A dual‐path model linking leader mindfulness to follower resilience: Team virtuality as a boundary condition
基于资源保存和社会学习理论，发现正念领导者通过增强员工心理赋权和榜样学习两条路径提升下属韧性，但团队虚拟性会削弱这些正面效果。
Abstract Although emerging studies have documented the benefits of leader mindfulness in the workplace, the mechanisms by which it enables employees to cope with adversity remain unknown. Drawing on conservation of resources theory and social learning theory, I suggest that mindful leaders can enhance subordinates' resilience through a resource‐enhancing pathway (indicated by employee psychological empowerment) and an indirect learning pathway (reflected in leader role modeling). I posit, however, that these positive effects of leader mindfulness are weakened in more highly virtual teams. I tested this model across two studies. Study 1 was a multi‐wave, multi‐source survey based on a sample of 89 leaders and 424 followers. Study 2 was a field experiment in which 112 leaders were assigned to either a mindfulness intervention or a control condition. The results of both studies fully supported my theory. Theoretical and practical implications are discussed.