How and when leader mindfulness influences team member interpersonal behavior: Evidence from a quasi-field experiment and a field survey
基于共情理论，研究领导者正念通过增强领导者共情关注，进而提升团队成员共情关注，最终增加人际组织公民行为、减少人际反生产行为；当团队内工作阻碍性压力源较低时，该效应失效。
Although studies have verified the beneficial effects of individual mindfulness in the workplace, the knowledge of how leader mindfulness crosses over to team members’ interpersonal behavior via affective-related mechanisms as well as when leader mindfulness is ineffective remains limited. Based on motivated empathy theory and the mindfulness literature, this research develops a model in which leader mindfulness enhances leader empathic concern, thereby improving team members’ empathic concern and, in turn, increasing their interpersonal organizational citizenship behavior and decreasing their interpersonal counterproductive work behavior. When workplace hindrance stressors within a team are lower (vs higher), the effect of leader mindfulness on leader empathic concern becomes ineffective. We tested this model using two studies: (1) a quasi-field experiment in which 72 front-line leaders were assigned to either a mindfulness intervention condition or a waitlist control condition and (2) a three-wave, time-lagged survey using a sample of 84 leaders and 697 members. Both studies provide consistent support for our hypotheses.