined the stress reducing effects of mindfulness, much less is known,
evidentially, about the impact that it might have on working behavior, particularly in the context of leadership. Against
this background, the goal of our study was to examine whether mindfulness inﬂuences leadership behavior.
Design: To answer this question, we used a two-source survey study consisting of 60 teams, examining trait mindfulness
of leaders via self-evaluation and their leadership behavior through the eyes of their subordinates. To analyze the given
data, we conducted regression analyses.
Results: Our ﬁndings conﬁrmed the hypothesized relationships. We found a negative relationship between leaders’ mind-
fulness and destructive leadership, as well as a positive one between leaders’ mindfulness and transformational leadership.
Implications: The results of our study underline the importance of mindfulness as a potential tool to optimize leadership
quality. In order to prevent destructive and promote transformational leadership, organizations should help to develop
leaders’ mindfulness capacities.
Keywords Mindfulness · Destructive leadership · Transformational leadership
Zentrum für Hochschulbildung, Lehrstuhl für
Personalentwicklung & Veränderungsmanagement,
Technische Universität Dortmund, Hohe
Straße 141, 44139 Dortmund, Germany
Management von Familienunternehmen, Universität
Bielefeld, Universitätsstraße 25, 33615 Bielefeld, Germany