The Leader’s Mind Matters: The Effect of Mindful Leadership Development Programs on Leadership Effectiveness, Mindfulness, and Well-Being Among Global Manufacturing Leaders
The purpose of this quasi-experimental quantitative study was to examine the effects of mindful leadership development programs and mindfulness practices on wellbeing, dispositional mindfulness, and leadership effectiveness among 102 global manufacturing leaders facing volatile, uncertain, complex, and ambiguous (VUCA) business environments. Organizations worldwide report challenges to develop leaders to lead effectively and maintain well-being in VUCA environments. Evidence points to the benefits of mindfulness to reduce stress and anxiety, in addition to providing behavioral and cognitive improvements to support leadership effectiveness. Although a few global organizations are offering mindful leadership development programs, there is a gap between industry practices and scholarly research. The results of this study suggest leaders who completed one mindful leadership development program reported greater well-being and received higher annual leadership effectiveness performance appraisal scores (PAS). Leaders who engaged in consistent mindfulness practices also reported higher levels of leadership effectiveness (PAS) as compared to leaders without a mindfulness practice. Implications exist for the bodies of knowledge concerning well-being and leadership effectiveness in VUCA environments, and leadership development programs. Recommendations were provided for future research, culture and strategy, professional practice, and executive leadership. This is the first study (to date) to investigate the effects of mindful leadership development programs for global manufacturing leaders facing VUCA conditions
