Developing oneself to serve others? Servant leadership practices of mindfulness-trained leaders
通过对62名参加八周正念干预的领导者的访谈，揭示了正念训练如何通过自我发展、服务追随者和服务团队三种机制促进服务型领导行为，对领导力发展研究和实践有参考价值。
To advance the research on servant leadership development, we explore if and how mindfulness training may help develop servant leadership behaviors. We present findings of a pre-intervention inquiry and post-intervention interviews with 62 leaders who participated in an eight-week-long mindfulness intervention. We detect three mechanisms that explicate how mindfulness-trained leaders engage in servant leadership to benefit themselves, their followers, and the work community: 1) Developing oneself as a servant leader (self-awareness and self-care), 2) Serving the follower (relationship building, follower development and follower well-being), and 3) Serving the team (team culture). In doing so, this study strengthens the theoretical bridge between leader mindfulness and servant leadership by demonstrating how these literatures can build upon each other and how mindfulness interventions can be used to develop servant leaders from both a leader development (intra-individual) and a leadership development (inter-individual) lens.