Content area
Full Text
Although self-leadership and mindfulness comprise the same self-regulatory core (observation) regarding attention in relation to mental states and have similar outcomes (e.g., stress reduction, increased performance), the relationships between self-leadership and mindfulness have not yet been examined. In this study, 174 participants completed self-report measures of self-leadership and mindfulness. Results showed that self-leadership was positively related to the observing facet of mindfulness. The importance of observation and the role of openness to experience in self-leadership and mindfulness are discussed.
Keywords: self-leadership, mindfulness, self-regulation, attention, mental states, observation, openness to experience.
Self-leadership is a self-influencing process that increases personal effectivity and performance (Furtner, Rauthmann, & Sachse, 2015). It contains three main strategy domains (Furtner et al., 2015): behavior-focused strategies (self-goal setting, self-observation, self-reward, self-punishment, and self-cueing), natural reward strategies (fostering intrinsic motivation), and constructive thought pattern strategies (visualizing successful performance, self-talk, and evaluating beliefs and assumptions). Mindfulness is the intentional (purposeful) and nonjudgmental observation of all experiences in the present moment (Kabat-Zinn, 1982). It entails self-regulation of attention (perception of current mental states) and orientation (curiosity, openness, and acceptance) toward experiences at the present moment (Bishop et al., 2004). Baer, Smith, and Allen (2004) described four facets of mindfulness: observe, describe, act with awareness, and accept without judgment. Observe refers to the attentive witnessing of all internal and external stimuli (e.g., cognitions, emotions, environmental cues). Describe represents the conscious conceptual defining of perceived phenomena. Act with awareness refers to paying focused attention to one's efforts, and accept without judgment describes holding a nonjudgmental attitude toward current experiences (Stroehle, Nachtigall, Michalak, & Heidenreich, 2010).
A mindful self-leader has both high mindfulness and self-leadership capabilities; continuously monitors all internal (e.g., thoughts, emotions) and external processes (e.g., social interactions); and is aware of all current thoughts, emotions, and behaviors (Bishop et al., 2004; MacKenzie & Baumeister, 2015). The observing component of mindfulness could enhance self-regulation and self-leadership (Bishop et al., 2004). Thus, a mindful self-leader may act more consciously and use self-leadership strategies (e.g., self-goal setting, self-reward, self-talk, evaluating beliefs and assumptions) more effectively than does a self-leader who is not mindful. Through continuous observation, mindful self-leaders attain awareness about internal and external processes (Bishop et al., 2004; Kabat-Zinn, 1982). According to control theory (Carver & Scheier, 1998),...