Mindfulness for Authentic Leadership: Theory and Cases (Palgrave Studies in Workplace Spirituality and Fulfillment) 3031346769, 9783031346767

Table of contents :
Acknowledgments
Praise for Mindfulness for Authentic Leadership
Contents
1 Introduction
Defining Mindfulness
The Consequences of Authentic Leadership
Research Questions on Authentic Leadership and Mindfulness
Summary
References
2 Authentic Leadership: Roots of the Construct
Mindfulness and Authentic Leadership: A New Way of Looking at the Authenticity of Leaders
Exploring the Origins and Essence of Mindfulness Practice in Pali Literature: A Scholarly Inquiry
Pali Literature and the Foundations of Mindfulness
Analyzing the Pali Texts and Scholarly Interpretations
Mindfulness in Practice
Third-Wave Leadership
Values-Based Leadership Models in Contemporary Organizational Leadership Literature
Critical Discourse on Authentic Leadership
Antecedents of Authentic Leadership
Narcissism and Authentic Leadership
Crucibles and Leadership Development
Diversity and Authentic Leadership: The Role of Lived Experience
Authentic Leadership and Psychological Capacities
Resilience and Authentic Leadership
Factors of Authenticity
Self-Awareness, Spirituality, and Mindfulness
Mindfulness for Authentic Leadership: A Pathway to Workplace Spirituality and Fulfillment
Defining Workplace Spirituality
Mindfulness as a Catalyst for Authentic Leadership
Pathway to Workplace Spirituality
Fulfillment Through Mindful Authentic Leadership
Case Study: William James
References
4 Empathy, Ethics, and Mindfulness
3 Positive Psychological Capacities
EI and Authentic Leadership
Resiliency
Mindfulness Implications
Case Study: Laurena—A Small Business Owner Discovers the Art of Mindfulness
Case Study: Andrew Fitch—A Millennial Finds His Way in the NYC Restaurant Industry Post-pandemic
Case Study: Elon Musk—The Privilege of Free Speech for a CEO/Founder
References
The Moral Dimension of Mindfulness
Authentic Leadership Versus Ethical Leadership
Cultural Intelligence
Empathy Versus Mindfulness
Case Study: Reed Hastings at Netflix
Case Study: Elon Musk and Ableism
Case Study: Omar—Tech Company Project Manager
References
5 The Psychobiology, Physiology, and Neuroscience and Well-Being Effects of Mindfulness for Authentic Leadership
Big Five Personality Characteristics
Neuroscience
Leadership and Health
Mental Health
Brain Types
References
6 Leadership Development
The Examined Life and Authentic Leadership
Crucibles as Shaping Elements
Formation Environments and Crucibles
Training for Authentic Leadership
Life Story Methodology
Coaching and Training for Authentic Leadership Development
Using the GROW Model to Develop Authentic Leaders
Potential Pitfalls of Authentic Leadership
Case Study: Jack Ma—A Charismatic Leader Faces the Limitation of Free Speech
References
7 Follower Mindfulness
Collective Mindfulness
A Culture of Mindfulness
A Culture of Candor
A Culture of Diversity and Inclusiveness
Empowering Followers to Lead Authentically
Shaping Follower Behavior, Performance, and Attitude
Job Satisfaction and Innovation
Case Study: Darlene—CEO of a Tech Startup Company
References
8 Individual Development Process
Top Management
Top Management Team
Middle Managers
Frontline Workers and Individual Performers
Building Healthy Boss–Worker Relationships
Leadership Among Indigenous Peoples—Wisdom of the Elders
Youth Leadership
LGBTQ+ Leadership
How Authentic Leaders Evolve and Adapt Over the Lifespan
Case Studies: Dorsey, Musk, and Thiel—High-Profile Tech Company Leaders
Case Study: David—A Military Veteran
References
9 Leader Self-Perception
Holding Values
The Evolution of Values
Self-Awareness, Self-Reflection, and Mindfulness
Relational Transparency and Leadership Self-Perception
Practicing Relational Transparency
Revealing Views on Controversial Issues Without Being Dominating
Leadership Self-Perception and Balanced Processing
Vulnerability, the Ability to Unlearn Ideas, and Self-Confidence
Leadership Self-Perception and Internalized Moral Perspective
Gen Z and Millennials Embrace Internalized Moral Perspective
Contrast with Older Generations
Tech Entrepreneurship and Self-Aggrandizing Self-Perception
Moving Fast and Breaking Things
Authentic Leadership and Moral Values
Examples in Social Media and AI
Implicit Leadership Models (ILMs)
Impact of Differing ILMs on Authentic Leadership
Examples Providing Contrast
Impact of Differing ILMs on Authentic Leadership
Examples Providing Contrast
Gender and Implicit Leadership Models (ILMs)
Impact of Differing ILMs on Authentic Leadership
Examples Providing Contrast
Case Study: Julissa—Struggling to Make a Positive Impact in a Bro Culture of AI
References
10 Diversity and Inclusion
DEI in the Workplace
Gender Impacts
The African American Experience
The Latinx Experience
The Asian American Experience
LGBTQ+ Impacts
Generational Impacts
Age Impacts
Neurodiversity Impacts
Disability Impacts
Conclusion
References
11 Workplace Innovation
Mindfulness and Innovation
Authentic Leadership and Innovation
Mindfulness and Innovative Work Behavior
William James and the Tough and Tender Minded
Seth Goldenberg and Radical Curiosity
Creativity and Morality
Authentic Leadership and Engagement
Exploration and Exploitation
Entrepreneurial Worship
Narcissism and Authentic Leadership
Psychological Safety
References
12 The Contextual Dynamics of Mindfulness for Authentic Leadership: Industry and Work Influences
Mindfulness and Leadership Effectiveness
Mindfulness for Authentic Leadership: Pursuing Passion, Economic Stability, and Well-Being
Healthcare Industry
Education Sector
Technology Field
Creative Arts
Nonprofit Sector
Engineers
Nurses and Healthcare Workers
Middle Managers: Stuck in the Middle
Enhancing Interpersonal Capabilities
Bridging Communication Gaps
Conflict Resolution and Collaboration
Building Trust and Credibility
Enhancing Employee Engagement and Well-Being
Overcoming Role Ambiguity and Stress
Harnessing Emotions for Creative Thinking and Adaptive Strategies
Emotional Awareness and Regulation
Emotional Energy and Inspiration
Empathy and Emotional Intelligence
Adaptive Decision-Making
Embracing Failure and Learning
Embracing a Wise Mind: Integration of Rational and Intuitive Thinking
Rational Mind—Cognitive Clarity and Analysis
Intuitive Mind—Emotional Intelligence and Gut Feelings
Wise Mind Integration
Enhancing Creativity and Innovation
Developing Adaptive Decision-Making
Conclusion
Case Study: Steve Jobs’ Integration of East and West—A Mindful Approach to Authentic Leadership
Eastern Wisdom—Intuitive and Holistic Thinking
Western Rationality—Focus on User Experience and Innovation
Integration of East and West—A Mindful Approach to Authentic Leadership
Economic Triumph of Apple—Innovation and User-Centric Design
Advancement of Humanity—Impact on Technology and Society
References
13 Remote Work and Authentic Leadership
What Workers Say About the Work from Home (WFH) Movement
Effects of the COVID-19 Pandemic on WFH
Mindfulness for Authentic Leadership in Remote and Hybrid Work Environments
Impact of the COVID-19 Pandemic on Women: Juggling Childcare, Education, and Work Responsibilities
Improving the WFH Experience for Women Through Mindfulness for Authentic Leadership
Flexible, Inclusive, and Humanistic Leadership in Remote Work Settings: A Contrast with Traditional Autocratic Approaches
References
14 Artificial Intelligence and Authentic Leadership
Mindfulness for Authentic Leadership and Its Role in Addressing the Risks to Humanity and Social Justice of Artificial Intelligence
The Relationship Between Artificial Intelligence, Mindfulness, and Authentic Leadership
Intelligence Cycle in the Digital Age
Mindfulness and AI
Millennials and Gen Z
Genuine Leadership
Mindfulness and AI
Workplace Effects of Mindfulness on AI Development
Functions Underlying Mindfulness
Flexibility and Mental Ability
Emotional Control
Behavior Control
Social and Self-Awareness
The Importance of Mindfulness in Leadership
Leadership and AI
The Other Side of the Equation: How AI Enhances Leadership
Management-Related Applications of AI
Specific Leadership Abilities in the Age of AI
Humanized Management
Innovation
The Future of AI
Data Management
Shrewd Risk Management
AI’s Role in Leadership of the Future
The Relationship Between AI and Mindfulness
Ideas for Thoughtful AI
Model Safety
Biases
How Being Mindful Can Save You from Being Replaced by a Robot
References
15 Mindful Proactive Customer Service
Benefits of Cultivating Mindfulness
Reading Novels: A Novel Way to Incorporate More Empathy in Customer Service
Empathy and Perspective-Taking
Emotional Engagement and Empathy
Empathy and Improved Customer Service
The Role of Authentic Leadership
Mindfully Supporting Frontline Workers
Emotional Support and Well-Being
Resilience and Stress Reduction
Empowerment and Dignity
Pandemic-Specific Challenges
Customer Service Performance in the Context of the Hotel and Hospitality Industry
Prosocial Work Behavior
Mindful Customer Service Innovation
Widespread Adoption of Mindfulness for Authentic Leadership
Innovation in Customer Service
Reduced Burnout Among Frontline Employees
Collaborative Work Behavior and Authentic Leadership
Collective Mindfulness and Collective Thriving in Relation to Authentic Leadership
Internal Marketing and Proactive Customer Service Performance
References
16 Entrepreneurship, Mindfulness, and Authentic Leadership
Entrepreneurial Opportunity Recognition and Evaluation
Family-Owned Firms: The Relationship Between Founder Centrality and Strategic Behavior
Self-Awareness and Business Success: “The Icarus Paradox”
Social Entrepreneurship
Cultural Leadership Ideals and Social Entrepreneurship
Founder Centrality and Top Management in Mexican Family Firms
David McClelland and Cultural Leadership Ideals
Family-Based Competitive Advantage in Mexican Family Businesses
References
17 Coaching for Mindfulness and Authentic Leadership: Practical Steps
Existential-Systems Approach to Managing Organizations
The Ten Roles of Managers
GROW Model of Executive Coaching
Case Study: Elon Musk and Greta Thunberg—Influential Leaders
Case Study: Dr. Zandra Johnson—Famous Psychologist and Manager
References
18 Profiles in Authentic Leadership and Mindfulness
Historical Leaders
Eleanor Roosevelt
Marin Luther King, Jr.
Modern Leaders
Jacinda Arndt
Mackenzie Scott
Jeff Bezos
Elon Musk
Oprah Winfrey
Jack Welch
Anne Mulcahy
Everyday Case Studies
Nurse Angela
Sgt. Juan Garcia
Index

Citation preview

PALGRAVE STUDIES IN WORKPLACE SPIRITUALITY AND FULFILLMENT

Mindfulness for Authentic Leadership Theory and Cases Louise Kelly

Palgrave Studies in Workplace Spirituality and Fulfillment

Series Editors Satinder Dhiman, School of Business, Woodbury University, Burbank, CA, USA Gary E. Roberts, Robertson School of Government, Regent University, Virginia Beach, VA, USA Joanna Crossman, University of South Australia, Adelaide, SA, Australia

Satinder Dhiman, Editor-in-Chief Gary Roberts and Joanna Crossman, Associate Editors By way of primary go-to-platform, this Series precisely maps the terrain of the twin fields of Workplace Spirituality and Fulfillment in the disciplines of business, psychology, health care, education, and various other allied fields. It reclaims the sacredness of work—work that is mindenriching, heart-fulfilling, soul-satisfying and financially-rewarding. It fills the gap in scholarship in the allied disciplines of Workplace Spirituality and Flourishing. Using a comprehensive schema, it invites contributions from foremost scholars and practitioners that reflect insightful research, practices, and latest trends on the theme of workplace spirituality and fulfillment. The uniqueness of this Series lies in its anchorage in the moral and spiritual dimension of various positive forms of leadership—such as Authentic Leadership, Servant Leadership, Transformational Leadership, and Values-Based Leadership. We welcome research monographs and multi-authored edited volumes representing myriad thought-positions on topics such as: Past, Present and Future Directions in Workplace Spirituality; Workplace Spirituality and World Wisdom/Spiritual Traditions; Culture Studies and Workplace Spirituality; Spiritual, Social and Emotional intelligence; Nature of Work; Mindfulness at Work; Personal Fulfillment and Workplace Flourishing; Workplace Spirituality and Organizational Performance; Inner Identity, Interconnectedness, Community and Transcendence; Managing Spiritual and Religious Diversity at Work; Spirituality and World Peace Imperative; Sustainability and Spirituality; Spirituality and Creativity; and Applied Workplace Spirituality in Health Care, Education, Faith-based Organizations, et al.

Louise Kelly

Mindfulness for Authentic Leadership Theory and Cases

Louise Kelly University of La Verne Los Angeles, CA, USA

ISSN 2662-3668 ISSN 2662-3676 (electronic) Palgrave Studies in Workplace Spirituality and Fulfillment ISBN 978-3-031-34676-7 ISBN 978-3-031-34677-4 (eBook) https://doi.org/10.1007/978-3-031-34677-4 © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. Cover illustration: © VERSUSstudio/shutterstock This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

Acknowledgments

I would like to express my deepest gratitude and heartfelt acknowledgments to the individuals who have played a significant role in the completion of this project. First and foremost, I would like to extend my sincerest appreciation to my husband David Behm for his unwavering patience, understanding, and constant support throughout this journey. Your encouragement and belief in me have been invaluable, and I am truly grateful to have you by my side. You have supercharged my productivity. I would also like to extend my sincere thanks to Sarah Rodman Alvarez, the Director of the Randall Lewis Center for Well-Being and Research at the University of La Verne. Your guidance, expertise, and unwavering support have been instrumental in shaping this work. Your dedication to fostering a nurturing and collaborative environment has been truly inspiring. Additionally, I would like to express my gratitude to all the participants and individuals who generously shared their time, insights, and experiences for this project. Your contributions have enriched this research and made it possible to explore new avenues of knowledge. I would also like to express my heartfelt gratitude to the visionary donor, Randall Lewis, whose generous funds not only initiated but also nurtured this research endeavors during the transformative three-year incubation period at the Center. In particular, my colleagues and the students at the University of La Verne have helped shape this vision. I would like to mention Dean v

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ACKNOWLEDGMENTS

Kathy Duncan of the College of Health and Community Well-Being and University, Dean Emmeline de Pillis of the College of Business, Ebony Williams, and Provost Roy Kwon and Assistant Provost Joseph F. Cabrera who all helped fund or shape the writing. My colleagues in the Randall Lewis Center for Well-Being and Research all were instrumental in the nurturing of this project—notably Grace Zhao, Dion Johnson, and James Garcia provided comments and insights that were invaluable. In the end, this work would not have been possible without the keen eye and expert editing of Deborah Long of Eye4Content https://www.eye 4content.com/. Deborah offered editing but much more through her enthusiasm and engagement with the topic and her support of the vision of the project from day one. Lastly, I would like to thank my friends, colleagues, and mentors who have provided valuable feedback, guidance, and encouragement throughout this process. Your wisdom, encouragement, and constructive criticism have been invaluable in shaping this work. Thank you to Marcus Ballenger of Palgrave Macmillan who had a vision for this book and without whose encouragement it may never have been written. As always, the shining light of my father, Joe Kelly’s creativity and intellectual engagement has always inspired me to write, and write, and write. I am indebted to all those mentioned above and many others who have played a part, however small, in this endeavor. Your support and belief in me have been instrumental in bringing this project to fruition. Thank you from the bottom of my heart. Louise Kelly

Praise for Mindfulness for Authentic Leadership

“Dr. Kelly shows how mindfulness is a key variable in the achievement of authenticity. This builds on the expanding interest in authentic leadership—where leaders are self-aware and display their true selves when interacting with others. As managers make a commitment to diversity, equity, and inclusion, demonstrating authenticity is likely to become increasingly critical to leadership success.” —Stephen P. Robbins, Ph.D. Author, Organizational Behavior, 19th ed “Dr. Louise Kelly’s illuminating new book offers a transformative exploration of the profound interplay between mindfulness and leadership, guiding readers towards a path of self-discovery, compassion, and inspired action. Through her insightful wisdom and practical strategies, Dr. Kelly invites us to embrace the power of mindfulness, unlocking our true potential and paving the way for authentic, impactful leadership in our organizations and beyond.” —Jack Paduntin, President Pacific Oaks College, California “‘Mindfulness for Authentic Leadership: Theory and Cases’ by Dr. Louise Kelly is a guide to understanding the link between mindfulness and leadership. The book is rich with tangible insights into leadership authenticity, using practical examples to demonstrate the application of mindfulness in a wide range of leadership situations.” —Sylvia Acevedo, former CEO of the Girl Scouts of the USA vii

Contents

1

Introduction Defining Mindfulness The Consequences of Authentic Leadership Research Questions on Authentic Leadership and Mindfulness Summary References

1 6 7 8 9 14

2

Authentic Leadership: Roots of the Construct Mindfulness and Authentic Leadership: A New Way of Looking at the Authenticity of Leaders Exploring the Origins and Essence of Mindfulness Practice in Pali Literature: A Scholarly Inquiry Pali Literature and the Foundations of Mindfulness Analyzing the Pali Texts and Scholarly Interpretations Mindfulness in Practice Third-Wave Leadership Values-Based Leadership Models in Contemporary Organizational Leadership Literature Critical Discourse on Authentic Leadership Antecedents of Authentic Leadership Narcissism and Authentic Leadership Crucibles and Leadership Development Diversity and Authentic Leadership: The Role of Lived Experience

17 17 18 18 18 20 21 28 30 31 33 34 34 ix

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CONTENTS

Authentic Leadership and Psychological Capacities Resilience and Authentic Leadership Factors of Authenticity Self-Awareness, Spirituality, and Mindfulness Mindfulness for Authentic Leadership: A Pathway to Workplace Spirituality and Fulfillment Defining Workplace Spirituality Mindfulness as a Catalyst for Authentic Leadership Pathway to Workplace Spirituality Fulfillment Through Mindful Authentic Leadership Case Study: William James References

36 37 38 38

Positive Psychological Capacities EI and Authentic Leadership Resiliency Mindfulness Implications Case Study: Laurena—A Small Business Owner Discovers the Art of Mindfulness Case Study: Andrew Fitch—A Millennial Finds His Way in the NYC Restaurant Industry Post-pandemic Case Study: Elon Musk—The Privilege of Free Speech for a CEO/Founder References

53 56 58 59

4

Empathy, Ethics, and Mindfulness The Moral Dimension of Mindfulness Authentic Leadership Versus Ethical Leadership Cultural Intelligence Empathy Versus Mindfulness Case Study: Reed Hastings at Netflix Case Study: Elon Musk and Ableism Case Study: Omar—Tech Company Project Manager References

69 70 75 75 76 77 77 78 79

5

The Psychobiology, Physiology, and Neuroscience and Well-Being Effects of Mindfulness for Authentic Leadership Big Five Personality Characteristics Neuroscience

83 85 86

3

40 40 40 41 41 41 43

62 63 65 66

CONTENTS

6

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Leadership and Health Mental Health Brain Types References

87 87 89 90

Leadership Development The Examined Life and Authentic Leadership Crucibles as Shaping Elements Formation Environments and Crucibles Training for Authentic Leadership Life Story Methodology Coaching and Training for Authentic Leadership Development Using the GROW Model to Develop Authentic Leaders Potential Pitfalls of Authentic Leadership Case Study: Jack Ma—A Charismatic Leader Faces the Limitation of Free Speech References

93 93 94 95 97 98 99 100 101 102 103

7

Follower Mindfulness Collective Mindfulness A Culture of Mindfulness A Culture of Candor A Culture of Diversity and Inclusiveness Empowering Followers to Lead Authentically Shaping Follower Behavior, Performance, and Attitude Job Satisfaction and Innovation Case Study: Darlene—CEO of a Tech Startup Company References

107 108 108 109 110 111 112 114 115 117

8

Individual Development Process Top Management Top Management Team Middle Managers Frontline Workers and Individual Performers Building Healthy Boss–Worker Relationships Leadership Among Indigenous Peoples—Wisdom of the Elders Youth Leadership LGBTQ+ Leadership

119 119 121 123 125 128 129 130 131

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9

CONTENTS

How Authentic Leaders Evolve and Adapt Over the Lifespan Case Studies: Dorsey, Musk, and Thiel—High-Profile Tech Company Leaders Case Study: David—A Military Veteran References

132

Leader Self-Perception Holding Values The Evolution of Values Self-Awareness, Self-Reflection, and Mindfulness Relational Transparency and Leadership Self-Perception Practicing Relational Transparency Revealing Views on Controversial Issues Without Being Dominating Leadership Self-Perception and Balanced Processing Vulnerability, the Ability to Unlearn Ideas, and Self-Confidence Leadership Self-Perception and Internalized Moral Perspective Gen Z and Millennials Embrace Internalized Moral Perspective Contrast with Older Generations Tech Entrepreneurship and Self-Aggrandizing Self-Perception Moving Fast and Breaking Things Authentic Leadership and Moral Values Examples in Social Media and AI Implicit Leadership Models (ILMs) Impact of Differing ILMs on Authentic Leadership Examples Providing Contrast Impact of Differing ILMs on Authentic Leadership Examples Providing Contrast Gender and Implicit Leadership Models (ILMs) Impact of Differing ILMs on Authentic Leadership Examples Providing Contrast Case Study: Julissa—Struggling to Make a Positive Impact in a Bro Culture of AI References

145 146 147 148 150 151

133 137 139

151 152 153 154 155 155 156 156 156 157 157 157 158 158 159 159 160 160 161 162

CONTENTS

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10

Diversity and Inclusion DEI in the Workplace Gender Impacts The African American Experience The Latinx Experience The Asian American Experience LGBTQ+ Impacts Generational Impacts Age Impacts Neurodiversity Impacts Disability Impacts Conclusion References

165 165 167 168 168 169 170 170 171 172 173 174 175

11

Workplace Innovation Mindfulness and Innovation Authentic Leadership and Innovation Mindfulness and Innovative Work Behavior William James and the Tough and Tender Minded Seth Goldenberg and Radical Curiosity Creativity and Morality Authentic Leadership and Engagement Exploration and Exploitation Entrepreneurial Worship Narcissism and Authentic Leadership Psychological Safety References

179 179 180 181 181 183 184 185 186 187 188 189 190

12

The Contextual Dynamics of Mindfulness for Authentic Leadership: Industry and Work Influences Mindfulness and Leadership Effectiveness Mindfulness for Authentic Leadership: Pursuing Passion, Economic Stability, and Well-Being Healthcare Industry Education Sector Technology Field Creative Arts Nonprofit Sector Engineers Nurses and Healthcare Workers

193 194 196 196 197 197 197 198 198 199

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CONTENTS

Middle Managers: Stuck in the Middle Enhancing Interpersonal Capabilities Bridging Communication Gaps Conflict Resolution and Collaboration Building Trust and Credibility Enhancing Employee Engagement and Well-Being Overcoming Role Ambiguity and Stress Harnessing Emotions for Creative Thinking and Adaptive Strategies Emotional Awareness and Regulation Emotional Energy and Inspiration Empathy and Emotional Intelligence Adaptive Decision-Making Embracing Failure and Learning Embracing a Wise Mind: Integration of Rational and Intuitive Thinking Rational Mind—Cognitive Clarity and Analysis Intuitive Mind—Emotional Intelligence and Gut Feelings Wise Mind Integration Enhancing Creativity and Innovation Developing Adaptive Decision-Making Conclusion Case Study: Steve Jobs’ Integration of East and West—A Mindful Approach to Authentic Leadership Eastern Wisdom—Intuitive and Holistic Thinking Western Rationality—Focus on User Experience and Innovation Integration of East and West—A Mindful Approach to Authentic Leadership Economic Triumph of Apple—Innovation and User-Centric Design Advancement of Humanity—Impact on Technology and Society References

201 201 201 201 202 202 202 203 203 204 204 204 205 205 205 206 206 206 207 207

207 208 208 208 209 209 209

CONTENTS

13

14

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Remote Work and Authentic Leadership What Workers Say About the Work from Home (WFH) Movement Effects of the COVID-19 Pandemic on WFH Mindfulness for Authentic Leadership in Remote and Hybrid Work Environments Impact of the COVID-19 Pandemic on Women: Juggling Childcare, Education, and Work Responsibilities Improving the WFH Experience for Women Through Mindfulness for Authentic Leadership Flexible, Inclusive, and Humanistic Leadership in Remote Work Settings: A Contrast with Traditional Autocratic Approaches References

215

Artificial Intelligence and Authentic Leadership Mindfulness for Authentic Leadership and Its Role in Addressing the Risks to Humanity and Social Justice of Artificial Intelligence The Relationship Between Artificial Intelligence, Mindfulness, and Authentic Leadership Intelligence Cycle in the Digital Age Mindfulness and AI Millennials and Gen Z Genuine Leadership Mindfulness and AI Workplace Effects of Mindfulness on AI Development Functions Underlying Mindfulness Flexibility and Mental Ability Emotional Control Behavior Control Social and Self-Awareness The Importance of Mindfulness in Leadership Leadership and AI The Other Side of the Equation: How AI Enhances Leadership Management-Related Applications of AI Specific Leadership Abilities in the Age of AI

227

215 216 217 219 220

222 223

227 229 230 230 232 232 235 237 238 239 240 241 242 242 243 243 244 245

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15

CONTENTS

Humanized Management Innovation The Future of AI Data Management Shrewd Risk Management AI’s Role in Leadership of the Future The Relationship Between AI and Mindfulness Ideas for Thoughtful AI Model Safety Biases How Being Mindful Can Save You from Being Replaced by a Robot References

245 245 245 246 246 246 247 248 248 248

Mindful Proactive Customer Service Benefits of Cultivating Mindfulness Reading Novels: A Novel Way to Incorporate More Empathy in Customer Service Empathy and Perspective-Taking Emotional Engagement and Empathy Empathy and Improved Customer Service The Role of Authentic Leadership Mindfully Supporting Frontline Workers Emotional Support and Well-Being Resilience and Stress Reduction Empowerment and Dignity Pandemic-Specific Challenges Customer Service Performance in the Context of the Hotel and Hospitality Industry Prosocial Work Behavior Mindful Customer Service Innovation Widespread Adoption of Mindfulness for Authentic Leadership Innovation in Customer Service Reduced Burnout Among Frontline Employees Collaborative Work Behavior and Authentic Leadership Collective Mindfulness and Collective Thriving in Relation to Authentic Leadership

259 259

249 251

261 261 261 262 262 263 264 264 264 265 265 266 267 267 268 268 269 270

CONTENTS

Internal Marketing and Proactive Customer Service Performance References 16

17

18

Entrepreneurship, Mindfulness, and Authentic Leadership Entrepreneurial Opportunity Recognition and Evaluation Family-Owned Firms: The Relationship Between Founder Centrality and Strategic Behavior Self-Awareness and Business Success: “The Icarus Paradox” Social Entrepreneurship Cultural Leadership Ideals and Social Entrepreneurship Founder Centrality and Top Management in Mexican Family Firms David McClelland and Cultural Leadership Ideals Family-Based Competitive Advantage in Mexican Family Businesses References Coaching for Mindfulness and Authentic Leadership: Practical Steps Existential-Systems Approach to Managing Organizations The Ten Roles of Managers GROW Model of Executive Coaching Case Study: Elon Musk and Greta Thunberg—Influential Leaders Case Study: Dr. Zandra Johnson—Famous Psychologist and Manager References Profiles in Authentic Leadership and Mindfulness Historical Leaders Eleanor Roosevelt Marin Luther King, Jr. Modern Leaders Jacinda Arndt Mackenzie Scott Jeff Bezos Elon Musk Oprah Winfrey

xvii

271 272 275 276 277 278 279 281 282 283 284 285 287 287 288 289 290 291 292 293 293 293 294 295 295 296 297 298 300

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CONTENTS

Jack Welch Anne Mulcahy Everyday Case Studies Nurse Angela Sgt. Juan Garcia Index

301 302 303 303 304 305

CHAPTER 1

Introduction

We need new leadership approaches to address the challenges of a fastchanging work environment. This book examines the phenomenon of authentic leadership, a new style that encourages leaders to create open, honest, trust-based relationships among their coworkers. Genuine leaders inspire their people to achieve higher needs for a higher quality of life by guiding them according to their moral principles. Authentic leadership theory has been developed over the past two decades. Authentic leadership combines individual traits and certain core principles with a potent virtue-based strategy. Leading authentically is demanding on the individual, calling for supportive tools and guidance if we are to accomplish such a transition to greater authenticity. A central theme of this book is the idea that mindfulness can act as a source of psychological resources to sustain one’s authentic leadership journey. The practice of mindfulness can be used to help leaders make wise judgments that prioritize trust, authenticity, and risk-taking for greater engagement with others while considering the system within which they are operating. The book is particularly aimed at exploring the leadership choices of a diverse cadre of leaders to help expand and transform our understanding of what leadership is and, thereby, make us all more ready to adopt new, powerful ways of leading.

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_1

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2

L. KELLY

A key premise of this book is that mindfulness helps you become a better leader, as it is directly related to authentic leadership. Authentic leadership resonates in particular with Millennials and Gen Z’ers, who are looking for greater transparency and accountability of leaders and institutions. According to a recent survey, “64 percent of Millennials say they practice dedicated activities to achieve mindfulness, such as yoga, meditation, journaling, or using apps” (Gray, 2017). Baby boomers, on the other hand, say they embrace mindfulness by simply “being present in their daily lives,” with only 19 percent noting that “they do specific things with the intent to be more mindful” (Gray, 2017). There are many books and apps on mindfulness to meet the explosive demand for information on this topic. Add the proliferation of podcasts and corporate and healthcare training, such as Mindfulness-Based Stress Reduction (MBSR), and you can find such information virtually anywhere. However, the integration of the concept of mindfulness with the intention of authentic leadership has been largely unexplored. The application of mindfulness to the practice of authentic leadership is still in its infancy. While mindfulness is an excellent, proven tool to achieve greater personal integration, stress reduction, self-compassion, and compassion for others, it can also be used to achieve greater authenticity, transparency, and moral perspective in leadership development. This book explores how these two constructs interact and the effects of a mindfulness-based approach to authentic leadership. This book also addresses a number of the UN Sustainable Development Goals. In particular, the ones that are most relevant are the following: Goal #3: Good health and well-being. It has been extensively empirically proven that practicing mindfulness significantly improves one’s health and sense of well-being (Carmody & Baer, 2008). This book explores the possible health benefits derived from pursuing a more authentic leadership style. This is not yet empirically proven, but there are some theoretical arguments about the health implications of authentic leadership that can be considered. Goal #8: Decent work and economic growth. Since a mindfulness approach to authentic leadership leads to greater inclusion and empowerment of coworkers, this book will help to support decent work and economic growth. It follows that engaged and empowered coworkers support business prosperity and progress.

1

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Goal #9: Industry, innovation, and infrastructure. A mindful approach to authentic leadership will support the industry, as outlined in many points throughout this prospectus. Note that the author has particular expertise in innovation and what leadership styles support innovation. The argument of the book is that authentic leadership is the next level of transformational leadership, and it supports innovative outcomes. Goal #17: Partnerships for the goals. Mindfulness for authentic leadership is supportive of a relational concept of leadership that emphasizes sincerity, transparency, and ethics. These qualities are helpful for creating effective and transformative partnerships in the collaboration space, which is becoming an increasingly important component of our economies and societies. We are living in a more pluralistic world, which calls for leadership styles that support diverse players to engage in the balanced processing aspect of authentic leadership. This facilitates greater, respectful engagement with those who see things differently. You do not have to be the same to collaborate. Differences can be respected and incorporated effectively with an authentic leadership style that encompasses mindful self-awareness. This book explores the notion of authenticity in leaders and how authentic leadership is supported by emotional intelligence (EI), resiliency, and mindfulness. It looks at the formative factors of authentic leadership, with a particular focus on mindfulness as being key to developing self-awareness, along with sincere and transparent relationships with others. When authentic leaders are emotionally aware in their working environment, they can effectively help coworkers coalesce around shared values and positively influence their performance. Authentic leadership is sometimes considered part of the third millennium of leadership theories. The first is trait theory; the second is behavioral, social cognitive, and contingency approaches; and the third wave is transformational, with social exchange, relational, and genderrelated loci. This is where authentic leadership fits with its relational focus. Authentic leadership is a style of leadership that is shown to increase empowerment and inclusion, and this book pays particular attention to how mindfulness can help support leaders from historically marginalized communities and how they can lead in a way that is more congruent with their identities and values. This can be transformative for many systems

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and organizations, and it can also expand our understanding of what leadership is. To explore and support this positive psychology approach to authentic leadership, the book argues that these leaders need tools to support their pursuit of a more authentic and transparent leadership style. In particular, the thesis is that mindfulness is one of the most foundational and important antecedents of authentic leadership. The idea is that authentic leadership is challenging and is even more challenging if you are not part of the dominant culture. Mindfulness can help practitioners adopt this leadership style with a greater likelihood of success if they build psychological capital by practicing mindfulness and thus achieve a higher state of mindfulness. This monograph explores the antecedents and formative factors of mindfulness. For the antecedents of authentic leadership, the focus will be on mindfulness, with attention also given to other key psychological factors, such as resiliency and emotional intelligence (EI). The main themes will be mindfulness as a tool for greater self-awareness and transparency with others, as well as mindfulness to support leadership and decision-making that are congruent with the leader’s moral values. Authentic leadership theory is an emergent concept in leadership studies, and discovering factors and forming elements of authentic leadership development have recently gained significant attention among scholars. Authentic leaders are self-aware leaders who “align people around a shared purpose and values and empower them to lead authentically to create value for all stakeholders” (George, 2010, p. 8). However, given theoretical criticism and examples of self-proclaimed authentic leaders who failed to keep moral values in their organizations, there must be some exploration of the dark side of authentic leadership as a tool for manipulation. The implications of authenticity in leadership are beginning to capture the attention of scholars and practitioners. Therefore, it is essential to examine the antecedents of authenticity to determine how they contribute to authentic leadership development. This monograph is intended, in part, to examine the antecedents of authentic leadership in mindfulness and other related psychological constructs, including psychological capital, that have a significant contribution to authenticity in leadership. The book is based on empirical studies and the theoretical constructs of other scholars, as well as the author’s own research in this area. The following are some articles that the author has worked on recently

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pertaining to mindfulness and authentic leadership, and which helped to form the theoretical and research basis of this book along with outside scholarly work. 7. Fotohabadi, M., & Kelly, L. (2017). Making conflict work: Authentic leadership and reactive and reflective management styles. Journal of General Management, 43(2), 70–78. 2. Kelly, L., & Hashemi, E. (2022). Reflecting on crucibles: Clarifying values in authentic leaders. The Journal of Values-Based Leadership, 15(1), 17. 9. Kelly, L., & Dorian, M. (2017). Doing well and doing good: An exploration of the role of mindfulness in the entrepreneurial opportunity recognition and evaluation process. New England Journal of Entrepreneurship, 20(2), 26–36. 1. Kelly, L., Perkins, V., Zuraik, A., & Luse, W. (2022). Social impact: The role of authentic leadership, compassion, and grit in social entrepreneurship. The Journal of Entrepreneurship, 31(2), 298–329. 6. Lee, B., & Kelly, L. (2019). Cultural leadership ideals and social entrepreneurship: An international study. Journal of Social Entrepreneurship, 10(1), 108–128. 5. Zuraik, A., & Kelly, L. (2019). The role of CEO transformational leadership and innovation climate in exploration and exploitation. European Journal of Innovation Management, 22(1), 84–104. 4. Zuraik, A., Kelly, L., & Dyck, L. R. (2020). Individual innovative work behavior: Effects of personality, team leadership and climate in the US context. International Journal of Innovation Management, 24(5), 2050078. 3. Zuraik, A., Kelly, L., & Perkins, V. (2020). Gender differences in innovation: the role of ambidextrous leadership of the team leads. Management Decision, 58(7), 1475–1495. These articles also look at leadership models that work to transform society through social entrepreneurship and innovation. The topic of gendered dimensions of leadership effectiveness is also examined. This range of topics has allowed the author to craft some unique contributions around mindfulness and authentic leadership that have never been fully explored in a book format. As an author who works in the research space that intersects strategy, leadership, and management, this book lends a

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unique perspective—looking at mindfulness and authentic leadership from the point of view of workplace spirituality while also taking strategy and management into consideration.

Defining Mindfulness Jon Kabat-Zinn defines mindfulness as “nonjudgmental, present-moment awareness with intention” (Zinn, 2022). This present book builds on that definition to argue that a very congruent intention for mindfulness would be to increase authentic leadership. An intention of mindfulness for authentic leadership addresses some of the concerns about “mindfulness.” “McMindfulness” is a phrase that is meant to capture the cynical appropriation of a spiritual tool solely to increase productivity, decrease stress and burnout, and lower healthcare costs for employees. These are all worthwhile goals. However, this book will argue that both the trait and state of mindfulness can be used to pursue goals beyond the abovementioned positive outcomes valued by corporations. The self-awareness that comes from mindfulness can lead to more authentic and transparent relationships that are transformative for individuals, institutions, and societies. Mindfulness has been found to have a positive impact on an individual’s authentic leadership style. By practicing mindfulness, leaders can enhance their self-awareness, which is a key aspect of authentic leadership. This increased self-awareness enables leaders to understand their own values, strengths, and weaknesses, allowing them to lead with greater authenticity and integrity. Additionally, mindfulness helps leaders develop better emotional regulation and empathy, which are essential qualities for building and maintaining strong relationships with their followers. In terms of psychological capital, mindfulness plays a significant role in its development. Psychological capital refers to an individual’s positive psychological state characterized by self-efficacy, optimism, hope, and resilience. Mindfulness practices help individuals cultivate these qualities by promoting self-reflection, reducing stress, and enhancing emotional well-being. As a result, leaders who practice mindfulness are better equipped to cope with challenges, bounce back from setbacks, and inspire their team members to develop their own psychological capital. Authentic leadership is influenced by various antecedents. These antecedents include self-awareness, self-regulation, internalized moral

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perspective, and relational transparency. Self-awareness involves understanding one’s values, beliefs, and emotions, while self-regulation refers to the ability to manage one’s impulses and emotions. Internalized moral perspective relates to the leader’s ethical framework and the alignment of their actions with their values. Lastly, relational transparency involves being genuine, honest, and open in interpersonal relationships. These antecedents collectively shape and contribute to the development of authentic leadership.

The Consequences of Authentic Leadership Authentic leadership improves organizational performance, empowers coworkers’ requirements, and improves the quality of work–life, among other aspects of managerial effectiveness (Wong et al., 2013). An authentic leader causes coworkers to have fewer negative attitudes and behaviors, such as absenteeism, unhappiness, and animosity (Bakari et al., 2017). Positive work group attitudes and behavior improve because of authentic leadership (Avolio et al., 2004). Finally, managers who practice authentic leadership attain personal success, particularly with regard to their coworkers’ satisfaction and empowerment (Joo & Jo, 2017). Authentic leadership improves numerous aspects of leadership effectiveness, including respect for the leader, dedication to the leader’s requests, problem-solving skills, and the ability of the group to deal with change and crises. Authentic leadership is a style of leadership that promotes transparency. This transparency can lead to greater collaboration within and among organizations (Read & Laschinger, 2015). The author’s empirical study of social entrepreneurs shows that their networks expand with more meaningful connections, which leads to greater social performance and outcomes aligned with the prosocial goals of the entrepreneur (Kelly et al., 2022). Pressing social challenges are often tackled through innovative approaches; for example, social entrepreneurship may call for new styles of entrepreneurial leadership. Authentic leadership is a style of leadership that helps entrepreneurs deliver social value by building trust with stakeholders, establishing legitimacy, and empowering coworkers through sincerity, awareness, and a moral perspective. Altruism is a very important part of social entrepreneurship, coupled with innovative business models

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that embody altruism. Innovation in business models serves not only a business purpose but also a prosocial purpose. The relational aspect of authentic leadership helps the entrepreneur develop meaningful social networks and innovation through openness to others and shared leadership. Authentic leadership has been shown to foster effective management and leadership performance, both inside and outside of the organization. The book frames this relational leadership style as being correlated with outcomes and performance. The additional psychological capital generated by mindfulness is seen as playing a role in the value creation of authentic leadership.

Research Questions on Authentic Leadership and Mindfulness 1. How does mindfulness positively impact one’s authentic leadership style? 2. How does mindfulness help build psychological capital? 3. What are the antecedents of authentic leadership? 4. What are some of the outcomes that authentic leadership supports? 5. What are gendered assumptions that impact authentic leadership choices? 6. How can marginalized communities integrate identity and held values with authentic leadership? 7. How does mindfulness positively impact one’s authentic leadership style? 8. How does mindfulness help build psychological capital? 9. What are the antecedents of authentic leadership? 10. What are some of the outcomes that authentic leadership supports? 11. What are gendered assumptions that impact authentic leadership choices? 12. How can marginalized communities integrate identity and held values with authentic leadership? 13. How does an individual develop authentic leadership over the span of their career? Are there discernible life stages that correspond more with authentic leadership? How can authentic leadership be supported throughout one’s career? What is the role of mindfulness across the career lifecycle? 14. Do different levels of managers express their authentic leadership differently?

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15. Are there specific professions (educators, healthcare workers, etc.) that resonate particularly well with authentic leadership? 16. What is the role of mindfulness and authentic leadership in developing artificial intelligence (AI) algorithms that will determine many of the parameters of one’s life and interactions? 17. What is an effective coaching protocol for individuals and groups? How can a diverse group of leaders be supported to integrate mindfulness for authentic leadership in their careers and lives? 18. Would a cadre of diverse leaders practicing authenticity and sincerity with self-awareness be transformative for organizations and institutions? 19. What are the physiological/psycho-biological markers and measures of mindfulness for authentic leadership? 20. How has the increased digitization of industry and work impacted authentic leadership styles?

Summary Note to Reader : The following summarizes some many points of the books, without the academic citations, which will follow in the book. Authentic leadership has been associated with several positive outcomes. It has been found to promote higher employee engagement, job satisfaction, and organizational commitment. Furthermore, authentic leaders tend to foster trust and respect within their teams, leading to increased team performance and collaboration. Authentic leadership also positively impacts coworkers’ well-being, as it creates a supportive and empowering work environment. Overall, the outcomes supported by authentic leadership contribute to improved organizational effectiveness and individual growth. Gendered assumptions can significantly impact authentic leadership choices. Stereotypical gender roles and biases often influence expectations and evaluations of leadership behaviors. Certain traits and behaviors associated with authenticity may be more readily accepted or valued in one gender compared to another. For instance, assertiveness and confidence are often seen as more favorable in male leaders, while nurturing and empathetic qualities are sometimes considered more appropriate for

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female leaders. These gendered assumptions can limit individuals’ opportunities to express their authentic leadership style fully and may create barriers for leadership advancement. Marginalized communities face unique challenges when it comes to integrating their identity and held values with authentic leadership. These communities often have distinct experiences, perspectives, and cultural backgrounds that shape their leadership journeys. Authentic leadership in marginalized communities requires a deep understanding of the intersectionality of identities and the ability to navigate power dynamics and systemic barriers. Leaders from marginalized communities must reconcile their personal values and identity with organizational expectations and biases, advocating for their communities while also fostering inclusivity and equity. Integrating identity and held values with authentic leadership involves embracing authenticity while also recognizing and addressing the systemic challenges faced by marginalized communities. Mindfulness has been shown to have a positive impact on an individual’s authentic leadership style. By practicing mindfulness, leaders can enhance their self-awareness and gain a deeper understanding of their values, strengths, and weaknesses. This heightened self-awareness allows leaders to lead with greater authenticity, integrity, and transparency. Mindfulness also helps leaders develop emotional regulation skills, enabling them to manage their emotions effectively and respond to challenging situations in a calm and thoughtful manner. Through mindfulness, leaders can cultivate empathy and compassion, which are essential for building strong relationships with their team members and fostering a positive work environment. Mindfulness plays a significant role in building psychological capital. Psychological capital refers to an individual’s positive psychological state characterized by self-efficacy, optimism, hope, and resilience. By practicing mindfulness, individuals can develop these qualities, as mindfulness promotes self-reflection, emotional well-being, and stress reduction. Mindfulness practices help individuals become more aware of their thoughts and emotions, allowing them to challenge negative beliefs and cultivate a more positive mindset. This, in turn, contributes to the development of psychological capital, enabling individuals to cope with challenges, bounce back from setbacks, and maintain a resilient and optimistic outlook.

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The antecedents of authentic leadership encompass various factors that contribute to its development. These factors include self-awareness, selfregulation, internalized moral perspective, and relational transparency. Self-awareness involves understanding one’s values, strengths, weaknesses, and emotions. Self-regulation refers to the ability to manage impulses, emotions, and behaviors, demonstrating emotional intelligence and selfcontrol. Internalized moral perspective relates to the leader’s ethical framework, where their actions align with their deeply held values and principles. Relational transparency involves being genuine, honest, and open in interpersonal relationships, promoting trust and authenticity. These antecedents collectively shape and contribute to the development of authentic leadership. Authentic leadership supports a range of positive outcomes within organizations. It has been linked to higher employee engagement, job satisfaction, and organizational commitment. Authentic leaders foster an inclusive and empowering work environment, promoting trust, open communication, and collaboration among team members. This, in turn, leads to increased team performance, innovation, and problem-solving abilities. Authentic leadership also positively impacts the well-being of followers, creating a supportive and positive work culture that enhances overall job satisfaction and reduces stress. The outcomes supported by authentic leadership contribute to improved organizational effectiveness, employee well-being, and growth. Gendered assumptions often have an impact on authentic leadership choices. Stereotypical gender roles and biases can influence expectations and evaluations of leadership behaviors. Certain traits and behaviors associated with authenticity may be more readily accepted or valued in one gender compared to another. For example, assertiveness and confidence are often seen as more favorable in male leaders, while nurturing and empathetic qualities may be considered more appropriate for female leaders. These gendered assumptions can create barriers for individuals who do not conform to these expectations, limiting their opportunities to express their authentic leadership style fully. It is important to challenge and overcome these gendered assumptions to foster diversity and inclusivity in leadership. Marginalized communities face specific challenges in integrating their identity and held values with authentic leadership. These communities often have unique experiences, perspectives, and cultural backgrounds

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that shape their leadership journeys. Authentic leadership within marginalized communities requires an understanding of the intersectionality of identities and the ability to navigate power dynamics and systemic barriers. Leaders from marginalized communities must reconcile their personal values and identity with organizational expectations and biases, advocating for their communities while also fostering inclusivity and equity. Integrating identity and held values with authentic leadership involves embracing authenticity while also addressing the systemic challenges faced by marginalized communities. The development of authentic leadership is a dynamic process that evolves over the span of an individual’s career. While there may not be discernible life stages specifically tied to authentic leadership, individuals can cultivate and refine their authentic leadership qualities throughout their career. This development can be supported by various factors, including continuous self-reflection, feedback from mentors or coaches, and learning experiences that promote personal growth and self-awareness. Mindfulness plays a significant role in supporting authentic leadership throughout one’s career. By practicing mindfulness, individuals can maintain a present-moment focus, allowing them to make intentional choices aligned with their values and authentic leadership style. Mindfulness also helps leaders manage stress, enhance emotional intelligence, and maintain a sense of clarity and purpose. Regular mindfulness practices, such as meditation or mindfulness exercises, can serve as a foundation for cultivating self-awareness and promoting authentic leadership behaviors. Different levels of managers may indeed express their authentic leadership differently. As leaders progress in their careers and assume higher managerial roles, their responsibilities and the context in which they lead may change. Authentic leadership can manifest in various ways, depending on the specific demands and expectations of different management levels. However, the core principles of authenticity, self-awareness, transparency, and relational trust remain relevant across all levels of management. Certain professions, such as educators and healthcare workers, are particularly well-suited for authentic leadership. These professions often involve caring for others, promoting personal growth, and making a positive impact on individuals’ lives. Authentic leadership in these fields requires empathy, compassion, and a genuine commitment to the wellbeing and development of others. The ability to connect authentically

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with students, patients, or clients is essential for building trust, fostering positive relationships, and achieving desired outcomes. The role of mindfulness and authentic leadership in developing artificial intelligence (AI) algorithms is an emerging area of exploration. As AI increasingly influences various aspects of human life and interactions, it becomes crucial to incorporate ethical considerations and human values into the development process. Mindfulness can help AI developers and researchers cultivate awareness and intentionality, ensuring that AI algorithms align with authentic leadership principles. By promoting ethical decision-making, transparency, and accountability, mindfulness can contribute to the responsible and human-centric development of AI technologies. An effective coaching protocol for individuals and groups seeking to integrate mindfulness for authentic leadership involves a holistic approach. It should encompass self-reflection exercises, mindfulness practices, and goal setting techniques. The coaching process should support leaders in exploring their values, strengths, and areas for growth, while also addressing any personal or systemic barriers they may encounter. Additionally, creating a diverse and inclusive coaching environment is essential to ensure that individuals from different backgrounds and identities feel supported and empowered to embrace their authentic leadership styles. One can conclude that mindfulness positively impacts one’s authentic leadership style by enhancing self-awareness, emotional regulation, and empathy. It helps build psychological capital by promoting self-reflection, emotional well-being, and resilience. The antecedents of authentic leadership include self-awareness, self-regulation, internalized moral perspective, and relational transparency. Authentic leadership supports positive outcomes such as employee engagement, job satisfaction, and organizational effectiveness. Gendered assumptions can impact authentic leadership choices, and marginalized communities face unique challenges in integrating their identity and values with authentic leadership. The development of authentic leadership throughout a career can be supported through self-reflection, feedback, and mindfulness practices. Different levels of managers may express authentic leadership differently, and certain professions resonate particularly well with authentic leadership principles. Mindfulness and authentic leadership play a role in developing AI algorithms responsibly, and an effective coaching protocol should be holistic and inclusive. Finally, mindfulness for authentic leadership is also something that can be coached for. This monograph will

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address all these issues and more using academic research and scholarship as its foundation and also using illustrative case studies to examine the dynamics and nuances of authentic leadership in individual leaders’ lives. This book examines, investigates, and addresses these research questions using both theoretical and empirical research findings. The preceding is a summary of the main findings of the book without academic references, and the reader will examine all the academic research that underpins these conclusions. Louise Kelly London, May 9, 2023

References Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model. Journal of Change Management, 17 (2), 155–187. Carmody, J., & Baer, R. A. (2008). Relationships between mindfulness practice and levels of mindfulness, medical and psychological symptoms, and wellbeing in a mindfulness-based stress reduction program. Journal of Behavioral Medicine, 31(1), 23–33. George, B. (2010). True north: Discover your authentic leadership (Vol. 143). John Wiley & Sons. Gray, K. (2017). Here’s why millennials are so dedicated to practicing mindfulness. Brit & CO https://www.brit.co/heres-why-millennials-are-so-dedicatedto-practicing-mindfulness/ Joo, B. K., & Jo, S. J. (2017). The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior: The role of psychological empowerment as a partial mediator. Leadership & Organization Development Journal, 38(3), 463–481. Kelly, L., Perkins, V., Zuraik, A., & Luse, W. (2022). Social impact: the role of authentic leadership, compassion and grit in social entrepreneurship. The Journal of Entrepreneurship, 31(2), 298–329. Read, E. A., & Laschinger, H. K. (2015). The influence of authentic leadership and empowerment on nurses’ relational social capital, mental health and job

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satisfaction over the first year of practice. Journal of Advanced Nursing, 71(7), 1611–1623. Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: The mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947–959. Zinn, J. K. (2022). Jon Kabat-Zinn: Defining mindfulness. https://www.min dful.org/jon-kabat-zinn-defining-mindfulness/

CHAPTER 2

Authentic Leadership: Roots of the Construct

Mindfulness and Authentic Leadership: A New Way of Looking at the Authenticity of Leaders Mindfulness has been studied as a construct that involves paying attention to the present moment in a non-judgmental way (Baer, 2011). In this present monograph, the following will be added to that definition: being present here and now, paying attention to thoughts, bodily sensations, emotions, and the external environment with kindness, nonjudgment, and curiosity. Research has shown that mindfulness can lead to positive outcomes, such as reduced stress, improved emotional regulation, and increased well-being (Byrne, 2016). Authentic leadership, on the other hand, refers to a leadership style that is grounded in the leader’s true self, values, and principles (Ilies et al., 2005). Authentic leaders are seen as trustworthy, ethical, and transparent, which can lead to increased follower engagement, commitment, and performance (Leroy et al., 2012). Emerging research shows that mindfulness practices can support the development of authentic leadership by helping leaders to become more self-aware and in tune with their values and principles (Corriveau, 2020). Additionally, authentic leaders are often seen as role models for mindfulness and can create a culture in which mindfulness is valued and encouraged (Bunting, 2016). However, it is also important to note that © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_2

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there is an ongoing debate and ongoing research on the concept of mindfulness and authentic leadership, and there is no consensus on their exact definitions and measurements to date.

Exploring the Origins and Essence of Mindfulness Practice in Pali Literature: A Scholarly Inquiry Mindfulness, with its wide-ranging applications and proven benefits, has gained significant recognition in contemporary society. However, to fully comprehend the essence and roots of mindfulness, it is important to trace its origins back to Pali literature, where it was originally conceived. An examination of how the Pali literature has had a lasting impact on the development of mindfulness practices will create better insight and understanding. Pali Literature and the Foundations of Mindfulness The Pali Canon, also known as the Tipitaka, forms the cornerstone of Buddhist literature, composed in the ancient Pali language and revered by Theravada Buddhists as the most authoritative source of teachings. In the Satipatthana Sutta, one of the key discourses within the Pali Canon, Buddha expounds on the practice of mindfulness in detail. The text emphasizes the cultivation of mindfulness through the observation of four fundamental domains: the body, feelings, mind, and mental phenomena. According to Gethin (2011), the Pali Canon presents mindfulness as an essential component of the Noble Eightfold Path, the framework for spiritual development in Buddhism. Through the diligent practice of mindfulness, individuals gain insight into the nature of existence, leading to liberation from suffering. In this regard, Pali literature underscores the transformative potential of mindfulness in achieving nirvana, making it a foundational aspect of Buddhist practice. Analyzing the Pali Texts and Scholarly Interpretations To further comprehend the subtleties and intricacies of mindfulness as portrayed in Pali literature, scholars have scrutinized the texts, engaging

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in rigorous analysis and interpretation. Bhikkhu Bodhi (2000) elucidates the multifaceted nature of mindfulness, emphasizing its role as a discerning state that engenders clear comprehension and non-reactivity in the face of sensory experiences. Similarly, An¯alayo (2019) highlights Pali literature’s emphasis on moment-to-moment awareness, wherein mindfulness acts as a direct pathway to insight and the deepening of wisdom. The Pali literature provides a comprehensive framework for cultivation of mindfulness, encompassing both formal meditation practices and integration of mindfulness into daily life. Furthermore, these texts make clear the interconnectedness of mindfulness with ethical conduct, concentration, and development of wisdom, which directly relates to the subject of this monograph in which authentic leadership is predicated on an internalized moral perspective. Pali literature makes clear that mindfulness is part of the rich weaving of practices that contribute to holistic well-being and spiritual growth. An exploration of Pali literature offers a profound understanding of the roots of mindfulness practice as originally conceived. The Pali Canon, with its meticulous exposition of the Satipatthana Sutta and other foundational texts, shows the transformative power of mindfulness in fostering liberation and insightful awareness. Scholarly interpretations have further highlighted the nuanced dimensions of mindfulness, emphasizing its role in cultivating discernment, moment-to-moment awareness, and integration of ethical conduct and wisdom. As mindfulness continues to permeate modern society, acknowledging and delving into its historical origins provides a solid grounding for its contemporary applications. Deepening one’s understanding of Pali literature and wisdom provides a greater depth and richness to any mindfulness practice. This depth allows for more opportunities to enhance well-being, cultivate compassion, and foster profound personal and societal transformation. Many of the modern applications of mindfulness in healthcare and corporate settings in the US and other Western contexts strive to present mindfulness as a purely secular concept; however, there is a rich Eastern spiritual and wisdom-based tradition that forms the foundation of mindfulness practices. For business students and practitioners seeking to understand the Pali roots of mindfulness, a recommended book would be “The Foundations of Buddhism” by Rupert Gethin. Although it is not specifically focused

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on business, this book provides a comprehensive and scholarly exploration of the foundational teachings and concepts of Buddhism, including the roots of mindfulness as found in Pali literature. Gethin’s work offers insights into the historical context, philosophical underpinnings, and practical applications of mindfulness within the broader framework of Buddhist thought. It serves as an excellent resource for gaining a deep understanding of mindfulness from its original Pali roots. The demarcation between the sacred and the secular in Buddhist psychology is not very distinct, as articulated by Jon Kabat-Zinn in his enlightening discussion with Robert Wright in the YouTube video titled “Secular Mindfulness as Deeply Buddhist,” originally aired on The Wright Show. Kabat-Zinn emphasizes that mindfulness, although often presented in a secular context, is deeply rooted in Buddhist principles and teachings. Through its practice, individuals are encouraged to cultivate a profound awareness of the present moment and develop a deep understanding of their own inner experiences. This recognition underscores the intrinsic spiritual dimension within mindfulness, regardless of its secular presentation. Kabat-Zinn’s insights highlight the profound wisdom embedded within Buddhist psychology and its timeless relevance in fostering well-being, self-discovery, and transformation, irrespective of religious or secular affiliations (Wright & Kabat-Zinn, 2023).

Mindfulness in Practice Mindfulness, in its various aspects, is a multifaceted practice aimed at cultivating an acute awareness of the present moment. In its simplest form, it is the act of paying attention deliberately, being fully engaged in what is happening, what you are doing, and the space you are moving through. This can be achieved through different methods, such as mindfulness meditation, where the individual focuses on their breath or a word or phrase, noticing when the mind wanders and gently guiding it back to the present moment. Beyond meditation, mindfulness can be woven into daily life. This could involve mindful eating, where one focuses entirely on the act of eating, savoring each bite, and acknowledging the food’s texture, taste, and smell. There is also mindful walking, where attention is placed on the sensation of each step, the feel of the ground beneath one’s feet, and the rhythm of one’s breath.

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Mindful communication is another aspect, focusing fully on the speaker, understanding their message, and responding thoughtfully rather than reacting. Furthermore, there are relaxation techniques like body scan meditation, which involves paying attention to various parts of the body from head to toe, while recognizing any sensations or discomfort. However, the practice of mindfulness is not just about reducing stress or promoting a relaxed state. It is about learning to be present in each moment, to accept it without judgment or need to change it, and to develop a more compassionate understanding of oneself and one’s experiences. Over time, this deepened awareness can lead to increased empathy, improved focus, and greater emotional resilience.

Third-Wave Leadership Authentic leadership fits into what one can consider the “third wave” of leadership studies (Merchant, 2012). It is considered the third wave because it has to do with the relational constructs of leadership. The first wave is trait theory, which initially looked at physical traits, such as intelligence, gender, and height, that are associated with leadership. The second wave starts to look at how leadership styles affect others. The third wave looks at the relational aspect of leadership; in particular, how one’s interactions with others influence one’s own leadership choices (Klenke, 2007). One of the core aspects of authentic leadership is the idea that honest and sincere interactions with others are elevating and liberating to all parties involved. Authentic leadership has a strong moral component (Hannah et al., 2005). Transformational leadership, one of the most impactful leadership theories that have been extensively researched, mentions a moral aspect of the leadership style. It is my view that authentic leadership is the next step in this moral dimension of leadership. That is, authentic leadership places much more emphasis on the moral implications of leadership choices. Some have critiqued authentic leadership on the basis that it might be an invitation for leaders to lead based on the idiosyncrasies of their personalities (Guenter et al., 2017). Alternatively, some argue that the definition of authentic leadership is essentially an invitation to “let it all hang out” in the name of “being authentic.” That is not the definition of authentic leadership that is widely accepted and upon which this book is based.

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The concept of authentic leadership has an inherent connotation of altruistic motivation (Hannah et al., 2005). Altruism, by definition, has to be developed in relation to one’s own values. For example, an altruistic value judgment by many religious people would be to take a stand against abortion; whereas an altruistic value judgment by liberal activists would be a pro-choice stance. Thus, the actual content of the value judgment can differ according to one’s inherent beliefs and value systems. However, the concept of authentic leadership means making moment-by-moment choices to lead adaptively from the core of one’s inner values. Implicit in these moment-by-moment choices is the idea that one has self-awareness of one’s value systems and how those value systems connect with the leadership choices one is faced with daily (Fry & Kriger, 2009). This, therefore, implies an inward self-awareness that is discerning and an outward awareness that is always seeking to understand the complexity and moral implications of one’s leadership choices. However, this relational aspect does not end with self-awareness—that would be closer to second-wave leadership theories. Authentic leadership, being a cutting-edge third-wave relational construct, takes into consideration the interaction between the leader and their coworkers and how this interaction refines and elevates the leadership process (Hannah et al., 2011). One concept that will help to understand the awareness of others is the construct of mentalization. This construct has been introduced within a therapy context that highlights the ability to understand one’s own mental state. In the process of understanding one’s own mental state, there is a greater openness and understanding of the intentions and effects of others (Blakemore & Decety, 2001). Humans have the innate capacity to comprehend the thoughts of others. This is part of a “theory of mind”—the capacity to discern others’ intentions from their behavior—that is considered by some as a requirement for higher-level empathy. One of the key ways for an authentic leader to engage in this greater mentalization of others is through balance processing (Peterson, 2017). The balance processing component of authentic leadership implies the ability to engage with others in a way that involves actually listening to the views of others, even if they are in opposition or somehow contradictory to one’s own closely held beliefs and views and be willing to understand the emotions and values that underlie one’s coworkers’ taking on a particular controversy. The work of Brené Brown emphasizes the idea of braving, in which there is a vulnerability to opening oneself up to

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the ideas of others. The risks involved include having to rethink one’s own position in light of the sincerely held beliefs of others. This can be the unlearning process that is necessary to change and grow in one’s leadership style. There is another aspect to this balanced processing that is more philosophical and moral. Karl Marx introduced the concept of reification (Lukács, 2017). This is the idea that people can be treated as objects. Marx argued that capitalism, if not tempered by empathy and humanism, can cause people to treat others as objects rather than people. The process of mentalization involves recognizing that others have thoughts and feelings. Authentic leadership takes this idea even further by positing that recognizing a coworker’s thoughts and feelings will help one make better, more effective, and ethical decisions in one’s work–life. Therein lies the vulnerability of balanced processing, i.e., the openness to having your ideas and choices changed by an encounter with the thoughts and feelings of others. To grasp the authentic leadership style, one must be willing to unlearn or decouple from one’s own conclusions, positions, and solutions to make way for new learning. Authentic leadership, however, never requires one to uncouple from one’s values; only to examine those values considering the thoughts and feelings of one’s coworkers (Qu et al., 2019). For example, when Microsoft employees try to tell the tablet management of Microsoft that they are not interested in using their talents to devise weapons, then an eccentric leadership style requires that the leader truly listen and take into consideration the views of, in this case, their coworkers when deciding whether to accept a billion-dollar contract from the Department of Defense. What has been evident in Silicon Valley is that leaders are willing to be inclusive and participatory, including the thoughts and feelings of others in regard to what dishes are being offered in the cafeteria. Few Silicon Valley leaders have actually risen to that challenge, with the possible exception of Marc Benioff of Salesforce.com (Cook, 2020). Several characteristics may be important in the appearance of a leader’s authentic leadership behaviors. For example, both leader self-awareness and self-consistency are prerequisites for authentic leadership (the former being a static process of understanding one’s strengths and weaknesses and the latter consistency between one’s values, beliefs, and actions). This relates to the key components of authentic leadership: leaders must first be clear about their values and convictions for their followers to perceive

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them as authentic, and they must demonstrate consistency between their values, beliefs, and actions (Fisher & Frey, 2012). Bill George (2015) popularized the phrase “Authentic Leadership” in his book, aptly titled “Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value,” which was published around the time of some shocking organizational scandals (Enron and WorldCom). These corporate crimes sparked outrage, prompting a strong desire for business leaders of substance—leaders in whom people could put their trust. Authentic leaders, in other words. According to Harter’s (2002) definition in the Handbook of Positive Psychology, authenticity requires that a person’s thoughts and feelings be consistent with their actions. Someone who acts contrary to their values is said to be inauthentic, a walking contradiction. People trust authentic leaders because they are true to themselves rather than playing a role that they believe they should be playing. Their operating principle is “what you see is what you get,” and some might describe them as “comfortable in their skin.” People can trust that an authentic leader will do what they say and that their behavior will not deviate from what is expected from one who is authentic. Their integrity is unwavering and never called into question, which fosters trusting relationships and followers wherever they go. Above all, authentic leaders need to be acutely aware of their emotions and behaviors, pausing to reflect and adjust as needed. They do not need to use their positional power because they are able to influence people in the right way. People are drawn to authentic leadership because they know the authentic leader will listen to them, to understand them rather than judge them. In the context of authentic leadership, self-awareness is related to emotional intelligence. According to Daniel Goleman (2017), self-awareness is comprised of three major components: 1. Emotional awareness—knowing and understanding your emotions 2. Correct self-evaluation—your strengths and weaknesses 3. Self-esteem—the understanding of one’s worth.

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Authentic leaders, according to the popular work of Bill George (2003), have the following characteristics in common: • Self-awareness Authentic leaders examine their strengths and weaknesses without bias and reflect on all of their actions and decisions (Hannah et al., 2011). They put in much effort to overcome their fears and maximize their strengths. • Lead with heart An authentic leader takes into consideration the head and the heart. Values come not only from rational examination of the arguments but also through lived experience and the deep emotions that can influence our goals and values if the leader is open to acknowledging them (self-awareness) and sharing those ideas with others in a nondominating way (Fotohabadi & Kelly, 2018). They are not afraid to delve deep into emotions, values, and controversies, and they lead their team with the courage and empathy (Eriksen, 2009) that can only be obtained by listening to the head and the heart. • Focus on long-term results Authentic leaders do not waste time worrying about temporary setbacks or less-than-stellar results in the previous quarter. Their perspective is always long term. They understand that patience and hard work take time but yield excellent results in the long run (Wong & Laschinger, 2013). When a leader actually leads based on values, they are by definition playing a “long game.” • Integrity Character strength is required for an authentic leader. They do not say things they do not mean, and this quality earns them respect. People believe them because they always keep their word. Additionally, words are not used as weapons to cut down others, but the radical candor of the authentic leader can clear a path for greater integrity in others or it can be a trap of narcissistic delusion (Alvesson & Einola, 2019). • Be a visionary leader Genuine leaders lead with a sense of purpose and vision. They add value to the people they interact with and assist them in achieving higher professional goals, which also leads to better personal lives. They encourage themselves and others to raise the bar and strive

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•

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for excellence (George, 2003). This is the essence of transformational leadership. Furthermore, authentic leaders can use the tools of transparency and candid exchange of ideas to shape this vision with greater buy-in. Listening skills An authentic leader is always a good listener, even when others disagree with them. They are willing to listen to ideas and even change their minds if the arguments make sense. This exemplifies the balanced processing skill of the authentic leader. In addition, when this is practiced by the leader in an organization, it then becomes contagious as others are given permission to change their minds through honest and transparent interactions with others (Walumbwa et al., 2011). Transparency Authentic leaders believe in open communication and combine directness with empathy, which leads to success more often than not. They project an image in public that is not dissimilar to how they are in private. They do not hide their flaws or mistakes, and they have the confidence to be themselves. This has to be balanced with a strong sense of their privilege, as they are part of a dominant group or two, and to self-reflect on how being themselves in some instances can exclude others’ values and worth (Marshall Goldsmith, 2010). Consistency Another distinguishing feature of authentic leaders is consistency, at least in values and the holding of values (Sparrowe, 2005). They practice an existential philosophy, as they allow the living of their values to shape those values as well. They are willing to be changed in their views by balanced processing, the deep listening to viewpoints that seem at odds or contradict their own. They are not fickle in adherence to their principles but allow these principles to evolve over time. Their actions are consistent, and they are not swayed by superficialities, such as the opinion others have of them. Share success with the team This sharing of success is what distinguishes an authentic leader from other leaders (Cooper et al., 2005). They not only build a good team but also give credit where credit is due and celebrate their

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success and accomplishments with the entire team in an open and transparent way. • Drawing on experience Life experience and crucibles are considered by authentic leaders as some of the best teachers, and these leaders draw on lessons learned from their own life experiences (Shamir & Eilam, 2005). A good example of this is Reed Hastings, the CEO and co-founder of Netflix, whose marriage was nearly destroyed by the rigor and demands of the entrepreneurial pursuit of success. However, he was able, through the insights gained in couples therapy, to confront that his own life philosophy of “family first” was being contradicted by his actions of working 80 hours a week when his children were small. He then made the concept of radical candor the foundation of the winning corporate culture of Netflix. His exceptional leadership abilities gradually developed because of real-world experiences and life stories, and the self-reflection needed to hold and refine one’s values. Several leader characteristics may be important in the appearance of leaders’ authentic leadership behaviors. For example, both leader selfawareness and self-consistency are prerequisites for authentic leadership (the former being a static process of understanding one’s strengths and weaknesses and the latter being a consistency between one’s values, beliefs, and actions). This relates to the key components of authentic leadership: leaders must first be clear about their values and convictions for their followers to perceive them as authentic, and they must demonstrate consistency between their values, beliefs, and actions. (Fisher & Frey, 2012). Two distinct criteria can be used to evaluate various conceptualizations of authentic leadership. The first distinction is between intrapersonal, interpersonal, and developmental perspectives on authentic leadership. The intrapersonal perspective focuses on the leader himself and includes self-awareness and self-regulation. According to proponents of this approach (Shamir & Eilam, 2005), authentic leaders demonstrate sincere leadership by leading according to their own beliefs and in their unique way. Supporters of an interpersonal perspective (Eagly, 2005), on the other hand, emphasize that authentic leadership is a relational construct that emerges as a result of the relationship between the leader and their followers. It is a reciprocal process, in which the leader acts on the followers and vice versa. Finally, from a developmental standpoint

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(Avolio & Gardner, 2005; Gardner et al., 2005; Walumbwa et al., 2008), authentic leadership is viewed as a construct that can be built over time rather than a fixed trait of a leader. Although organizations may take a top-down or bottom-up approach to develop authentic leadership, developing a culture of authenticity must begin at the top. The first step is to understand the organization’s “Why” (or reason for being) and to develop a set of values that support this purpose. The values should be meaningful and easily translated into attitude, behavior, and outcome expectations. If an organization wishes to be perceived as authentic, its values should reflect this (Gardner et al., 2005). With values established, it is time for senior leaders to demonstrate their commitment and live them in everything they do. Values should be discussed regularly and integrated into processes, such as recruitment, onboarding, and performance management, to name a few. In short, they should be the driving force behind every business decision and action. With commitment and processes in place, it is time to begin developing people by providing them with the knowledge, skills, and understanding needed to embrace the values. An organization can use a variety of methods to spread the message of what it means to be authentic when it has authenticity as a guiding principle (Van den Bosch et al., 2005). Values-Based Leadership Models in Contemporary Organizational Leadership Literature Authentic leadership is part of a group of values-based leadership models that are garnering more attention in contemporary organizational leadership literature. Three styles—authentic, servant, and ethical leadership— are seen as emergent, values-based leadership approaches that are often grouped together. It is, therefore, worthwhile to look at what might be similarities and differences among these leadership styles. All three styles are considered values-based leadership and so they are interconnected, although each one has distinct features. Values-based leadership suggests this approach is rooted in the core values of the leader, which guide their actions, decisions, and interactions with others. Values-based leaders instill their values into the organization’s culture, thereby influencing the behavior of their teams. They lead by example,

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demonstrating their values through their actions (Meiklejohn et al., 2012). 1. Authentic Leadership: Authentic leaders are self-aware and practice transparency; they do not just act authentically but also promote authenticity in their followers. They are true to their personal values and beliefs, and this transparency engenders trust and loyalty among their followers. Authentic leaders foster an environment of openness and honesty, encouraging their teams to voice their opinions and ideas. 2. Servant Leadership: A servant leader prioritizes the needs of the team and the organization over their own. The central focus is to serve others, promoting their personal and professional growth, empowerment, and well-being. They aspire to lead by serving others and not by leveraging their power and authority. The objective is to enhance team performance and achieve organizational goals by nurturing the team’s development. 3. Ethical Leadership: Ethics-based leadership is based on the leader’s moral principles. Ethical leaders demonstrate fairness, honesty, and integrity, and their actions are guided by ethical decision-making processes. They prioritize doing what’s right and fair over personal gains or popularity, thereby fostering an ethical culture within the organization. Meta-analyses on these leadership models suggest that servant leadership tends to explain the most unique variance among these styles from the gold standard of modern leadership styles—transformational leadership (Hoch et al., 2018). Servant leadership’s focus on serving others and fostering their growth and development could explain this unique variance. Servant leadership might nurture a more cooperative, trustful, and productive organizational environment, leading to improved performance and satisfaction levels among team members (Lee et al., 2020). However, authentic leadership, despite its strengths, is not without criticism. While the idea of being “authentic” sounds straightforward, in practice it can be quite complex. One critique is that it assumes a fixed “self” or “core,” when, in fact, individuals are shaped by ongoing experiences and can change over time (Hoch et al., 2018). This criticism

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seems to not grapple with the primacy of crucibles in the ongoing development of authentic leaders (Kelly & Hashemi, 2022). It also fails to incorporate the existential roots of authentic leadership (Kelly & Kelly, 1998). Another criticism is that being “authentic” doesn’t necessarily equate to being a good or effective leader. If a leader’s “authentic self” is flawed in some way—for example, they may naturally be indecisive or lack empathy—this could hinder their leadership effectiveness. However, this notion of authenticity is not congruent with the actual conceptual definition of authentic leadership, which puts a primacy on the moral dimension (Kim et al., 2023). I would argue that the issue of variance with transformational leadership should not be the focal point of comparison. These three valuesbased leadership models are “standing on the shoulder of giants” (i.e., transformational leadership style). Therefore, the merit lies not in simply distancing a new leadership style from transformational leadership, but rather deepening elements of the transformational leadership style, which is after all, a very successful style. As a strategist who has written extensively on transformational leadership, the most important aspect of transformational leadership from a strategic perspective is the positive impact on organizational innovation (Zuraik & Kelly, 2018). There has been some recent work that suggests servant leadership has a positive impact on innovative work behavior (IWB) but has not yet been shown to impact the overall organizational innovation performance. Additionally, authentic leadership might be misconstrued as an excuse for inappropriate behavior (see Elon Musk case studies in this book). A leader could justify poor decisions or actions by claiming they are being true to their “authentic self.” Servant leadership shows promise as a stand-alone leadership approach that can help leadership researchers and practitioners explain a wide range of outcomes. Future research will demonstrate more fully the relative utility of these three ethical/moral values-based leadership forms.

Critical Discourse on Authentic Leadership An article in the Leadership Quarterly titled “Authentic Leadership Theory: The Case for and Against” by Gardner et al. (2021) offers a valuable examination of the authentic leadership construct. The authors present a critical discourse on authentic leadership, discussing both its

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merits and potential shortcomings. This article enhances the value of the work by providing a comprehensive and balanced analysis of authentic leadership theory. One notable aspect of the article is its exploration of the case for authentic leadership. The authors highlight the positive outcomes associated with authentic leadership, such as increased trust, employee engagement, and organizational performance. By acknowledging the potential benefits, the article recognizes the practical value of embracing authentic leadership as a leadership approach. Moreover, the article also provides a critical perspective by discussing the case against authentic leadership. The authors delve into the criticisms and limitations of the construct, including concerns related to its subjectivity, potential for self-serving behavior, and overemphasis on leader attributes rather than contextual factors. This critical examination encourages scholars and practitioners to engage in a more nuanced understanding of authentic leadership and consider its constraints in various organizational contexts. By presenting both the strengths and weaknesses of authentic leadership, the authors contribute to a broader understanding of the construct. The article prompts readers to question and critically evaluate the underlying assumptions and claims associated with authentic leadership theory. This nuanced perspective fosters a deeper appreciation for the complexity and contextual nature of leadership phenomena, stimulating thoughtful reflection and advancing the scholarly discourse surrounding this leadership construct, while encouraging further research in the field.

Antecedents of Authentic Leadership There is extensive scholarship looking at the impact of authentic leadership (Alilyyani et al., 2018; Avolio & Gardner, 2005; Billsberry & North-Samardzic, 2016; Kotzé & Nel, 2015), but there is little research that examines the precursors or foundations of this leadership style (Bennis & Thomas, 2007; Keller, 2003; Ladkin & Spiller, 2013). The leadership theory of crucibles (Bennis, 2004; Kelly & Hashemi, 2022), as well as Erikson’s stages of psychosocial development (Slater, 2003), can provide some insight into how people develop authentic leadership throughout the course of their lives. Examining how people navigate and resolve conflicts as they arise over the lifespan’s distinct phases of psychological development can help people understand the qualities of

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authentic leadership (Erikson, 1950). Authentic leadership also needs to be examined by defining the similarities and defining features of authentic leadership in comparison to transformational, charismatic, servant, and spiritual leadership styles (Avolio & Gardner, 2005). Advancing prior work (Shannon et al., 2020), there is an argument that familial influence and life crucibles are vital components on the road to developing a person’s true leadership. Bennis’ idea of crucibles and Erikson’s model of the phases of psychosocial development are extremely comparable. This appears to be a promising scholarly direction that has not yet been thoroughly investigated in the authentic leadership body of research. Unlike Erikson, who placed these crucibles in order of time, Bennis did not. Bennis, however, identified a very strong connection between crucibles and their influence on the growth of leadership. Integrating these two perspectives, crucibles and psychosocial development, within the context of authentic leadership formation can help provide the theoretical foundation to understand the antecedents of authentic leadership. In addition, the role of motivation, specifically the three basic needs of self-determination theory (Deci & Ryan, 2012), can be used to frame the authentic leadership journey. Little research has been done concentrating on the precursors of authentic leadership, according to a thorough literature assessment. Empathy and mindfulness are considered, according to theory, to be predictive of authentic leadership. An authentic leadership style is substantially correlated with a leader’s empathy, according to a recent empirical study (Singh et al., 2016). However, mindfulness was not necessarily correlated with authentic leadership in a study by Singh et al. based on 250 IT professionals in India (Singh et al., 2016). Empathy is mentioned in their report as a potential precursor to authentic leadership, and authentic leadership does promote favorable organizational results. This consideration of the role of mindfulness, which is defined as nonjudgmental, open attention, and awareness of the present moment, plays a role in authentic leadership and is worthy of attention in light of theory. This present volume asserts that mindfulness supports all four of the qualities of authentic leadership—leader self-awareness, relational transparency, internalized moral viewpoint, and balanced processing. This insight is arrived at by integrating the theory on mindfulness with the literature on authentic leadership. The argument has been made that authentic leadership mediates the relationship between leaders’ mindfulness and followers’ perceptions of their efficacy as leaders (Dietl, 2015).

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Political skill would also impact the direct relationship between a leader’s awareness and effectiveness, making it so that leaders with more political savvy would have a stronger relationship between awareness and effectiveness.

Narcissism and Authentic Leadership Narcissism is a personality trait characterized by grandiosity, a sense of entitlement, and a preoccupation with oneself. It is often associated with self-centeredness, a lack of empathy, and an excessive need for admiration. While some studies have explored the relationship between narcissism and leadership, it is important to note that narcissism is not considered a leadership style in the traditional sense. Research has examined the potential connection between narcissism and leadership, particularly in terms of its impact on leadership effectiveness. Studies suggest that individuals with high levels of narcissism may exhibit certain leadership behaviors and characteristics that can influence their effectiveness as leaders. For example, narcissistic leaders often display high levels of self-confidence and assertiveness, which can be seen as positive attributes in certain situations (Judge et al., 2006). However, while narcissistic leaders may initially attract followers due to their charismatic and self-assured nature, their self-centeredness and lack of empathy can have negative consequences in the long run. Narcissistic leaders tend to prioritize their own needs and desires over those of their team members, leading to decreased trust and cooperation within the group (Nevicka et al., 2011). Furthermore, research suggests that narcissistic leaders may struggle with constructive feedback and are more likely to engage in unethical behaviors, such as manipulation and exploitation (Brunell et al., 2008). These traits can undermine team dynamics, hinder innovation, and contribute to negative organizational outcomes. Although some characteristics associated with narcissism, such as selfconfidence and assertiveness, may align with certain leadership behaviors, narcissism itself is not considered a leadership style. The negative effects of narcissistic tendencies, including self-centeredness and a lack of empathy, tend to outweigh any potential benefits in terms of effective leadership. Organizations and individuals should prioritize the development of leadership styles that promote collaboration, empathy, and ethical conduct.

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Crucibles and Leadership Development As they go through these stages of social growth, leaders satisfy the demands for autonomy, relatedness, and making sense by effectively navigating crucibles. (Franz & White, 1985). This book proposes that these capacities become a foundation for authentic leadership. These capacities also revolve around themes, such as mindfulness, resilience, and emotional intelligence (Ladkin et al., 2016). This study emphasizes the importance of value development, not only in a leader’s journey stress test of conquering crucibles but also generally in the normal lifecycle through parental and societal impact (Keller, 2003). In their quest to fulfill the need for autonomy, relatedness, and competence, leaders are able to achieve higher levels of leadership based on successfully navigating through the life stages and sense-making around crucibles (Ryan & Deci, 2000). By looking at how crucibles, parental relationships, and existential concepts play a role in the emergence of authentic leadership, learning and individuation are formed. Two leadership concepts are foundational to authentic leadership research. First, according to authentic leadership theory, genuine leaders can be recognized by their internalized moral perspectives, relational transparency, and self-awareness. Authentic leadership is shaped by events in a leader’s life, such as crucibles, life-triggering situations, recollections of parental relationships, and existential concerns. Knowing one’s triggers is a crucial aspect of true leadership. Understanding how we are constructed, or how the buttons that are pressed by life’s stressors were installed, is necessary to comprehend what sets us off. Searching for hints in one’s life biography is an effective line of investigation. Diversity and Authentic Leadership: The Role of Lived Experience This brings us to one of the main themes of the book, i.e., authentic leadership is a style of leadership that is particularly relevant and useful to get the best out of a diverse set of leaders. The statement by Supreme Court Justice Sonia Sotomayor, around the idea that wise Latina might have something unique to bring to the court that others with a background more closely aligned with the dominant culture may not include, is revealing (Ladson-Billings, 2021). What diverse leaders bring to the table comes from lived experience that is unique and distinct from that of the dominant culture in society.

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An individual’s personal story may be particularly essential to their development as an authentic leader in two key ways. The first is their perspective on their life experience and how they interpret it (Siegel, 2001; Shamir et al., 2005). The second factor, nurturing in the family of origin, is also thought to have a significant impact, i.e., how the perspective of parents influences their older children’s capacity to lead honestly (Ferguson et al., 2006), and the crucibles and the resulting sense-making of their lives. Obviously, there are interactions between these two components, making them less independent of one another and more interdependent (Sparrowe, 2005). Siegel (2001) suggests that one’s past experiences have an impact on how one connects, thinks, and feels in the present and in the future. Therefore, the present and future are affected by recollections of the past. However, self-reflection, knowledge, awareness, and knowing are required to assign or generate these meanings. This process is frequently called “sensemaking.” (Maclean et al., 2012). To make meaning, memory is a crucial component. However, to provide information that is practical, accessible, and usable for corporate decision-making, authentic leaders need to be able to access these memory stores (Walumbwa et al., 2008). The notion that leaders are not born is the second tenet of this research (George et al., 2011). That is to say, experiences and memories must be processed (Siegel, 2001; Vough & Caza, 2017; Weick, 2012). This is where elements of self-reflection and mindfulness become particularly relevant in the development process of authentic leaders. Processing memories is just as important as having them. Sense-making also involves the process of telling stories, which is how we create memories. By utilizing the research technique of mottos—specifically, parents’ mottos—the authors of this study encouraged their subjects to not only tell the story but also consciously identify and communicate the underlying success and leadership presuppositions that are at the core of the memory of parental influence. By their very nature, mottos are a condensed version of a particular feature of life philosophy or life guidance. As a result, this method of constructing a life story has a strategic component. According to Casadesus-Masanell and Ricart (2010), strategy is all about analyzing and challenging the fundamental presumptions that direct action. The lifestory methodology is no different (Turner & Mavin, 2008). Examining these maxims reveals previously unrecognized strategic assumptions that influence leadership action. By giving the participants agency in their own

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narrative, where they become an active co-creator of the story with their parents, and they can utilize adult methods, such as taking what they like and leaving the rest, this assessment process has the ability to strengthen the participants’ autonomy. The nonjudgmental component of mindfulness allows one to delve into this process of self-examination in a way that is not self-serving or built around creating and maintaining fences that are, in fact, antithetical to the authentic leadership process.

Authentic Leadership and Psychological Capacities Luthans and Avolio (2003) outline a process that draws on both good psychological capacities and a well-developed organizational setting that was identified as authentic leadership in organizations. Begley (2004) points out that authentic leadership is a function of self-awareness, sensitivity to others’ perspectives, and technical proficiency that results in a synergy of leading action. Self-awareness, relational transparency, balanced processing, and internalized moral viewpoints are the four cornerstones of authentic leadership (Bass & Steidlmeier, 1999). One must debate the veracity of the concept of true leadership as we examine the antecedents revealed in the life story of an authentic leader. Alvesson and Sveningsson (2013) assert that authentic leadership is a dubious positive idea (full of mottos itself) used to cover up and justify immoral commercial actions. The next step from transformative leadership is authentic leadership. By adding emotional intelligence, morality, honesty, and transparency, authentic leadership elevates the transformative leadership idea (Tonkin, 2013). The argument that if one is a minority in an organization, such as a female leader, one is less able to lead genuinely, almost by definition, is perhaps the most incisive and pertinent criticism of authentic leadership (Eagly, 2005). This is because the traits of the dominant culture are used to define leadership (Due Billing & Alvesson, 2000). In the early twenty-first century, being a female leader means having both one’s agentic and mission-driven style and one’s caring and collaborative approach called into question (Cooper et al., 2005). A female leader’s emotions, personality, and, in many circumstances, how she presents herself are all evaluated more closely than male leaders. Women leaders run a significantly larger danger of being perceived negatively because of their leadership style. Other minorities also experience this. In other

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words, it can be more difficult and even detrimental to career success for people in minority power positions in our society to show their true selves. Nevertheless, despite these flaws, real leadership is a style of leadership that appeals to Gen Z and the Millennial Age (Laudert, 2018). The search for morality, identity, and meaning in business in a turbulent environment resonates with authentic leadership. Consider the challenges of sustainability, social justice, COVID-related public health and economics, income inequality, and extreme political authoritarianism. Recent world events have pushed these challenges forward in a way that has taken on a greater urgency (Edmonstone et al., 2019). Perhaps true leadership might best solve these “wicked” problems. Female leaders tend to favor authentic leadership, which is a style that closely resembles the traits of transformational leadership, to which authentic leadership is a forerunner (Eagly, 2005).

Resilience and Authentic Leadership Resilience is defined as the capacity to improvise a solution to a problem in the absence of resources that would appear to be required (Lee et al., 2013). In this sense, improvising refers to the idea that a person can take action in the face of difficulty although apparently lacking the means or skills to do so. Resilience is the capacity to channel one’s positive energy into forging ahead despite the fact it seems unattainable. Resilience is a quantifiable trait of the human experience that enables people to use a sense of self-efficacy to draw on energy reserves to come up with a solution, even when it seems unlikely that they will succeed. Additionally, resilience is a reflexive way of viewing and interacting with the world that is closely linked to a person’s mental and spiritual foundation (Coutu, 2002). Adversity is one of the components needed to build resilience. Similar to a muscle, resilience becomes stronger the more it is used. The ability to cope with adversity by using reserve energy and creative thinking improves with repeated experiences of adversity if the level of difficulty is within a tolerable range, meaning it is not traumatizing. Each person experiences adversities differently depending on their level of resilience and if the adversities were experienced on an individual level.

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The process by which a person bounces back after an abrupt shift that, if it does not happen, can teach them powerlessness. Adversities cannot reliably measure resilience by themselves (Fernandez, 2016). Instead, it is the effective handling of these challenges that informs and enhances real leadership through the exercise of resilience. Individuals will truly become robust and adaptive because of the learning opportunity, the value-creating system, and the flexibility obtained through effectively navigating adversities (Fernandez, 2016). Overcoming obstacles successfully has more to do with the internal psychological experience of purposefulness and meaningfulness that serve as the foundation for this framing of the antecedents of authenticity than it does with objective success in the external reality. An examination of interview transcripts of high-authenticity leaders reveals a significant relationship between the challenges faced by individuals and the hard-won insights they acquired while grappling with these challenges (Kelly & Hashemi, 2022). It is also evident that these people’s genuine leadership abilities were strengthened by the process of making meaning of hardship. The detailed observations provided by the interviewers make this clear. The qualitative interviewing approach in the Kelly and Hashemi (2022) study helped to elicit these in-depth observations. The participants in these interviews had to have a high degree of trust and vulnerability. They were open to discussing how certain challenges related to their leadership experiences, as well as their sentiments and childhood recollections. This trust was further strengthened by the interviewer, a qualified organizational psychologist with a background in Jungian theory, who used active listening techniques and mirroring of these insights to probe for leadership impact (Alshenqeeti, 2014). Kelly and Hashemi’s (2022) research confirms that one of the defining characteristics of real leadership is the capacity for resilience (Avolio et al., 2004).

Factors of Authenticity Self-Awareness, Spirituality, and Mindfulness Continuing with the above interview-based study, when discussing their leadership experiences, leaders incorporated nodes for mindfulness and spirituality. According to its definition, mindfulness is a broad concept that places special emphasis on the present moment and the state of

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awareness (Kinsler, 2014). One of the most important themes of selfawareness, spirituality, and mindfulness was revealed by inviting leaders to discover moments when they are focused (Goldman-Schuyler et al., 2017; Harré, 2013). This book looks at the temporal aspects of mindfulness in three different time periods: 1) during the actual occurrence, 2) when the emotion was processed personally, and 3) when it was processed again through a third-person intervention. In the third timeframe, a leader’s introspection provides them with a space to consider their level of vulnerability. That is to say, leaders who are attentive to their sentiments, manners, beliefs, and experiences exhibit a strong relationship between mindfulness and spirituality. Additionally, it follows that leaders who regularly practice centering themselves and observing their emotions may have a more balanced approach to processing information (Heil, 2013). It is crucial to note that although some leaders did not use the word “mindfulness,” their approach to self-realization and feeling-observation revealed that they were indeed mindful. There is also a significant correlation between participants’ levels of spirituality and mindfulness and their sense of purpose. This idea demonstrates the connection between purposedriven leaders and meaningful, present-focused, and spiritually motivated lifestyles. Therefore, it might be said that practicing mindfulness and having a spirituality are precursors to developing authentic leadership. The connection between participants’ answers to the idea of authenticity and Erikson’s (Orenstein & Lewis, 2022) stages of human development is compelling. The clarification of the generativity vs stagnation stage and the comparison between conventional leadership viewpoints and authentic leadership are also convincing. Authentic leaders are able to elaborate on their views on leadership using the stages of their own life development. These views include responsibility vs ambivalence, inclusivity vs exclusivity, and motherhood vs self-absorption (Slater, 2003). In other words, authenticity is a leadership path in which leaders use their own life experiences and introspective thinking to develop into authentic leaders (Turner & Mavin, 2008). Slater (2003) also noted that at these stages, people confront existential issues, including the meaning of life and self-identity. The findings indicate that genuine leaders wrestle with and find answers to these existential issues throughout their lives. The process of handling these crises and taking stock of the outcome enhances one’s potential for true leadership. The fundamental insight of this book is that life stories, as filtered through mindful self-awareness, are reflections on

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the embodiment and expression of the incident as it was felt and understood rather than a testimony to the actual event (Widdershoven, as cited in Dawson, 2015). This process of mindful self-awareness unleashes the unique value of diverse leaders to transform the notion of leadership and to tackle some of the most pressing problems of the day, such as political extremism, climate change, and global income inequality.

Mindfulness for Authentic Leadership: A Pathway to Workplace Spirituality and Fulfillment In recent years, the concept of mindfulness has gained traction in leadership development, offering a potential pathway for cultivating authentic leadership qualities. Authentic leadership emphasizes the alignment of one’s actions, values, and beliefs, fostering trust, integrity, and positive organizational outcomes. Concurrently, workplace spirituality has emerged as a growing area of interest, focusing on the integration of personal values and higher meaning into the workplace context. Defining Workplace Spirituality Workplace spirituality refers to the recognition and integration of individuals’ spiritual or transcendent values and beliefs into their work experience. It encompasses the search for meaning, purpose, and a sense of connection beyond material and professional aspirations. Workplace spirituality recognizes the holistic nature of individuals and acknowledges the desire for work to be a source of personal fulfillment, growth, and well-being. Mindfulness as a Catalyst for Authentic Leadership Mindfulness, rooted in the Buddhist tradition and now widely practiced in secular contexts, involves paying deliberate attention to present-moment experiences with an attitude of openness, curiosity, and non-judgment. By cultivating mindfulness, leaders develop greater self-awareness, emotional intelligence, and empathic understanding. This heightened self-awareness enables leaders to align their actions and decisions with their core values, fostering authenticity and trust with their followers.

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Pathway to Workplace Spirituality Mindfulness practices can serve as a catalyst for workplace spirituality by nurturing self-reflection, connection, and a sense of purpose. Through mindfulness, leaders develop a deeper understanding of their values and purpose, fostering a workplace environment that values and supports employees’ spiritual needs. Mindful leaders create spaces for meaningful dialogue, encourage open expression of personal values, and foster a sense of community and belonging. This integration of personal values and higher meaning into the workplace creates a sense of workplace spirituality among employees, leading to enhanced well-being, engagement, and fulfillment. Fulfillment Through Mindful Authentic Leadership Mindful authentic leadership provides individuals with a pathway to personal and professional fulfillment. By leading with authenticity, mindfulness allows leaders to align their actions with their core values, resulting in a sense of integrity and purpose. This congruence between personal values and leadership practices creates a positive work environment where employees are more likely to experience fulfillment, as their work aligns with their own values and contributes to a larger purpose. It also offers a pathway to workplace spirituality and fulfillment by cultivating self-awareness, aligning actions with values, and strengthening a sense of purpose. By integrating mindfulness practices into leadership development programs, organizations can create a work environment that recognizes and supports the holistic well-being of individuals, allowing them to find meaning, connection, and fulfillment in their work. Ultimately, the combination of mindfulness, authenticity, and workplace spirituality holds promise for creating workplaces that inspire and engage employees on a deeper level, leading to enhanced personal and organizational outcomes.

Case Study: William James William James, often referred to as the “father of American psychology,” was a pioneering figure in the fields of psychology and philosophy. In addition to his contributions to these areas, James is also considered to be one of the earliest and most influential proponents of concepts that could

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be considered the intellectual foundation of mindfulness and authentic leadership. James was born in 1842 in New York City, and from a young age, he was deeply interested in understanding the human mind and behavior. He studied at Harvard University, where he earned a medical degree and a Ph.D. in philosophy. It was during this time that James began to develop his ideas about issues related to mindfulness and authentic leadership. He believed that individuals can be aware of and control their thoughts, emotions, and actions and that this awareness could lead to greater self-understanding and personal growth. One of James’s most influential works, “The Principles of Psychology,” was published in 1890 and laid the foundation for many of the principles of mindfulness that are still in use today. He introduced the term “stream of consciousness” to describe the constant flow of thoughts, feelings, and perceptions that makes up an individual’s experience, emphasizing that being mindful of the present moment can help to increase one’s ability to focus and be more in control of one’s thoughts. James also believed in the concept of “genuine self,” which is the idea that when one lives authentically, in line with one’s values and beliefs, rather than simply following societal expectations, it leads to greater wellbeing and fulfillment. He saw that people who live a genuine life have greater influence and impact and thus can be called “authentic leaders.” Throughout his life, James continued to write and speak about the importance of these concepts that form the foundation of modern constructs, such as mindfulness and authentic leadership, and his ideas continue to influence the fields of psychology, philosophy, and leadership to this day. In summary, William James could be considered an intellectual father of mindfulness and authentic leadership, as his ideas have been a cornerstone in the development of this construct and continue to shape modern understanding. Through his teachings, writings, and research, he has played an instrumental role in popularizing the practice of mindful awareness and inspiring individuals to live their lives in a more authentic manner. Mindfulness takeaway: William James‘s psychology and philosophical systems highlighted the role of emotions and their relationship to rational thought and cognition. One could argue that at the heart of Steve Jobs’ contribution was his groundbreaking series of disruptively

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innovative products that integrated emotions (design thinking, the arts, and humanities) with rational thought as tools to advance humankind.

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CHAPTER 3

Positive Psychological Capacities

Positive psychological capacities, such as optimism, resilience, and emotional intelligence, have been found to be associated with greater authentic leadership. Authentic leadership is a leadership style characterized by self-awareness, transparency, and alignment of actions and values. Research has shown that leaders with high levels of optimism and resilience are better able to navigate through challenges and setbacks and are more effective at leading and motivating their teams. Additionally, leaders with high levels of emotional intelligence are better able to understand and manage the emotions of themselves and others, which can lead to improved communication and team dynamics. Overall, the research suggests that leaders with positive psychological capacities are better able to lead authentically, which can lead to better performance and well-being for both the leader and their team (Ilies et al., 2005). Positive psychology is a movement that focuses on the study of human flourishing and the cultivation of well-being. It emphasizes the importance of positive emotions, strengths, and virtues in helping individuals to achieve a fulfilling life (Seligman & Csikszentmihalyi, 2000). Positive psychology has been gaining popularity in recent years, and it has been used in a wide range of settings, including education, business, and healthcare. One key concept in positive psychology that supports the idea of mindfulness for authentic leadership is emotional intelligence. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_3

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Emotional intelligence is the ability to recognize, understand, and manage one’s own emotions, as well as the emotions of others. This can be an important trait for leaders, as it allows them to effectively communicate with and motivate their team members, as well as make sound decisions that take into account the emotional states of those around them. Resiliency is another concept related to positive psychology that is important for authentic leadership. Resiliency refers to the ability to bounce back from difficult situations and to maintain a sense of wellbeing despite adversity. Mindfulness practices can help individuals develop resiliency by training them to be more aware of their thoughts and emotions and to respond to challenging situations in a more constructive manner. Mindfulness is also a key concept in positive psychology and is often used as a tool to help individuals develop emotional intelligence and resiliency. Mindfulness is the practice of being present and attentive to the present moment, without judgment. It has been shown to help individuals reduce stress, improve focus, and increase self-awareness. When leaders are mindful, they are better able to understand their own thoughts, emotions, and behaviors, and this increased self-awareness can help them to make more authentic decisions and lead more authentically. In summary, the positive psychology movement emphasizes the importance of positive emotions, strengths, and virtues in human flourishing and well-being, which also contribute to the development of authentic leadership. Concepts such as emotional intelligence, resiliency, and mindfulness, which are integral parts of positive psychology, support the idea of mindfulness for authentic leadership and are instrumental in helping individuals to become more self-aware, resilient, and emotionally intelligent leaders (Kelly et al., 2022). Authentic leadership is a concept that has its roots in ancient Greek wisdom and philosophy, extends to the modern era with Shakespeare’s “to thine own self be true” maxim, and runs into problems in the postmodern era, which can question our ability to be authentic when we have multiple selves and more than one intersectionality. The youth are often counseled to “do what they love, and the money will follow.” This is one of those adages that suggests if you are authentic and true to your genuine, heart-felt desires, then the universe, so to speak, or the world, will reward you with a good livelihood. This philosophy has gained traction among younger generations and hinges on the concept of authenticity being rewarded with good results, financial and otherwise.

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The work from home (WFH) movement also allows, in theory, for a greater integration of one’s authentic self. However, this depends on your role and identity and how closely it is colored by the dominant culture. We know from the COVID-19 pandemic that mothers with young children who demonstrated this identity on a Zoom call have had negative effects on their career advancement (Clark et al., 2021). There is an argument that this would be showing their authentic self at work or bringing their whole self to work, but in reality, it worked against their career success. There are some obvious flaws with this view of authenticity because authenticity can be easy to manage if you are not a working mom, for example, or are, in other ways, more closely aligned in your identity with that of the dominant culture (Pruchniewska, 2018). There is a suggestion that authenticity can also involve making political choices (regarding the politics of an organization) about revealing your authentic self. Authentic leaders can make conscious choices as to what parts of themselves they choose to share with coworkers. For example, one hot-button issue that has emerged in the United States is that in the highly politically charged times of 2022, some companies, such as Coinbase, banned all discussions of politics at work (Thompson, 2021). Political discrimination at work is a phenomenon that directly impacts the choices a leader makes on how, when, where, and what to be authentic about. Recent research has demonstrated that partisans are willing to treat rival partisans unfairly in apolitical contexts like the workplace (Thompson, 2021). Furthermore, societal norms frequently make political discrimination worse in many nations when there is no legal protection against it, thus limiting the authentic leadership choices one has in the workplace. Political discrimination at work contributes to inequality much like other forms of discrimination and is likely to have comparable detrimental effects on authenticity. This can result in other attendant problems, such as health issues, violence, turnover, and decreased productivity. However, if one is to embrace the idea of authentic leadership, that would entail revealing how one views controversial issues. These controversial issues often involve fundamental values, which are also part of most definitions of authentic leadership, including making decisions congruent with one’s own moral values. Therefore, if one cannot discuss these values with coworkers while grappling with issues that involve these values, then the process of sense-making that is essential to the balance processing

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aspect of authentic leadership may be short-circuited, short-changed, or even circumvented. This leaves each leader with perhaps more of a blackor-white view of moral dilemmas and problems, devoid of the nuance and insight that is derived from talking with someone who holds an opposite or different view from your own.

EI and Authentic Leadership As a recently popular leadership concept, authentic leadership attracts significant scholarly research, as well as significant attention from practitioners. As a result, there is growing interest in researching the relationship between emotional intelligence (EI) and authentic leadership among many different individuals. Nevertheless, the majority of the literature on this relationship is atheoretical, and the findings can be conflicting. Consequently, a worthy goal is to clarify how EI and authentic leadership relate to one another. Research suggests that EI is significantly and positively related to authentic leadership. This relationship between EI and authentic leadership is the same in studies with males and females. There seems to be no gender difference. The relatively new concept of authentic leadership has been drawing more attention as a result of the difficulties modern organizations face in dealing with ethical crises, corruption, and fraud. A number of scholars have urged further empirical research on the causes of this leadership style. One interesting question is to examine how elements of EI and genuine leadership are related. Despite the crucial role that emotions play in leadership, empirical research on the relationship between various EI skills and effective leadership is sparse. Empirical research confirms that emotional intelligence positively correlates with authentic leadership in statistically meaningful ways. In particular, individuals who excelled in all areas of EI also excelled in this leadership style (Brown et al., 2006). In addition, a statistically significant predictor of authentic leadership was the empathy component of EI. Initial research points to the potential value of recognizing and enhancing leaders’ EI to help them lead their organizations successfully and truthfully (Barbuto & Bugenhagen, 2009). Leaders need to be aware of when followers perceive them to be expressing empathic feelings since empathy has been found to be the most significant EI predictor of authentic leadership. There is an argument that EI and trust have significant effects on servant leadership and authentic leadership (Du

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Plessis & Nel, 2015; Maximo et al., 2019). Tang et al. (2010) outline how EI is related to good leadership practices in general and, by extension, authentic leadership. It seems EI is something that can be learned, and therefore, presumably, authentic leadership can be developed or trained in individuals. Authentic leadership attracts not only significant scholarly research, but it is also sparking considerable interest among practitioners. A concern that the more widely used theory, the full-range model of leadership and its instrument, the Multifactor Leadership Questionnaire (MLQ), did not sufficiently emphasize elements of leader EI, such as self-awareness, led to the development of a model and subsequent instrument to measure authentic leadership (Avolio & Gardner, 2005). The Authentic Leadership Questionnaire (ALQ) examines four aspects of leadership: relational transparency, internal moral viewpoint, balanced processing, and self-awareness (Walumbwa et al., 2008). According to a meta-analysis of authentic leadership conducted by Banks et al. (2016), transformational leadership is generally highly connected with authentic leadership. However, there were no meta-analytic analyses between EI and genuine leadership in the Banks et al. study. Self-ratings of EI and transformational leadership were strongly associated with a meta-analysis carried out in 2010 by Harms and Crede. Exploring the relationship between EI and authentic leadership is crucial because (a) EI and authentic leadership are strongly related to transformational leadership, (b) authentic leadership is very closely related to transformational leadership, and (c) the need for more self-awareness in a leadership model was one of the original justifications for developing a model and instrument to measure authentic leadership. Duncan et al. (2017) studied 1028 working individuals who completed the Authentic Leadership Questionnaire and the Schutte Self-Report Emotional Intelligence Test (SSEIT) (Walumbwa et al., 2008) and found that EI and authentic leadership were closely related. Kiyani et al. (2013) examined whether managers’ honest leadership styles can affect the link between their EI quotient and employee results. They demonstrated an association between managers’ EI and employee outcomes that is mediated by managers’ authentic leadership style. The argument is that EI, leadership style, and employee outcomes are interconnected. The research demonstrates that the authentic leadership style of managers, along with their EI, has an impact on work performance and organizational citizenship behavior.

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Despite the crucial role that emotions play in leadership, empirical research on the relationship between various EI skills and effective leadership remains sparse. The data show that EI positively correlates with authentic leadership in statistically meaningful ways. In particular, individuals who excel in all areas of emotional intelligence also excel in real leadership (Zehir & Narcıkara, 2016). In addition, a statistically significant predictor of authentic leadership is the empathy component of EI. Early indications point to the potential utility of recognizing and enhancing leaders’ EI to help them lead their organizations successfully and authentically.

Resiliency An organization’s resilience is ensured by adaptive capabilities, which also make them effective at handling issues and crises. Resilient leadership is necessary for a resilient work environment at the organizational level. According to the literature on both positive psychology and positive organizational psychology, authentic leadership is a desirable leadership style for resilient organizations with high levels of organizational effectiveness. The most well-known leadership style among academics in the field of positive organizational psychology is authentic leadership, and its impacts on worker resilience and productivity are of great interest (Zehir & Narcıkara, 2016). Self-efficacy, hope, optimism, and resilience are the four psychological capacities identified by the construct of psychological capital in the Positive Organizational Behavior paradigm as having an impact on motivation and performance at work. The self-regulatory processes of human emotions and behavior that allow people to adapt and to achieve individual, group, and organizational goals are an important aspect of EI. EI is highly correlated with an individual’s performance and advancement within an organization. It is also seen to be a precursor to resilience. Resilience and EI can combine and act as a motivation for achievement. Therefore, it can be said that EI plays a role in resilience and the drive for success (Magnano et al., 2016). Higher EI is predicted to promote stress responses that are challengefocused rather than threat-focused. EI can result in leaders experiencing lower threat assessments, less negative affect, and fewer challenging physiological responses to stress. This can help authentic leaders exercise greater emotional regulation. Schneider et al. (2013) found that EI

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promotes stress resilience, which can be a very important attribute of an authentic leader. If we consider the role of crucibles in developing authentic leaders, resilience can aid in the ability to process difficult life events in such a way as to allow the developing authentic leader to extract life lessons and further clarify values. This process, grounded in resilience, can help build the adaptive capability of the authentic leader. Resilience can modulate the relationships between life events and distress. Some EI variables, such as emotional self-awareness, emotional expression, emotional selfcontrol, and especially emotional self-management, appeared to be crucial to psychological resilience in the wake of numerous traumatic life events (Armstrong et al., 2011).

Mindfulness Implications There has been a surge of interest in the study of mindfulness as a psychological construct and as a form of clinical intervention over the last few decades. Mindfulness has been linked to psychological well-being, both theoretically and empirically. The components of mindfulness, namely, awareness and nonjudgmental acceptance of one’s present experience, are viewed as potentially effective antidotes to common forms of psychological distress—rumination, anxiety, worry, fear, anger, and so on—many of which involve maladaptive tendencies to avoid, suppress, or over-engage with one’s distressing thoughts and emotions. (Hayes & Feldman, 2004; Kabat-Zinn, 2003). Although some researchers concentrate almost entirely on the attentional aspects of mindfulness (Brown & Ryan, 2003), most adhere to the model introduced by Bishop et al. (2004), which proposes that mindfulness consists of two components: self-regulation of attention and adoption of a specific orientation toward one’s experiences. Nonelaborative observation and awareness of sensations, thoughts, or feelings from moment to moment are referred to as self-regulation of attention. It necessitates the ability to both anchor one’s attention on what is happening and to intentionally switch attention from one aspect of the experience to another. There is increasing evidence that authentic leadership and mindfulness are positively related. Baron (2016) demonstrates that an action-learning training methodology with a strong mindfulness component—working

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on real issues and obtaining fresh perspectives in a peer-supportive environment—helps change the behavior of engaged managers to be more authentic and increases the likelihood of producing long-lasting results. They show how a leadership development program can encourage the growth of mindfulness and authentic leadership by internalizing attitudes and behaviors. Mindfulness can be one of the keys to generating authentic leadership through deliberate interventions. Although it has been demonstrated that authentic leadership influences a variety of favorable workplace outcomes, research has paid little attention to identifying its individual causes and practical ways to improve it. This book suggests mindfulness as a predictor of authentic leadership based on solid theoretical connections and preliminary data. The impact of leaders’ mindfulness traits and mindfulness interventions are promising avenues for increasing authentic leadership. The argument is that authentic leadership—as perceived by both followers and leaders— and the leadership quality of mindfulness are positively correlated. The findings of Nübold et al. (2020) demonstrated that, as viewed by both followers and leaders, the mindfulness training intervention improved leaders’ mindfulness, which in turn promoted authentic leadership. They also discovered that the intervention, through authentic leadership, positively affected followers’ work attitudes. This has major implications for the role of mindfulness in the development of authentic leadership. Kinsler (2014) suggests evidence-based leadership coaching (EBLC) in conjunction with mindfulness training as a suitable strategy for gendering authentic leadership. While academics continue to disagree on what constitutes authentic leadership, his research suggests that self-awareness and self-control are two essential components. There are chances to improve self-awareness and self-regulation through EBLC and mindfulness. They support the selection of more morally self-consistent objectives and thereby aid a leader in aligning to a more genuine way of being. The self-determination theory proposed by Ryan and Deci (2000) is utilized by Kinsler (2014) to show how EBLC can do this. He argues that to build an authentic organization where a company’s professed principles are in line with the experiences of its employees and clients, mindfulness training is a good place to start. Authentic leadership mediates the association between coworker mindfulness and coworker well-being (Zhang et al., 2020). Their study demonstrated that authentic leadership mediates the positive association between coworker mindfulness and coworker well-being. Higher

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leader mindfulness was demonstrated to strengthen both the direct effect of coworker mindfulness on coworker well-being through perceived authentic leadership and the indirect influence of coworker mindfulness on follower well-being. The traits of leaders have a significant role in affecting followers’ psychological states (Avolio et al., 2009). Many studies have demonstrated a link between personal mindfulness and well-being (Good et al., 2016). However, coworker and leader mindfulness seems to interact with a positive effect. Therefore, leader mindfulness has a significant and positive impact on coworkers’ well-being. Mindfulness makes one a better leader (George, 2012). A new and exciting area investigates the relationships between authentic leadership, collective mindfulness, collective thriving, and prosociality in workplaces by using social learning theory and conservation of resources theory (Wu & Chen, 2019). They tested their research hypotheses using data from 86 hotel units with a total of 354 full-time front-line personnel. According to their findings, prosociality is favorably correlated with collective thriving, collective mindfulness, and authentic leadership. Collective thriving is also positively correlated with collective mindfulness (helping behavior and proactive customer service behavior). Their ground-breaking study explores an exciting crosscultural connection between Western management theory and Buddhist culture by emphasizing the role of communal awareness in mediating the link between genuine leadership and group flourishing. There is some empirical research that looks at empathy and mindfulness as potential precursors to authentic leadership to determine the antecedents for authentic leadership style for professionals. According to research, authentic leadership is substantially correlated with a leader’s empathy. However, real leadership and mindfulness are unrelated. Empathy is mentioned in a study of IT professionals (Singh et al., 2016) that shows it is a potential precursor to authentic leadership, which promotes favorable organizational results. According to a thorough literature assessment, only a small number of studies have concentrated on the precursors of authentic leadership, but mindfulness and empathy have shown promising results. This chapter has examined some of the psychological factors that support authentic leadership. In particular, emotional intelligence, resiliency, and mindfulness are some of the very prominent factors that have helped to support the authentic leadership approach. Authentic

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leadership requires internal resources, such as the ones described in this chapter, as well as external resources, such as a supportive organizational environment for authentic leadership. Authentic leadership can be a daunting and taxing leadership style, especially if the climate is not supportive of diversity. Although considerably more research has been conducted on the antecedents of authentic leadership, these three psychological factors of emotional intelligence, resilience, and mindfulness clearly play a role in supporting authentic leadership choices.

Case Study: Laurena---A Small Business Owner Discovers the Art of Mindfulness Laurena is a young and ambitious entrepreneur, who recently launched her own small business selling handmade soaps and skincare products. Despite her passion and hard work, Sarah was struggling to get her business off the ground. She was struggling to connect with her customers, and her sales were not meeting her expectations. Feeling frustrated and overwhelmed, Laurena decided to seek out the help of a coach, who specializes in positive psychology and emotional intelligence (EI). Through working with her coach, Laurena learned the importance of positive emotions, strengths, and virtues in achieving personal and professional success. She was taught the art of mindfulness, which helped her to become more aware of her thoughts and emotions. This increased self-awareness helped her to understand her own motivations, values, and beliefs better and made her more authentic as a leader. Laurena also learned about EI and how it can be used to effectively communicate with her team and customers. She began to pay more attention to her own emotions, and she started to understand the emotions of others more deeply. She learned how to regulate her emotions during difficult interactions and how to respond to the emotions of others in a more empathetic and understanding way. With her new skills in EI and mindfulness, Laurena started to see positive changes in her business. She began to connect better with her customers, and she was able to build stronger relationships with them. Her sales started to increase, and her customer base began to grow. Sarah also started to foster a more positive and resilient culture in her team by encouraging them to develop their mindfulness and EI skills. This helped her team to become more adaptable and resilient to the stress of running a business, and they started to work together more effectively.

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Case Study: Andrew Fitch---A Millennial Finds His Way in the NYC Restaurant Industry Post-pandemic Andrew Fitch is a Southern California kid at heart. He grew up in Huntington Beach and ended up living in a house they called the “Thunderdome” with a group of friends for most of his 20s. He then moved to LA while still working in the restaurant industry but soon afterward wanted to experience New York City. Both of his parents, who are Californians, had been ballet performers in New York City in their youth, and Andrew wanted to have his own New York stories. When he first moved in with his New York girlfriend at the time, they lived in the East Village, and he worked at a burger and sushi place that was very popular with tourists and locals. He only had to walk three blocks from his apartment to go to work. In many ways, it was an ideal situation for a young man from California to have a foray into New York’s fast-paced restaurant environment. As time went on, Andrew had ambitions to be a bartender as opposed to a waiter. He had been waiting tables for most of his young adult life, and it was getting old. He ended up having an ongoing conflict with one of his managers. It was a subterranean conflict not out in the open but whenever he would ask for more bartending hours, he never seemed to get them, while other more junior aspiring bartenders would be chosen to fill those slots instead of him. Then in March 2020, everything in New York City shut down due to the pandemic, and the bustling metropolis actually went quiet. Andrew did not work for a year and a half as COVID raged through New York and the entire United States and the world. For the first time in his adult working life, Andrew was able to have some time off. Although it was not ideal conditions and there were stressors, he enjoyed the downtime and pursued some of his hobbies—honing his cooking, bartending, and video game skills. When the pandemic lifted and New York started to slowly open up, Andrew went back to his previous job; as the French say, “Plus ca change, plus ca reste le meme.” This means that the more things change, the more they stay the same. Andrew’s previous supervisor, who was not supportive of his ambitions to be a bartender, was up to her old tricks playing favorites and using other bad management approaches. Andrew confidently decided to give his notice. After all, New Yorkers were eager to return to their eating and drinking lifestyle that is so characteristic of

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the lively metropolis. He figured he would be able to find another job in no time. Andrew had started to do some therapy, which allowed him to clarify his values and make some major changes in his life. One of those changes was looking for a good restaurant/bartender job where he could flourish. Over a period of a month, he was hired by two restaurants, and one was just as bad as the other. In both cases, when Andrew gave his notice, it was because he could see these were not well-run restaurants and he had his fill of this kind of chaos. At the last restaurant, on Day 1 he came in supposedly to be trained for one or two hours but ended up working an 11-hour shift alone. The dysfunction of the restaurant gave him an instant jolt, and he had no doubts about moving on. In fact, Andrew gave his notice that very first day. As he was finishing up serving his tables, however, one of his clients called him over and said, “I normally do not ’poach’ people, but I have been watching you hold down this whole restaurant single-handedly with ease, grace, and consideration for the customers. I’d like to hire you as a manager for my craft beer pub.” Andrew pursued the offer and was hired as a manager, with actual training for 3 weeks. As soon as he started this new job managing the Upper East Side craft beer establishment, he began to thrive, and his personal and professional life started to align in a way that gave him more of a sense of momentum and the possibilities of life. Shortly after taking over as manager, Andrew instituted a training program that he designed and implemented to help his beeristas/beertenders pass the Cicerone Certification exam. The name of the game in the modern economy was certification, and he knew this would be helpful to his coworkers in their present and future endeavors. He also had many teachers on both sides of his family, so teaching was second nature to him, and he rose to the challenge with gusto. Through the global pandemic and having just a little bit of time to get off the merry-go-round of restaurant work, Andrew had the time and space to closely examine his values and to make decisions to align his life, in particular his professional life, in accordance with these values. As is often the case for young Millennial men, staying true to their values was more a process of subtraction than addition. In this case, however, there was also an addition. The new job worked out very well and was a wonderful first-time management position for Andrew. Even more importantly, it was the subtraction, or the elimination of those

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jobs that were not congruent with his values of customer service and an intelligent approach to business, which mattered most. Andrew felt strongly about utilizing servers’ talents in a way that is respectful and allows them to have dignity at work. A chaotically run restaurant does not afford servers the chance to provide a wonderful experience for the clientele. It was the process of elimination that created space to be filled with positive opportunities. Making way for these positive opportunities required some inner strength and discernment. Andrew’s psychological growth during the pandemic allowed him to rise to that challenge. Sometimes, it meant saying things to people they did not want to hear. However, he has always been willing to explain his philosophy of life and the way he sees things and how he reasons things through. Andrew was now busy making his own New York stories and pursuing his dreams in a way that honors his values. In one’s authentic leadership journey, one may have to disconnect, to connect more deeply with choices that are congruent with your values. This is sometimes called “holding values.” One way to connect is to figure out what you need to disconnect from, so that you can connect more deeply.

Case Study: Elon Musk---The Privilege of Free Speech for a CEO/Founder Recent examples, in June 2022, of Elon Musk firing employees of SpaceX for critiquing his leadership style illustrate this dilemma. In particular, Elon Musk, the CEO of SpaceX, placed a bid to buy Twitter. Ironically, one of the stated motivations for buying Twitter was to unleash free speech on the social media platform. This concept of free speech seemed to be largely focused on unleashing voices on the more conservative side of the political spectrum, which apparently in Mr. Musk’s opinion were being suppressed. However, this commitment to free speech did not extend to Mr. Musk’s coworkers within SpaceX and organization that he leads as CEO. Under Musk’s leadership, it instead presents itself as a for-profit social enterprise, i.e., one that is designed to tackle some of the most pressing and “wicked” problems of the day, such as ensuring the survival of humanity by colonizing other planets like Mars. Mr. Musk started to change his political opinions from one party affiliation to another in the US political arena. He stated those opinions,

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of course, on what he refers to as the de facto public square, Twitter. The employees who signed and released this letter said these posts were a distraction and an embarrassment to them. The company promptly fired them for speaking out. This incident suggests that being authentic in your leadership style is a privilege reserved for those at the pinnacle of power in the corporation, in this case, the social entrepreneur/founder. In summary, Corporate America may not include the ability to critique the founder/CEO in your quest to be authentic, as was demonstrated by the above-mentioned firings of SpaceX employees, who went against the authority figure in authentically expressing their views.

References Armstrong, A. R., Galligan, R. F., & Critchley, C. R. (2011). Emotional intelligence and psychological resilience to negative life events. Personality and Individual Differences, 51(3), 331–336. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. Avolio, B., Walumbwa, F., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Management Department Faculty Publications, 37 . Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27 (4), 634–652. Barbuto, J. E., & Bugenhagen, M. J. (2009). The emotional intelligence of leaders as antecedent to leader-member exchanges: A field study. Journal of Leadership Education, 8(2), 135–146. Baron, L. (2016). Authentic leadership and mindfulness development through action learning. Journal of Managerial Psychology. Bishop, S. R., Lau, M., Shapiro, S., Carlson, L., Anderson, N. D., Carmody, J., … Devins, G. (2004). Mindfulness: A proposed operational definition. Clinical Psychology: Science and Practice, 11(3), 230. Blakemore, S. J., & Decety, J. (2001). From the perception of action to the understanding of intention. Nature Reviews Neuroscience, 2(8), 561–567. Brown, F. W., Bryant, S. E., & Reilly, M. D. (2006). Does emotional intelligence–as measured by the EQI–influence transformational leadership and/or desirable outcomes? Leadership & Organization Development Journal. Brown, K. W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84(4), 822.

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Clark, S., McGrane, A., Boyle, N., Joksimovic, N., Burke, L., Rock, N., & O’Sullivan, K. (2021). “You’re a teacher you’re a mother, you’re a worker”: Gender inequality during COVID-19 in Ireland. Gender, Work & Organization, 28(4), 1352–1362. Du Plessis, M., & Nel, P. (2015). The influence of emotional intelligence and trust on servant leadership. SA Journal of Industrial Psychology, 41(1), 1–9. Duncan, P., Green, M., Gergen, E., & Ecung, W. (2017). Authentic leadership— Is it more than emotional intelligence? Administrative Issues Journal, 7 (2), 3. George, B. (2012). Mindfulness helps you become a better leader. Harvard Business Review, 26(10), 21–32. Good, D. J., Lyddy, C. J., Glomb, T. M., Bono, J. E., Brown, K. W., Duffy, M. K., … Lazar, S. W. (2016). Contemplating mindfulness at work: An integrative review. Journal of Management, 42(1), 114–142. Hayes, A. M., & Feldman, G. (2004). Clarifying the construct of mindfulness in the context of emotion regulation and the process of change in therapy. Clinical Psychology: Science and Practice, 11(3), 255. Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes. The Leadership Quarterly, 16(3), 373–394. Kabat-Zinn, J. (2003). Mindfulness-based interventions in context: Past, present, and future. Clinical Psychology: Science and Practice, 10(2), 144–156. https:/ /doi.org/10.1093/clipsy.bpg016 Kelly, L., Perkins, V., Zuraik, A., & Luse, W. (2022). Social impact: The role of authentic leadership, compassion and grit in social entrepreneurship. The Journal of Entrepreneurship, 31(2), 298–329. Kinsler, L. (2014). Born to be me... who am I again? The development of authentic leadership using evidence-based leadership coaching and mindfulness. International Coaching Psychology Review, 9(1), 92–105. Kiyani, K., Saher, N., Saleem, S., & Iqbal, M. (2013). Emotional intelligence (EI) and employee outcomes: The mediating effect of authentic leadership style. Interdisciplinary Journal of Contemporary Research in Business, 5(1), 394–405. Kotzé, M., & Nel, P. (2015). The influence of trait-emotional intelligence on authentic leadership. SA Journal of Human Resource Management, 13(1), 1– 9. Magnano, P., Craparo, G., & Paolillo, A. (2016). Resilience and emotional intelligence: Which role in achievement motivation. International Journal of Psychological Research, 9(1), 9–20. Maximo, N., Stander, M. W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45(1), 1–11.

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Miao, C., Humphrey, R. H., & Qian, S. (2018). Emotional intelligence and authentic leadership: A meta-analysis. Leadership & Organization Development Journal, 39(5), 679–690. Nübold, A., Van Quaquebeke, N., & Hülsheger, U. R. (2020). Be (com) ing real: A multi-source and an intervention study on mindfulness and authentic leadership. Journal of Business and Psychology, 35(4), 469–488. Pruchniewska, U. M. (2018). Branding the self as an “authentic feminist”: Negotiating feminist values in post-feminist digital cultural production. Feminist Media Studies, 18(5), 810–824. Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54–67. Schaap, P., & Dippenaar, M. (2017). The impact of coaching on the emotional and social intelligence competencies of leaders. South African Journal of Economic and Management Sciences, 20(1), 1–16. Schneider, T. R., Lyons, J. B., & Khazon, S. (2013). Emotional intelligence and resilience. Personality and Individual Differences, 55(8), 909–914. Seligman, M. E., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction (Vol. 55, No. 1, p. 5). American Psychological Association. Singh, A., Sengupta, S., & Sharma, S. (2016). Empathy and mindfulness: Potential antecedents to authentic leadership. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 7 (4), 1–14. Tang, H. W. V., Yin, M. S., & Nelson, D. B. (2010). The relationship between emotional intelligence and leadership practices: A cross-cultural study of academic leaders in Taiwan and the USA. Journal of Managerial Psychology. Thompson, L. R. (2021). Seeing red and blue: Political discrimination at work. Journal of Management Inquiry, 30(4), 454–460. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theorybased measure. Journal of Management, 34(1), 89–126. Wu, C. M., & Chen, T. J. (2019). Inspiring prosociality in hotel workplaces: Roles of authentic leadership, collective mindfulness, and collective thriving. Tourism Management Perspectives, 31, 123–135. Zehir, C., & Narcıkara, E. (2016). Effects of resilience on productivity under authentic leadership. Procedia-Social and Behavioral Sciences, 235, 250–258. Zhang, J., Song, L. J., Ni, D., & Zheng, X. (2020). Follower mindfulness and well-being: The mediating role of perceived authentic leadership and the moderating role of leader mindfulness. Frontiers in Psychology, 11, 879.

CHAPTER 4

Empathy, Ethics, and Mindfulness

There is a growing body of research that suggests a connection exists between authentic leadership and one’s capacity for empathy, mindfulness, and also ethical reasoning and decision-making (Hunter & Chaskalson, 2013). One study published in the Journal of Business Ethics found that mindfulness practices can enhance authentic leadership behavior, which in turn leads to improved ethical decision-making (Lyubovnikova et al., 2017). The study suggests that mindfulness helps leaders to be more self-aware, which allows them to lead in a more authentic and transparent manner. This then improves the trust and respect of followers and leads to more ethical decision-making. Another study published in the Journal of Positive Psychology found that mindfulness training can increase empathy among leaders, resulting in improved ethical decision-making (Shapiro et al., 2012). The study suggests that mindfulness helps leaders to be more aware of the thoughts and feelings of others, which allows them to make more compassionate and ethical decisions. A third study published in the Journal of Business Ethics found that mindfulness practices can also improve ethical reasoning (Small et al., 2021). The study suggests that mindfulness helps individuals to be more reflective and introspective, which allows them to consider the ethical implications of their decisions more thoroughly.

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Overall, these studies suggest that mindfulness practices can improve authentic leadership, empathy, and ethical reasoning and decision-making (Lyubovnikova et al., 2017; Nübold et al., 2020). However, more research is needed in this area to establish a definitive causal link.

The Moral Dimension of Mindfulness Mindfulness intersects with the moral dimension of life. There are many qualities that are indeed positive and compelling about mindfulness being a force for good. Principal among those is the fact that mindfulness helps with stress reduction and seems to have a positive impact (Bränström et al., 2010). However, we must interrogate the concept of mindfulness for its moral dimension. For example, in a study of criminals in the criminal justice system, the researchers looked at a correlation between mindfulness and criminal behavior and criminal behavior intent (Tangney et al., 2017). Therefore, for those who have a criminal mindset or are subject to that type of thinking, perhaps there must be some selfjudgment to use mindfulness as a force for good. However, this is an extreme example. Normally, when we speak of mindfulness, we talk about it being nonjudgmental, and perhaps this idea must be qualified. Motivations and moral aspects must be examined, and that is why there is an emphasis on intention, specifically the intention of being authentic, in this present book about mindfulness. Elements specific to culture and religion have been downplayed or removed as a result of the secularization and adaptation of mindfulness practices from Buddhism, which has led to accusations that mindfulness training has lost its basic ethical traits. In fact, there are those who argue in favor of ethical leadership over authentic leadership because authentic leadership can lead to unethical behavior (Sendjaya et al., 2016). This is particularly true if one is being authentic to oneself, which may not be a moral self, or maybe a self that is subject to privilege, ethnocentric bias, and other elements. Traditional leadership approaches can be seen as insufficiently incorporating a moral grounding (Johnsen, 2018; Kaptein, 2019; Luthans & Avolio, 2003). To ensure ethical behavior in the modern business world, there has been an increasing push for genuine leadership in the wake of a number of corporate scandals. Our understanding of authentic leadership should take into account how ethics can develop when the

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authentic leader is able to critically analyze their own value commitments. Another area that is receiving more attention is the authentic leadership of entrepreneurs (Kelly et al., 2022). A moral entrepreneur can establish a brand-new morals standard. Moral entrepreneurship can be considered a new component of ethical leadership (Kaptein, 2019). Authentic leaders engage their followers by recognizing and pursuing higher demands for a better quality of life while also guiding themselves based on their moral principles (Sendjaya et al., 2016). A virtue-based leadership paradigm that defines excellent leaders and good leadership is also made possible by debates and engagement. However, the most significant finding is that leadership and values can both be learned and developed (Newstead et al., 2020). Scholars recommend further developing authentic leadership theory from existential theory as an alternative approach to understanding the foundations of this new emergent leadership theory (Algera & LipsWiersma, 2012). According to Lemoine et al. (2019), the approach of looking a leadership from a moral standpoint can help inform our understanding of authentic leadership. Results of authentic leadership include stronger and more dedicated teams (Rego et al., 2013) that have a favorable impact on followers’ attitudes and work behaviors (Avolio et al., 2004). This book suggests that leaders contextualize their mindfulness practice by drawing on their own sense of morality. This is necessary because much of the mindfulness training included in corporate cultures does not cover moral issues. In many mindfulness-based programs, morality is portrayed as playing no part. Leaders and those responsible for training leaders would do well to be aware of the significance of morality in mindfulness practice (Krägeloh, 2016). In this way, they can help the leaders they train and the coworkers they lead to integrate mindfulness into their own particular worldviews and ethical frameworks. The practice of mindfulness involves paying conscious, nonjudgmental attention to one’s current experiences. According to earlier studies, this condition is associated with improved emotion management and decreased emotional reactivity (Britton et al., 2012). Schindler et al. (2019) argue that, as a result, practicing mindfulness would have a moderating influence on moral reactions that typically stem from guilt over harm done. Using a brief breathing exercise to induce mindfulness in five experiments, their study evaluated moral responses based on damage. It was found that mindfulness had a substantial overall negative impact on the

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desire to remedy harm (Schindler et al., 2019). This suggests there are some possible drawbacks to mindfulness, as it seems to short-circuit some morally useful guilt that can be used to motivate leaders to either remedy or mitigate the harm done to others (Schindler et al., 2019). However, mindfulness can help leaders support the development of social capital at an organizational level. The literature on spirituality and social capital development traditionally suggests that the two remain mainly unconnected (Wuthnow, 2002). However, Burton and Vu (2021) suggest an approach to training for mindfulness that can enhance social capital’s bonding and bridging capacities, as well as its structural, relational, and cognitive aspects. They conclude that skillful use of appropriate mindfulness, along with organizational learning heuristics, has much to offer in discussions on the building of social capital. This research boldly explores the “dark side” of the co-optation of mindfulness practices by corporations. Interestingly, they argue that mindfulness’s potential in organizational settings is constrained by a secular interpretation (Burton & Vu, 2021). Since morality is traditionally the realm of religion, spirituality, and ethics, it will be a challenge to include this moral dimension in the mindfulness trainings that are currently adopted in corporations. Some researchers have tried to integrate the moral dimension into their understanding of mindfulness as an organizational phenomenon. In particular, there is a theoretical work that looks to integrate James Rest’s Four Component Model of ethical decision-making and moral behavior, which consists of moral awareness, moral judgment, moral intention, and moral character, into mindfulness in a business setting (Kamble & Kumar, 2017). This integration is based on using aspects from psychology and philosophy and joining them with the concept of mindfulness. The traditional way of thinking about ethics says that when faced with a difficult ethical situation, you should first become aware of what is right and wrong. However, a new model proposed by Kamble and Kumar (2017) suggests a different approach. According to their model, when dealing with ethical challenges at work, you should start by thinking about moral dilemmas and being mindful. They also emphasize the importance of repeatedly thinking about these dilemmas and introduce a new concept called “moral spontaneity.” In this model, leaders should begin by having good intentions and then develop moral awareness, make moral judgments, and build moral character before achieving moral spontaneity. Moral spontaneity means that morality is not just about taking action, but

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the argument of Kamble and Kumar (2017) is that the ethical abilities of the leader that can be enhanced and learned with intentional mindfulness and perception training can be included in mindfulness workplace training, which would aid in the development of ethical decision-making. Being mindful, which means paying attention and being aware of the present moment, is considered important for making moral decisions. In today’s corporate world (2023), there is a growing focus on mindfulness and its impact on how colleagues think and behave. It is now widely accepted that moral reasoning plays a central role in business decisionmaking. Pandey et al. (2018) argue that compassion and self-centered bias affect the relationship between mindfulness and moral judgment. They conducted an experiment with graduate business management students to see if mindfulness training improves moral thinking. The results supported a positive connection between mindfulness and moral thinking. Both compassion and self-centered bias played a significant role in mediating this relationship, but in opposite ways. Self-centered bias clouded moral judgment, while compassion had a beneficial effect. The studies also suggested that mindfulness meditation training can enhance people’s awareness, compassion, and moral reasoning, while reducing self-centered bias. This is relevant for all leaders who have an authentic leadership style, but it is particularly relevant for social entrepreneurs who are trying to pursue prosocial goals. The findings show that mindfulness can decrease an egocentric bias that could lead social entrepreneurs to make decisions that contradict the basic mission of their social enterprise or that in fact jeopardize the enterprise through ethical lapses, such as believing, for example, that the end justifies the means. These ethical lapses are perhaps more prevalent in the social entrepreneurship not-for-profit space than one would want to believe. The moral causes and effects of authentic leadership need to be empirically examined. Some relevant theories include those that address cognitive moral growth and moral identity, such as Erikson’s stages of development (Kelly & Hashemi, 2022). The individual difference variable of Machiavellianism could be another theoretical frame from the area of political science, which addresses the idea that “the end justifies the means” approach, which will in fact downgrade the positive contribution of authentic leadership.

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The relationship between morality and leadership has become much more relevant to the study and practice of leadership when the leader is trying to adopt so-called “third-wave” leadership styles, such as servant leadership, transformational leadership, authentic leadership, and ethical leadership (Beerel, 2009). A study looking at 70 managers in a large public agency using case studies, simulations, role-playing exercises, and surveys shows that Machiavellianism cancels out the beneficial association between moral judgment and genuine leadership (Sendjaya et al., 2016). This is because there is a positive association between moral thinking and authentic leadership, and the positive relationship between authentic leadership and moral behaviors is reversed when Machiavellianism is high (Sendjaya, 2016). It is of paramount interest to understand the fundamental mechanisms influencing the emergence of leaders’ authentic behavior and moral action, particularly considering the many ethical lapses of both commercial business leaders and social entrepreneurs. To understand and develop authentic leadership, it is necessary to also have insight into the mechanisms within the leader that support honoring moral values in their business decisions and that do not support moral decision-making and action. The presence of morality in the leadership impact process is a key factor in defining authentic leadership. To acquire greater degrees of agency and make the “correct” and “ethical” choices, a moral leader who has evolved deeply is required to act in unison with their self-concept, which in and of itself is ever-evolving. For example, the exploration of the role of crucibles in developing one’s morality and self-concept has been documented in relation to authentic leadership (Kelly & Hashemi, 2022). A strong sense of self, coupled with sufficient resiliency to dynamically adapt to a changing environment, can become the foundation for moral leadership or leading in accordance with the dictates of one’s moral values. This resiliency of the leader and their capability to self-interrogate is a byproduct of the practice of mindfulness and the concomitant increase in metacognition that allows one to self-interrogate in a way that does not plunge the leader into shame or blame. The ability to organize around moral values and engage in the process of holding moral values is strengthened by improved metacognitive and emotional control skills (Hannah et al., 2005). As leaders navigate their way through these crucibles, in their work or personal lives, they develop and refine the cognitive structures and capacities that support leaders’ activation of nuanced moral solutions (Kelly & Hashemi, 2022). Those authentic

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leaders, whether they are social entrepreneurs, who are viewed by their followers as morally honest, are seen as having virtue, which can result in gaining more influence, especially in the social entrepreneurship realm (Kelly et al., 2022).

Authentic Leadership Versus Ethical Leadership Authentic leadership and ethical leadership are two leadership styles that have gained considerable attention in both academic literature and practical applications. While they share some similarities, they are distinct concepts that emphasize different aspects of leadership. By definition, Authentic Leadership: Authentic leadership is a leadership style that focuses on self-awareness, relational transparency, balanced processing, and an internalized moral perspective (Avolio et al., 2004). Authentic leaders are genuine, transparent, and true to their values and beliefs, which helps them build trust and create a positive work environment (George, 2003). Ethical Leadership: Ethical leadership is centered around moral decision-making, integrity, and the promotion of ethical conduct within the organization (Brown et al., 2005). Ethical leaders prioritize fairness, respect, and concern for others, and they hold themselves and their employees to high ethical standards (Weaver et al., 2005). While both authentic and ethical leadership share some common elements, such as honesty, integrity, and concern for others, they differ in their focus. Authentic leadership is primarily concerned with the leader’s self-awareness and transparency, while ethical leadership is more focused on moral decision-making and promoting ethical behavior within the organization (Avolio et al., 2004; Brown et al., 2005).

Cultural Intelligence With respect to bias and privilege in authentic leadership, authentic leaders, by emphasizing their self-awareness and staying true to their values, may inadvertently perpetuate biases and cultural insensitivities if

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they are part of the dominant culture and unaware of the privileges that this confers (Rosette et al., 2016). This can lead to a lack of inclusiveness and reduced diversity within the organization (Holvino, 2010). For instance, a study by Carmeli et al. demonstrated that authentic leadership could have negative effects on employees from different cultural backgrounds if leaders are not sensitive to cultural differences (Carmeli et al., 2010). In such cases, authentic leaders may unintentionally reinforce the dominant culture and create barriers for employees who do not share the same cultural norms and values. To mitigate this issue, authentic leaders should consider developing cultural intelligence (CQ) and enhancing their understanding of cultural diversity (Earley & Ang, 2003). This involves becoming more aware of cultural differences, cultivating an open-minded attitude toward diversity, and developing skills to adapt to and work effectively with people from diverse backgrounds (Earley & Mosakowski, 2004). Authentic and ethical leadership both contribute to positive organizational outcomes, yet they focus on different aspects of leadership. Authentic leaders, while genuine and transparent, may inadvertently perpetuate biases and cultural insensitivities if they are part of the dominant culture and unaware of their privilege. To address this issue, authentic leaders should enhance their CQ and embrace diversity to create a more inclusive work environment.

Empathy Versus Mindfulness Empathy and mindfulness have been found to be essential components of effective leadership, and there is growing evidence that they can positively impact economic decision-making. Empathy enables leaders to understand and respond to the needs and perspectives of others, fostering collaboration and trust (Goleman, 1998). Mindfulness, on the other hand, helps leaders maintain focus, regulate emotions, and make more thoughtful decisions (Good et al., 2016). With respect to empathy and mindfulness in economic decisionmaking, research suggests that empathy and mindfulness can lead to better economic decision-making by reducing biases, enhancing collaboration, and promoting ethical behavior (Hafenbrack et al., 2014; Ruedy & Schweitzer, 2010). Empathy can help leaders better understand the needs of their customers, employees, and stakeholders, resulting in more

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effective and targeted decisions (Riess, 2017). Mindfulness contributes to greater cognitive flexibility, allowing leaders to adapt to changing circumstances and make more balanced decisions (Langer, 1989).

Case Study: Reed Hastings at Netflix Reed Hastings, co-founder and co-CEO of Netflix, exemplifies a leader who values empathy and mindfulness. Hastings has fostered a culture of empathy and transparency within the company, as demonstrated by the famous Netflix Culture Deck (Kao, 2014). This culture has been credited with contributing to the company’s success and innovation in the entertainment industry (McCord, 2014). Hastings also practices mindfulness meditation, which he says helps him maintain focus and clarity in decision-making.

Case Study: Elon Musk and Ableism Elon Musk’s leadership style at Tesla and Twitter around ableism (i.e., discrimination of and social prejudice against people with disabilities) reveals the hazards of not being conscious of your status as a member of the dominant culture. Elon Musk became the CEO of Twitter in 2023, and he is also the CEO of Tesla and SpaceX. In particular, there was an incident involving Musk’s use of Twitter, which highlights the importance of empathy in leadership. In 2018, Musk publicly mocked a Tesla employee with Lou Gehrig’s disease on Twitter, causing significant backlash and criticism (M. R., 2021). Musk later apologized, acknowledging that his actions lacked empathy and were inappropriate. He then went on to mock on Twitter an employee of Twitter, who also had Lou Gehrig’s disease and later apologized for doing that, as well. This incident underscores the importance of empathy in leadership, as a lack of empathy can damage a leaders’ reputation and negatively impact their organization. By cultivating empathy and mindfulness, leaders can make more informed and ethical economic decisions, foster positive work environments, and contribute to the overall success of their organizations.

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Case Study: Omar---Tech Company Project Manager Omar is a 27-year-old African American man working as a project manager for a tech company based in Illinois. Growing up in a tough neighborhood, Omar was taught to be tough and not show any emotions. As he started his career, Omar struggled with the conflicting messages he received about masculinity. On the one hand, he was told to be strong and assertive as a leader. On the other hand, he learned that vulnerability and openness were key traits of an effective leader. Initially, Omar took the approach of being tough and demanding with his team. He felt that this was the only way to get results and gain respect from his team members. However, as he saw the negative impact of his leadership style, Omar started to question his approach. One day, Omar’s team failed to meet a critical deadline. Instead of yelling and blaming his team, Omar decided to have a team meeting to discuss what went wrong and how they could improve in the future. During the meeting, Omar opened up about his own struggles with leadership and acknowledged that he needed to change his approach. He encouraged his team members to share their thoughts and feelings, and together, they came up with a plan to improve their communication and collaboration. Over time, Omar became more comfortable with showing vulnerability and openness as a leader. He learned that being vulnerable doesn’t mean being weak, and that opening up to his team actually made him a stronger leader. Instead of always being the one with the answers, Omar started to ask his team for their input and ideas. He found that this not only improved the quality of their work, but also fostered a more positive and supportive team culture. Omar’s growth as a leader didn’t go unnoticed. His team members appreciated his newfound openness and approachability. They felt comfortable coming to him with their concerns and ideas. Omar’s boss also noticed a positive change in his leadership style and praised him for his efforts. In the end, Omar realized that being an authentic leader means being true to oneself and not conforming to societal expectations of what a leader should be. By embracing his own strengths and weaknesses, and by showing vulnerability and openness, Omar was able to become a more effective and respected leader, both at work and in his personal life.

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Nübold, A., Van Quaquebeke, N., & Hülsheger, U. R. (2020). Be (com) ing real: A multi-source and an intervention study on mindfulness and authentic leadership. Journal of Business and Psychology, 35(4), 469–488. Pandey, A., Chandwani, R., & Navare, A. (2018). How can mindfulness enhance moral reasoning? An examination using business school students. Business Ethics: A European Review, 27 (1), 56–71. Rego, A., Vitória, A., Magalhães, A., Ribeiro, N., & e Cunha, M. P. (2013). Are authentic leaders associated with more virtuous, committed and potent teams? The Leadership Quarterly, 24(1), 61–79. Riess, H. (2017). The science of empathy. Journal of Patient Experience, 4(2), 74–77. Rosette, A. S., Koval, C. Z., Ma, A., & Livingston, R. (2016). Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties. The Leadership Quarterly, 27 (3), 429–445. Ruedy, N. E., & Schweitzer, M. E. (2010). In the moment: The effect of mindfulness on ethical decision making. Journal of Business Ethics, 95, 73–78. Schindler, S., Pfattheicher, S., & Reinhard, M. A. (2019). Potential negative consequences of mindfulness in the moral domain. European Journal of Social Psychology, 49(5), 1055–1069. Sendjaya, S., Pekerti, A., Härtel, C., Hirst, G., & Butarbutar, I. (2016). Are authentic leaders always moral? The role of Machiavellianism in the relationship between authentic leadership and morality. Journal of Business Ethics, 133, 125–139. Shamir, B., & Eilam, G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3), 395–417. Shapiro, S. L., Jazaieri, H., & Goldin, P. R. (2012). Mindfulness-based stress reduction effects on moral reasoning and decision making. The Journal of Positive Psychology, 7 (6), 504–515. Small, C., & Lew, C. (2021). Mindfulness, moral reasoning and responsibility: Towards virtue in ethical decision-making. Journal of Business Ethics, 169, 103–117. Tangney, J. P., Dobbins, A. E., Stuewig, J. B., & Schrader, S. W. (2017). Is there a dark side to mindfulness? Relation of mindfulness to criminogenic cognitions. Personality and Social Psychology Bulletin, 43(10), 1415–1426. Weaver, G. R., Treviño, L. K., & Agle, B. (2005). “Somebody I look up to”: Ethical role models in organizations. Organizational Dynamics, 34(4), 313– 330. Wuthnow, R. (2002). Religious involvement and status-bridging social capital. Journal for the Scientific Study of Religion, 41(4), 669–684.

CHAPTER 5

The Psychobiology, Physiology, and Neuroscience and Well-Being Effects of Mindfulness for Authentic Leadership

Both academics and practitioners have shown a significant amount of interest in the idea of psychological capital (PsyCap), which has been connected to employee attitudes, behavior, and performance. PsyCap affects individual-level, team-level, and organizational-level outcomes, and some potential factors, such as mindfulness and authentic leadership, could moderate the relationship between PsyCap and its organizational results (Newman et al., 2014). Research indicates that strong PsyCap leaders differ from low PsyCap leaders in their patterns of brain activity (Peterson et al., 2008). Additional information is required before one can come to any firm judgment on the neuroscience of leadership. However, if PsyCap does actually have a neurological basis, as anticipated, it may be feasible to completely alter how one recognizes and fosters these capacities in leaders. Such fresh viewpoints ought to be welcomed by organizations that continuously examine the return on investment (ROI) of leadership. However, one can also see how a discussion of brain plasticity and neurofeedback might suggest the disconcerting possibility of social engineering. There is a need to monitor the ethical implications of the kind of assessment and development techniques outlined in this research as neuroscience and its relationship with ideas like leadership continue to advance. The development of leadership skills, such as PsyCap, can be © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_5

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viewed as a constructive process with the ability to advance both social and economic goals. Furthermore, improving PsyCap may have consequences for both individuals and organizations. PsyCap can improve an individual’s well-being, which benefits workers. People do not simply have to accept that they are not happy with their job, their coworkers, or their performance. They might have more control over these feelings and ideas than they previously thought. Similarly, businesses must understand that a contented staff is a productive workforce, and the more they can do to support maintaining an overall pleasant attitude in the workplace, the greater satisfaction the employees and clients may experience. When one looks at the intersection of mindfulness and authentic leadership and the psychobiology of leadership, the research is grounded in a person-centered approach, with an emphasis on the meaning-making process in which a leader engages. Cognitive and neuroscience, mindfulness, developmental relationships, positive psychology, self-determination theory, philosophy, and spirituality are all dynamic and interrelated concepts that aid in the understanding of mindfulness and authentic leadership (Rock, 2010). These research avenues offer promise to clarify key concepts that could bridge the link between mindfulness and authentic leadership to create a greater understanding of the authentic leadership process (Cornelius-White et al., 2013). An emerging convergence between organizational studies and neuroscience has implications for authentic leadership on both a theoretical and practical level. Reviewing four principal aspects of authentic leadership— self-awareness, relational transparency, balanced processing, and internalized moral perspective—against the theoretical and empirical backdrop of neuroscience, with a focus on social cognitive and affective neuroscience in particular, will definitely provide insight (McDonald, 2009). A growing body of leadership literature demonstrates that the world’s best companies are led by leaders who can access the intelligence of their head, heart, and guts. Recent discoveries in neuroscience have revealed that we have complex and functional neural networks—or “brains”— in our heart and gut. Key insights into the functions of the heart and gut brains for adaptive and generative leadership have been discovered by fusing these neuroscientific results with leadership studies (Soosalu & Oka, 2012). Leaders who are unable to fully harness the intuitive and intrinsic brilliance of their many brains (head, heart, and gut brains aligned together)

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are at a major disadvantage in the increasingly complex and turbulent social and business environments in which companies operate. Multiple brain integration techniques (mBIT), a new area of leadership development, offer organizational leaders practical strategies for coordinating and integrating their head, heart, and gut brains for greater levels of emergent wisdom in their decision-making, as well as for developing an expanded core identity as an authentic leader (Soosalu & Oka, 2012). According to contemporary leadership theory and practice, the motivational effects of leadership are attributed to the consistency of the leader’s values and behaviors, as well as the congruence of their values with those of followers. Authenticity is described in relation to self-awareness of one’s fundamental values and purpose. Authenticity emerges from the process in which others take on a co-creation role in the self rather than being attained simply via self-awareness of one’s inner values or purpose (Sparrowe, 2005). It is entirely consistent with the “third-wave” relational models of leadership. It would be interesting to see to what extent mirror neurons and the mirroring process, which occurs with humans working together toward a common goal, is at play with authentic leadership. Although the existence of observational learning has been proven for many years (DeWall et al., 2015) mirror neurons have only recently been found to be the mechanism behind this learning. When viewing another human experience, particular neurons fire that mimic the person you are observing. The neurological underpinning for the efficiency of authentic leadership appears to be learner/follower mirror neurons. If this is the case, leadership is not simply about having the correct personality and physical characteristics or being passionately expressive about a vision; it is also about being actively present. By continuously participating in their work and interacting with their followers, leaders may be able to increase their efficacy (Schwartz et al., 2017).

Big Five Personality Characteristics The relationship between the Big Five personality qualities and authentic leadership has not received as much attention as the relationships between effective leadership, ethical leadership, and leadership emergence. It has been investigated whether the Big Five model and authentic leadership are related, as well as which five personality qualities best predict authentic leadership. Authentic leadership was positively connected with conscientiousness but negatively correlated with neuroticism (Baptiste, 2018).

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The biggest correlation and best predictor of authentic leadership were these two characteristics. Openness to experience and extraversion were not significant personality qualities. A weak inverse association between agreeableness and authentic leadership was found. By minimizing unethical activities, enhancing communication with employers, employees, and customers, and boosting staff morale, conscientious leaders with low levels of neuroticism who practice authentic leadership can affect good societal change.

Neuroscience We can now shed some new light on how the brain functions in real time thanks to recent advancements in neuroscience (Rock, 2010). The gap between leadership behavior and how to train leaders may be filled by this new brain research. An initiative has been made to compile pertinent neuroscience research into an emerging area dubbed “neuroleadership” with a focus on the four following leadership capabilities: 1. The 2. The 3. The 4. The

capacity capacity capacity capacity

for problem-solving and judgment; to control one’s emotions; for group collaboration; and to promote change.

Although the topic of neuroleadership is very new, there are many insights to be gained from bringing results from brain research into our comprehension of leadership. Enhancing leadership development methods has practical advantages. The finest leaders possess both good business and interpersonal skills, although many business leaders have prioritized their commercial skills while neglecting their interpersonal abilities. We can now use brain testing to assess people’s ability to focus their attention, connect emotionally with others, and manage their emotions. In addition, it is possible to quantify total neuronal integration, which is a sign of brain flexibility (Rock, 2010). In an MIT lab, researcher Alexander Pentland can make accurate predictions about who will be successful at influencing others without listening to what the leader says. Based on research known as “Honest Signs,” he makes use of biological signals, such as body language and vocal tonality (Pentland, 2010).

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Neuroleadership is beinsg led, to a significant extent, by David Rock. In a feature essay titled, “The Neuroscience of Leadership,” he collaborated with neuroscientist Dr. Jeffrey Schwartz. Additionally, he published “Managing with the Brain in Mind.” He is the author of several books, including “Your Brain at Work” and “Coaching with the Brain in Mind.” To create a new science of leadership development, Rock launched the Neuroleadership Institute and Summit, a global endeavor that brings neuroscientists and leadership professionals together to help persuade leaders to be more self-aware, real, or to build trust.

Leadership and Health An important area to consider is the relationship between areas of leadership and well-being and health. A key question is how leadership style contributes to a “positive” health model (Macik-Frey et al., 2009). The leader must work to maintain their own health and that of their followers. At the heart of an authentic leadership style is the idea that there is a “real self” that has to be experienced or discovered by the leader to remain true to that. Therefore, whether a leader embodies that “true self” is determined by how others react to them and how they experience themselves. One way to experience oneself is through the somatic experience. A somatic sense of self contributes to one’s perception of authenticity (Ladkin & Taylor, 2010). It is argued in this study that somatic cues can help a leader act in a way that feels genuine to both them and the people they are trying to lead. According to research, the essential components of embodied authentic leadership are cultivated through self-exposure, building relationships, and making decisions in the role of a leader. The connection between workplace exclusion and need fulfillment is, however, favorably moderated by evaluations of an authentic leader in a direct supervisor (Jang & Chen, 2022).

Mental Health A framework for positive mental health in the workplace links coworkers’ support and the traits of authentic leadership (transparency in relationships, balanced processing, and internalized morality). Authentic leadership generates in coworkers a sense of improvement in their interpersonal relations in the workplace and the development of strengths in

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the workplace. Authentic leadership facilitates an empathetic work environment and promotes perceptions of equality, thus generating positive mental health at work and its beneficial effects (Calderón-Mafud et al., 2018). Dehumanization within an organization has a negative impact on employees’ well-being. The elements that can shield employees from the negative effects of dehumanization and workplace stress include authentic leadership, organizational identification, and the frequency of leader– follower interactions (Sainz et al., 2021). According to research findings, more genuine leadership is associated with a lessening of organizational dehumanization and workplace stress. Some research has demonstrated the connections between social support, exposure to workplace bullying, and authentic leadership, as well as the connections between these factors and mental health (WarszewskaMakuch et al., 2015). The association between workplace bullying and mental health was mitigated by social support from coworkers, as well as by authentic leadership. This is a very promising positive mental health outcome associated with authentic leadership. Glial cells are non-neuronal cells that play a crucial role in maintaining the health and function of the central nervous system. Recent research has suggested that glial cells, specifically astrocytes, may play a role in regulating social behavior, which could have implications for authentic leadership. Astrocytes are a type of glial cell that is abundant in the brain and known to be involved in the regulation of synaptic transmission and neuronal plasticity. A recent study by Park et al. found that astrocytes in the prefrontal cortex of mice are activated in response to social isolation and play a role in regulating social behavior (Park et al., 2010). Specifically, the study found that astrocyte activation was associated with decreased social behavior and increased anxiety-like behavior in mice. These findings suggest that glial cells, specifically astrocytes, may play a role in regulating social behavior, which could have implications for authentic leadership. Authentic leadership is characterized by behaviors, such as openness, transparency, and empathy, which are important for building trust and positive relationships with followers. Research has shown that social behavior, including trust and empathy, is regulated by neural circuits in the prefrontal cortex (Kim et al., 2011). Given the recent findings on the role of astrocytes in regulating social behavior, it is possible that glial cells may also play a role in the neural circuits involved in authentic leadership behaviors. However, further

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research is needed to explore the potential link between glial cells and authentic leadership. It is possible that glial cells may play a more indirect role in regulating social behavior by modulating the activity of neurons involved in social behavior. Additionally, it is unclear whether the findings in mice can be generalized to humans, as there may be species-specific differences in the function of glial cells. Recent research suggests that glial cells, specifically astrocytes, may play a role in regulating social behavior. While it is unclear whether glial cells have a direct role in authentic leadership, the findings suggest that glial cells could have implications for the neural circuits involved in social behavior, which could potentially impact authentic leadership behaviors. Further research is needed to explore the potential link between glial cells and authentic leadership.

Brain Types Dr. Daniel Amen, a psychiatrist and brain-imaging expert, has conducted extensive research on the relationship between brain function and behavior. His work suggests that different brain types may be associated with different leadership styles, which could have implications for authentic leadership. Amen has identified several different brain types based on patterns of activity in different areas of the brain. For example, the “balanced brain” type is characterized by balanced activity in the prefrontal cortex, which is associated with executive function and decision-making, as well as the limbic system, which is associated with emotion and motivation (Amen, 2015). In contrast, the “focused brain” type is characterized by increased activity in the prefrontal cortex and decreased activity in the limbic system, which is associated with a more analytical and goal-oriented leadership style. Research has shown that different brain types may be associated with different leadership styles. For example, a study by Keung and Rockinson-Szapkiw found that leaders with a more balanced brain type were perceived as more authentic by their followers (Keung & RockinsonSzapkiw, 2013). The study also found that leaders with a more balanced brain type were more likely to exhibit behaviors like empathy, selfawareness, and transparency, which are key components of authentic leadership.

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However, Amen’s work on brain types has been criticized for lacking scientific rigor and being overly simplistic. Some researchers have argued that brain function is much more complex than can be captured by simple patterns of activity in different brain regions (Insel, 2013). Additionally, there is debate over the validity of brain-imaging techniques as a tool for assessing individual differences in brain function (Vul et al., 2009). Furthermore, while research has suggested that brain types may be associated with different leadership styles, it is important to recognize that individual differences in behavior are shaped by a complex interplay of genetic, environmental, and social factors. Therefore, while brain-imaging techniques may provide insight into the neural mechanisms underlying different leadership styles, they cannot fully account for the complexity of human behavior. In conclusion, while Dr. Amen’s work on brain types and leadership styles has suggested a potential link between brain function and authentic leadership, the validity of brain-imaging techniques as a tool for assessing individual differences in behavior is still debated. Future research is needed to better understand the complex interplay of genetic, environmental, and social factors that contribute to individual differences in leadership behavior.

References Amen, D. G. (2015). Change your brain, change your life (revised and expanded): the breakthrough program for conquering anxiety, depression, obsessiveness, lack of focus, anger, and memory problems. Harmony. Avolio, B. J., & Mhatre, K. H. (2012). Advances in theory and research on authentic leadership. In The Oxford handbook of positive organizational scholarship. Baptiste, B. (2018). The relationship between the big five personality traits and authentic leadership [Walden Dissertations and Doctoral Studies, 4714]. Bush, G., Luu, P., & Posner, M. I. (2000). Cognitive and emotional influences in anterior cingulate cortex. Trends in Cognitive Sciences, 4(6), 215–222. Calderón-Mafud, J. L., Moreno, M. P., & Colunga-Rodríguez, C. (2018). Positive mental health model based on authentic leadership and elements of socialization. Psychology, 9(04), 588. Charney, D. S. (2004). Psychobiological mechanisms of resilience and vulnerability: Implications for successful adaptation to extreme stress. American Journal of Psychiatry, 161(2), 195–216.

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Cornelius-White, J. H., Motschnig-Pitrik, R., & Lux, M. (2013). Interdisciplinary research and theory. In Interdisciplinary handbook of the personcentered approach (pp. 23–34). Springer. https://scholarworks.waldenu.edu/ dissertations/4714 DeWall, C. N., Myers, D. G., May, C., & Einstein, G. (2015). Teaching current directions in psychological science. APS Observer, 28. Insel, T. R. (2013). The NIMH Research Domain Criteria (RDoC) Project: Precision medicine for psychiatry. American Journal of Psychiatry, 170(4), 395–397. Jang, E., & Chen, X. (2022). How can we make a sustainable workplace? Workplace ostracism, employees’ well-being via need satisfaction and moderated mediation role of authentic leadership. Sustainability, 14(5), 2869. Keung, E. K., & Rockinson-Szapkiw, A. J. (2013). The relationship between transformational leadership and cultural intelligence: A study of international school leaders. Journal of Educational Administration, 51(6), 836–854. Kim, M. J., Loucks, R. A., Palmer, A. L., Brown, A. C., Solomon, K. M., Marchante, A. N., & Whalen, P. J. (2011). The structural and functional connectivity of the amygdala: from normal emotion to pathological anxiety. Behavioural Brain Research, 223(2), 403–410. Klenke, K. (2007). Authentic leadership: A self, leader, and spiritual identity perspective. International Journal of Leadership Studies, 3(1), 68–97. Ladkin, D., & Taylor, S. S. (2010). Enacting the ‘true self’: Towards a theory of embodied authentic leadership. The Leadership Quarterly, 21(1), 64–74. Macik-Frey, M., Quick, J. C., & Cooper, C. L. (2009). Authentic leadership as a pathway to positive health. Journal of Organizational Behavior: THe International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 30(3), 453–458. McDonald, P. (2009). Neurological correlates to authentic leadership (pp. 2–23). Victoria Management School. Newman, A., Ucbasaran, D., Zhu, F. E. I., & Hirst, G. (2014). Psychological capital: A review and synthesis. Journal of Organizational Behavior, 35(S1), S120–S138. Park, E., Park, J., & Pentland, A. (2010). Honest signals: How they shape our world. MIT Press. Pentland, A. (2010). Honest signals: How they shape our world. MIT press. Peterson, S. J., Balthazard, P. A., Waldman, D. A., & Thatcher, R. W. (2008). Neuroscientific implications of psychological capital: Are the brains of optimistic, hopeful, confident, and resilient leaders different? Organizational Dynamics, 37 (4), 342–353. Rock, D. (2010). The neuroscience of leadership [Doctoral dissertation, Middlesex University].

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Sainz, M., Delgado, N., & Moriano, J. A. (2021). The link between authentic leadership, organizational dehumanization and stress at work. Revista de Psicología del Trabajo y de las Organizaciones, 37 (2), 85–92. https://doi. org/10.5093/jwop2021a9 Schwartz, J., Thomson, J., & Kleiner, A. (2017). The neuroscience of strategic leadership. Organization and People, (87). Soosalu, G., & Oka, M. (2012). Neuroscience and the three brains of leadership. mBraining: The New Field of mBIT . Sparrowe, R. T. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16(3), 419–439. Vul, E., Harris, C., Winkielman, P., & Pashler, H. (2009). Puzzlingly high correlations in fMRI studies of emotion, personality, and social cognition. Perspectives on Psychological Science, 4(3), 274–290. ˙ Warszewska-Makuch, M., Bedynska, ´ S., & Zołnierczyk-Zreda, D. (2015). Authentic leadership, social support and their role in workplace bullying and its mental health consequences. International Journal of Occupational Safety and Ergonomics, 21(2), 128–140.

CHAPTER 6

Leadership Development

Not every leader is a born leader, although many find themselves in positions of leadership at work or in the community. Whether or not one is already in a leadership role, authentic leadership skills can be developed through many avenues, including examination of one’s life, formation environments and crucibles, coaching and training opportunities, including using a life story methodology.

The Examined Life and Authentic Leadership Genuine leadership can be viewed from a strategic viewpoint as a catalyst for innovation and effective conflict resolution (Fotohabadi & Kelly, 2018). Authentic leadership looks to the life development process for insights into values that define leadership. According to Jungian psychology, the themes and aphorisms of the parents disclose the foundations of true leadership and define their value systems, which in turn inspire the adult child’s desire for authentic leadership in a way that transcends culture (Ladkin et al., 2016). A leader’s ethical and moral ideals are related to the memories of difficulty in their life narrative. Therefore, the greater moral or ethical principles are reflected in participants’ real leadership, the more they demonstrate how they have dealt with hardship in their lives (Shamir & © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_6

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Eliam, 2005). According to Luthans and Avolio’s (2003) application of positive organizational behavior (POB) and transformational/fullrange leadership model theory, the subjects were able to develop the self-awareness that is a prerequisite of authentic leadership through the processing of their life experiences. Leaders can better grasp their own leadership purpose and lead authentically in alignment with it by reflecting on their own life experiences, especially when it involves adversity. The importance of disciplined self-reflection and how it has helped leaders improve their true leadership practices are discussed by Branson (2007). It is claimed that these aspects of the life experience are particularly rich and powerful in fostering authentic leadership since these leaders are more apprehensive when confronting their painful life experiences (life-triggering moments). Murphy (2012) investigates how top nurse executives build and uphold their authentic leadership through life experience narrative techniques and storytelling. The concept of reflecting on one’s own life story to build and uphold authenticity is crucial to leadership development. This book examines how one’s ability to lead authentically over one’s lifespan and its changes are based on the preservation, adherence, and emergence of one’s values.

Crucibles as Shaping Elements Crucibles are yet another shaping element that has a profound impact on the growth of leadership. Crucibles are turning points that help people develop a deep understanding of life (Bennis & Thomas, 2007). According to Shannon et al. (2020), crucibles are crucial to the life experiences of real leaders. This line of thought examines the occurrence of life-triggering events, as well as the meaning that leaders assign to them over the course of their lives. Regarding upholding the values of genuine leaders, according to Turner and Mavin (2008), values are “persistent convictions that some ways of acting are preferable to others” (p. 380). In other words, values are a collection of accomplishments, aspirations for supremacy and fulfillment, as well as power and success (George, 2010; Turner & Mavin, 2008). This connection between values and authentic leadership, as well as the idea of value transformation among leaders, is particularly relevant. In other words, whether brought on by necessity or adversity, the experience of a change in values could be one of the fundamental precursors of true leadership.

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Following ethical crises among leaders that raised the possibility that those in positions of authority might lose their moral compass, real leadership emerged (Ladkin & Spiller, 2013). Algera and Lips-Wiersma (2012) further contend that genuine leaders may experience existential crises that shape their character and the sincerity of their convictions. This book considers these existential moments as those times when leaders reflect deeply on important issues. It is believed that the presence of such instances may serve as a reliable sign of a leader’s sincerity.

Formation Environments and Crucibles Crucibles are, by definition, turning points that help people develop a deep understanding of life (Bennis & Thomas, 2007; Shannon et al., 2020). Despite the similarities between adversities and crucibles, it is important to emphasize the turning points that are significant for leaders and have a significant impact on their leadership experience. For instance, an authentic leader may regard facing financial struggle as adversity and, thereby, learn the value of working hard and showing respect for one’s community. Another example is a leader’s experience of loved ones being injured during wartime leading them to make the decision to devote their lives to medical research and patient care. This illustrates how crucibles have an effect on people’s tenacity and resilience, in addition to developing true leadership and values. Crucibles and self-reflective moments are quite similar to the idea of individuation in the furnace of meaning production (Franz et al., 1985). This is particularly true when the leader becomes concentrated and focused on their purposefulness by deepening their understanding of the significance of their lives by overcoming difficult feelings and thoughts. Through both self-awareness and mindful awareness, individuation is a process of integrating interior experiences and existential self-reflection. If the leader is ready to put in the effort to “make sense” of things, these crucibles act as triggers that can start a value-processing system. These internalized learning experiences further enrich and shape their values, which are sharpened and defined as a result of this sense-making. In addition to the individuation path, it is crucial to emphasize the importance of mindfulness in leadership development. When leaders reflect on their formative experiences and their reflections exhibit high evidence of self-awareness and mindfulness, this is elevating. Some participants reported feeling grateful as a result of reflecting on their leadership

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experience along with practicing mindfulness. When self-reflecting on the process of developing values via experiences, authentic leaders exhibit a feeling of groundedness. Leaders who are aware of their emotions and exhibit self-awareness feel a sense of ownership over these crucibles because it was the processing of these experiences that helped them develop their authenticity and resiliency. Mindfulness is a very fruitful way to develop both awareness of a particular emotion and self-awareness in general.s Authentic leadership can be developed through training by focusing on the cultivation of self-awareness, which has been identified as a key component of authentic leadership (Avolio & Gardner, 2005; Luthans & Avolio, 2003). According to Avolio and Gardner (2005), authentic leaders possess a heightened sense of self-awareness, which enables them to understand their own values, strengths, and weaknesses. Self-awareness allows leaders to recognize their own emotions and how they affect their behavior, as well as the emotions of others and how those emotions influence group dynamics. Research has shown that mindfulness practices can be effective in developing self-awareness in leaders. Mindfulness involves paying attention to the present moment with a nonjudgmental attitude, which can help leaders become more aware of their own thoughts, emotions, and behaviors (Krasner et al., 2009). A study by Reb et al. found that mindfulness training was positively associated with authentic leadership behaviors, such as being open and transparent with followers and behaving in a consistent manner (Reb et al., 2015). In addition to mindfulness, feedback and coaching can also be effective in developing self-awareness and authentic leadership. According to Luthans and Avolio (2003), authentic leaders are willing to seek feedback from others and are open to learning and growth. Coaching can help leaders gain insight into their own behaviors and identify areas for improvement (Day et al., 2014). Furthermore, communication skills and conflict resolution training can also support the development of authentic leadership. Effective communication and conflict resolution require self-awareness, emotional regulation, and the ability to understand others’ perspectives (Banks et al., 2016). Developing these skills can help leaders build trust with their team members and lead with greater authenticity.

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Training and coaching for mindfulness and authentic leadership focus on developing the skills and qualities of an authentic leader, such as selfawareness, empathy, communication, and decision-making. This type of training helps to build a culture of respect and trust in the workplace and enables leaders to be more effective in their roles (Kinsler, 2014). These training and coaching programs are designed to provide a comprehensive overview of mindfulness and authentic leadership, with a focus on practical implementation and application. These training and coaching programs cover topics such as mindful communication, team dynamics, and navigating change, as well as providing strategies for managing stress, dealing with difficult situations, and developing self-care practices (McGarrigle & Walsh, 2011). Additionally, these programs provide guidance on developing supportive relationships with direct reports, leading with presence and courage, and cultivating a culture that values authenticity (Men & Stacks, 2014). For the theory and research on authentic leadership to advance, it is critical to answer the question of whether it can be generated through deliberate interventions. Coaching in conjunction with mindfulness training has been shown to be a suitable strategy for authentic leadership development (Kinsler, 2014). Self-awareness and self-control are two essential components of authentic leadership. Through coaching and mindfulness training, the key dimensions of self-awareness and self-regulation can improve and, therefore, support the pursuit of an authentic leadership style. Furthermore, the exercise of self-awareness and self-regulation can help a leader to select and pursue more morally selfconsistent objectives, which aids a leader in aligning to a more genuine way of being. The self-determination theory proposed by Ryan and Deci (2000) provides a mechanism for explaining how these personality components of self-awareness and self-regulation lead to greater authentic leadership through autonomy and relatedness.

Training for Authentic Leadership A typical authentic leadership training program begins with opportunities for self-assessments to foster a better awareness of oneself and then moves on to chances to pinpoint personal growth areas, such as self-discipline and conflict resolution. By raising the understanding of communication tactics, emotional intelligence, and professional success via accepting vulnerability, authentic leadership training can help participants examine

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how to build and sustain healthy relationships (Kim et al., 2020). Participants are typically given the chance to evaluate their beliefs, behaviors, abilities, and skills to discover critical elements of authentic leadership. The author has helped to design and implement a coaching program for authentic leadership at the University of La Verne’s campus in the greater Los Angeles area. It followed the above-described sequence and implemented the GROW model of goal setting and growth. Participants then consider how to apply what they have learned to their professional lives by setting specific goals, working toward those goals, and tracking progress (Kelly et al., 2022). An individual’s portfolio of intrinsic abilities and experiences can be shaped by a collection of circumstances at one extreme of growth, without any deliberate effort to build leadership through training. Indeed, the formation of a leader may happen organically through crucibles, the navigation of which helps shape a person’s positive viewpoint on influencing others. The alternative is to use an active, interventionist approach. Thus, the person is developed into an authentic leader (Luthans & Avolio, 2003). There are organizational and environmental factors that may have sparked interest in characterizing and researching authentic leadership and its growth. Walumbwa et al. (2008) conducted a study using five different samples from China, Kenya, and the United States to design and test the impact of authentic leadership training. The Authentic Leadership Questionnaire (ALQ) is a multidimensional model of authentic leadership that includes leader self-awareness, relational transparency, internalized moral viewpoint, and balanced processing and was confirmed to measure significant work-related attitudes and behaviors. The study showed that authentic leadership went beyond what ethical and transformational leadership delivered in terms of workplace outcomes. This establishes a link between authentic leadership and performance as judged by the supervisor.

Life Story Methodology Authentic leadership is based on the leader’s self-concept, specifically on their self-awareness, self-concept clarity, self-concordance, and person-role merging, as well as on how much their self-concept is reflected in their behavior. One method of developing this capability is to use a life story method for training, coaching, and developing authentic leaders (Kelly & Hashemi, 2022; Shamir & Eilam, 2005). This methodology is a basis for

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exploring the self-relevant meanings a leader assigns to their life experiences—meanings that are reflected in their life story—which form a key component of authentic leadership. Exploring one’s life story can be a source of one’s self-awareness, self-concept clarity, and person-role fusion (Shamir & Eilam, 2005). As a result, creating a life story can play a significant role in the growth of real leaders. In addition, Shamir and Eilam found that followers’ assessments of the leader’s sincerity can be significantly influenced by the leader’s life narrative.

Coaching and Training for Authentic Leadership Development Although coaching and training for authentic leadership development have become increasingly popular in recent years, the question of their effectiveness remains a topic of debate. First, it is important to define what is meant by authentic leadership. According to Avolio and Gardner (2005), authentic leadership is characterized by four components: self-awareness, transparency, ethical/moral behavior, and balanced processing. Authentic leaders are perceived to be trustworthy, honest, and transparent, which enables them to build strong relationships with their followers (Walumbwa et al., 2008). There is evidence to suggest that coaching and training for authentic leadership development can be effective. For example, Day et al. (2014) found that authentic leadership coaching improved participants’ leadership skills, particularly in the areas of self-awareness, relational transparency, and balanced processing. Similarly, Wang et al. (2014) found that authentic leadership training improved employees’ job satisfaction, organizational commitment, and creativity. However, there are also studies that have found mixed or even negative results. For example, Meyer et al. (2012) found that authentic leadership training had no effect on employee job satisfaction, commitment, or turnover intentions. Wong and Laschinger (2013) found that while authentic leadership training improved participants’ self-reported levels of authenticity, it did not lead to significant improvements in employee job satisfaction, engagement, or performance. One possible explanation for these mixed findings is that coaching and training for authentic leadership development is not a one-size-fits-all solution. Some individuals may be more receptive to authentic leadership development than others, and the effectiveness of the training

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may depend on factors such as the organization’s culture, the trainer’s approach, and the participants’ individual characteristics (Day et al., 2014). Another potential limitation of coaching and training for authentic leadership development is that it may focus too much on individual-level characteristics, neglecting the role of situational and contextual factors (Gardner et al., 2011). While authentic leadership may be important, it is also important to consider other factors, such as organizational culture, team dynamics, and external pressures, that may influence leadership effectiveness (Gardner et al., 2011). The available academic literature suggests that coaching and training for authentic leadership development can be effective, but the results are mixed and may depend on individual and contextual factors. To maximize the effectiveness of such training, it may be necessary to tailor it to the specific needs and characteristics of the participants and to consider other factors that may influence leadership effectiveness.

Using the GROW Model to Develop Authentic Leaders The Goal, Reality, Options, and Way Forward (GROW) coaching model is a widely used coaching framework. This model is based on the premise that coaching can help individuals improve their performance by setting clear goals, assessing the current reality, exploring options, and identifying actions to move forward (Whitmore, 2010). There is some evidence to suggest that coaching and training for authentic leadership development using the GROW coaching model can be effective. For example, Aherne et al. (2019) found that GROW-based coaching was effective in developing authentic leadership behaviors in managers, particularly in the areas of self-awareness, balanced processing, and transparency. Similarly, Brown and Grant (2010) found that the GROW coaching model was effective in helping individuals develop their leadership skills, particularly in the areas of self-awareness, empathy, and communication. The authors suggest that the GROW model can be used to support authentic leadership development by helping individuals identify their strengths and weaknesses, clarify their values, and set goals for improvement.

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However, the effectiveness of coaching and training for authentic leadership development using the GROW coaching model may depend on the coach’s skills, the coaching relationship, and the coaching context. For example, Tams and Arthur (2010) note that the success of coaching may depend on the coach’s ability to create a safe and supportive coaching environment, establish trust and rapport with the coaches, and provide constructive feedback. Moreover, some scholars have raised concerns about the limitations of the GROW coaching model for authentic leadership development. For example, Kidanemariam (2021) argues that the GROW model may be limited in its ability to promote ethical leadership, as it does not explicitly address issues of ethical decision-making and moral reasoning. Coaching and training for authentic leadership development using the GROW coaching model can be effective in developing authentic leadership behaviors and skills. However, the effectiveness may depend on various factors, such as the coach’s skills, the coaching relationship, and the coaching context. Additionally, while the GROW model can be useful, it may not be sufficient in promoting ethical leadership. Therefore, it may be necessary to use additional coaching methods or frameworks that address issues of ethical decision-making and moral reasoning. The present author, Louise Kelly, has worked with the GROW coaching model in a pilot study with 21 participants at the University of La Verne Randall Lewis Center for Well-being and Research. This GROW model was integrated with the life story methodology, and even though the participants only had 2–3 coaching sessions, there seemed to be a positive impact on their sense of self-efficacy around authentic leadership. This initial study would benefit from further development with a more rigorous pre- and post-experimental design.

Potential Pitfalls of Authentic Leadership One controversial argument about authentic leadership development is that it may not always lead to positive outcomes and can be used as a tool for manipulation and control by leaders. This argument is based on the idea that authenticity can be subjective and that leaders may use it as a way to justify their behavior, even if it is harmful to their followers. For example, a leader who is authentic in their belief that their organization is superior to others may use this belief to justify discriminatory or unethical behavior toward members of other organizations. This could

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lead to negative outcomes, such as decreased trust, reduced motivation, and potential legal action against the leader and organization. This argument is supported by research that highlights the potential pitfalls of authentic leadership. According to Goffee and Jones (2010), authenticity can be seen as a form of charisma that can be used to manipulate others. They argue that authentic leaders who prioritize their own values and beliefs over those of their followers can be seen as self-absorbed and potentially harmful to their organizations. Furthermore, research has shown that the relationship between authentic leadership and positive outcomes, such as employee engagement and job satisfaction, is not always clear-cut. A study by Hu et al. found that authentic leadership was positively related to employee engagement, but only when followers perceived their leader to be supportive and trustworthy (Hu et al., 2018). In other words, authentic leadership may not always lead to positive outcomes unless it is accompanied by other positive leadership behaviors. While, in general authentic leadership development is often seen as a positive approach to leadership, it can also be used as a tool for manipulation and control. Leaders who prioritize their own values and beliefs over those of their followers may be seen as self-absorbed and potentially harmful to their organizations.

Case Study: Jack Ma---A Charismatic Leader Faces the Limitation of Free Speech Jack Ma, the founder of Alibaba Group, is known for his authentic leadership style. He has been described as a charismatic leader, who is able to inspire and motivate his employees. One example of this is his “996” culture at Alibaba, which encourages employees to work from 9 am to 9 pm, 6 days a week. While this may seem demanding, employees at the company have reported feeling a strong sense of camaraderie and purpose, which they attribute to Ma’s leadership. In November 2020, the Chinese government shut down the initial public offering (IPO) of Ant Group, a financial services company founded by Jack Ma. The decision was made after Ma gave a speech criticizing the country’s financial regulatory system. The Chinese government also launched an investigation into Alibaba for alleged monopolistic practices. Jack Ma disappeared from the public eye for a few months, and later,

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in January 2021, he reappeared in a video conference for a rural teacher training program. This event was seen as a sign of the Chinese government’s increased scrutiny of technology companies and their founders, as well as a reminder of the limitations of free speech in the country. It also raised questions about the future of Alibaba and Ant Group and the potential impact on the broader tech industry in China. Jack Ma’s story shows the limitations of authentic leadership in an authoritarian context.

References Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27 (4), 634–652. Bennis, W. G., & Thomas, R. J. (2007). Leading for a lifetime: How defining moments shape the leaders of today and tomorrow. cir.nii.ac.jp Branson, C. M. (2007). Improving leadership by nurturing moral consciousness through structured self-reflection. Journal of Educational Administration, 45(4), 471–495. Brown, S. W., & Grant, A. M. (2010). From GROW to GROUP: Theoretical issues and a practical model for group coaching in organisations. Coaching: An International Journal of Theory, Research and Practice, 3(1), 30–45. Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63–82. Fotohabadi, M., & Kelly, L. (2018). Making conflict work: Authentic leadership and reactive and reflective management styles. Journal of General Management, 43(2), 70–78. Franz, C. Franz, C. E., & White, K. M. (1985). Individuation and attachment in personality development: Extending Erikson’s theory. Journal of personality, 53(2), 224–256. Gatling, A. R., Castelli, P. A., & Cole, M. L. (2013). Authentic leadership: the role of self-awareness in promoting coaching effectiveness. Asia-Pacific Journal of Management Research and Innovation, 9(4), 337–347. Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120–1145.

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George, B. (2010). True north: Discover your authentic leadership. John Wiley & Sons. Goffee, R., & Jones, G. (2010). Think again: What makes a leader? Business Strategy Review, 21(3), 64–66. Hu, Y., Wu, X., Zong, Z., Xiao, Y., Maguire, P., Qu, F. & Wang, D. (2018). Authentic leadership and proactive behavior: The role of psychological capital and compassion at work. Frontiers in Psychology, 9, 2470. Kelly, L., & Hashemi, E. (2022). Reflecting on crucibles: Clarifying values in authentic leaders. The Journal of Values-Based Leadership, 15(1), 17. Kelly et al. (2022). Working paper: Qualitative analysis of authentic leadership coaching training with a diverse set of emerging leaders. University of La Verne, Los Angeles, California. Kidanemariam, M. G. (2021). A leadership model for the optimal institutionalisation of a results-based performance measurement and management culture in an emerging economy (Doctoral dissertation). Kim, M., Do Kim, Y., & Lee, H. W. (2020). It is time to consider athletes’ well-being and performance satisfaction: The roles of authentic leadership and psychological capital. Sport Management Review, 23(5), 964–977. Kinsler, L. (2014). Born to be me… who am I again? The development of authentic leadership using evidence-based leadership coaching and mindfulness. International Coaching Psychology Review, 9(1), 92–105. Krasner, M. S., Epstein, R. M., Beckman, H., Suchman, A. L., Chapman, B., Mooney, C. J., & Quill, T. E. (2009). Association of an educational program in mindful communication with burnout, empathy, and attitudes among primary care physicians. Journal of the American Medical Association, 302(12), 1284–1293. Ladkin, D., & Spiller, C. (Eds.). (2013). Authentic leadership: Clashes, convergences and coalescences. Edward Elgar Publishing. Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241–258). McGarrigle, T., & Walsh, C. A. (2011). Mindfulness, self-care, and wellness in social work: Effects of contemplative training. Journal of Religion & Spirituality in Social Work: Social Thought, 30(3), 212–233. Men, L. R., & Stacks, D. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4), 301–324. Murphy, L. G. (2012). Authentic leadership: Becoming and remaining an authentic nurse leader. JONA: The Journal of Nursing Administration, 42(11), 507–512.

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Reb, J., Narayanan, J., & Ho, Z. W. (2015). Mindfulness at work: Antecedents and consequences of employee awareness and absent-mindedness. Mindfulness, 6, 111–122. Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54–67. Shamir, B., & Eilam, G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3), 395–417. Shannon, M. R., Buford, M., Winston, B. E., & Wood, J. A. (2020). Trigger events and crucibles in authentic leaders’ development. Journal of Management Development, 39(3), 324–333. Tams, S., & Arthur, M. B. (2010). New directions for boundaryless careers: Agency and interdependence in a changing world. Journal of Organizational Behavior, 31(5), 629–646. Teixeira, M., & Solano, H. (2019). Authentic leadership: A master training program. Turner, J., & Mavin, S. (2008). What can we learn from senior leader narratives? The strutting and fretting of becoming a leader. Leadership & Organization Development Journal, 29(4), 376–391. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theorybased measure. Journal of Management, 34(1), 89–126. Wang, H. U. I., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers’ positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5–21. Whitmore, J. (2010). Coaching for performance: The principles and practice of coaching and leadership. Hachette UK. Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947–959.

CHAPTER 7

Follower Mindfulness

Recently, researchers have been finding a positive correlation between authentic leadership and the mindfulness of followers. For example, a study by Leroy et al. found that authentic leadership behaviors, such as being transparent and demonstrating positive emotions, are associated with higher levels of mindfulness among followers (Leroy et al., 2015). Similarly, a study by Verdorfer found that followers of leaders who score highly on dispositional mindfulness report higher levels of well-being and job performance (Verdorfer, 2016). These predominantly correlational studies suggest that mindfulness training may positively affect the interaction styles of leaders and followers’ perceptions of their leaders. Additional research points to a leader’s ability to be mindful as helping to predict the satisfaction of that leader’s relationship with their followers. Therefore, one can conclude authentic leadership is associated with an increase in mindfulness among followers, which could lead to increased job fulfillment and improved performance in the workplace. According to Zhang et al. (2020), higher levels of leader mindfulness boost the direct influence of follower mindfulness on follower well-being through perceived authentic leadership, as well as the indirect effect of follower mindfulness on follower well-being

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Collective Mindfulness Collective mindfulness refers to the ability of members of an organization to be present and aware of their thoughts, emotions, and actions in the present moment, as well as the ability to coordinate and align these with the goals and values of the organization (Glomb et al., 2011). Research on collective mindfulness in organizations has shown that it can lead to positive outcomes, such as improved communication, increased creativity, and better decision-making (Good et al., 2016). There is also emerging research on how collective mindfulness can support organizations in creating a culture of candor and authentic leadership. For instance, studies have shown that organizations with a high level of collective mindfulness have greater leader authenticity and candor, which help them make the decision process more effective and efficient. These research findings are based on studies conducted in different contexts, cultures, and sizes/types of organizations; thus, one should proceed with caution when making a generalization of the findings. Overall, the research suggests that collective mindfulness, together with candor and authentic leadership, can lead to positive outcomes for organizations.

A Culture of Mindfulness There is a reciprocal relationship between mindfulness and authentic leadership, in which each can support and enhance the other. Research suggests that mindfulness can lead to greater authenticity in leadership and that authentic leadership can foster a culture of mindfulness within organizations (Baron, 2016). On the one hand, when leaders practice mindfulness, it can help them become more self-aware and better attuned to their thoughts, emotions, and actions. This self-awareness can help leaders make better decisions, communicate more effectively, and lead in alignment with their values, which are all hallmarks of authentic leadership. By modeling mindfulness, leaders can also help create a culture in which employees feel safe to express themselves and share their ideas, which encourages creativity and innovation. On the other hand, when employees practice mindfulness, it can lead to greater self-awareness, which can help them communicate more effectively, make better decisions, and be more resilient in the face of stress

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and change. As employees become more self-aware, they can also provide more candid and honest feedback to leaders, helping them become more aware of their own blind spots and improve their decision-making. For example, in a study of leaders at a large technology firm, those who scored higher on mindfulness measures reported feeling more authentic in their leadership, with higher levels of effective communication and integrity and a more positive impact on their followers (Reave, 2005). Another study performed in healthcare organizations found that employees who were more mindful had a more positive impact on the leader-employee relationship and overall effectiveness of the department in which they worked (Wasylkiw et al., 2015). In general, as both leaders and employees practice mindfulness, it can lead to more effective communication, better decision-making, increased trust, and greater alignment between leaders and followers. This, in turn, can help create a more positive and productive work environment, helping organizations achieve their business goals and improve overall performance.

A Culture of Candor A culture of candor refers to an organizational culture in which individuals feel safe to express their thoughts, ideas, and concerns openly and honestly (Edmondson, 2018). Research suggests that such a culture can lead to increased trust, improved communication, and greater employee engagement. Netflix is an organization known for having a culture of candor. The company’s leadership, including CEO Reed Hastings, emphasizes the importance of candor and encourages employees to speak up and share their ideas. One example of how Netflix’s culture of candor supports authentic leadership is in its approach to decision-making. The company has a “Freedom and Responsibility” culture, which gives employees autonomy and urges them to take ownership of their work. This approach aligns with the principles of authentic leadership, in which leaders are true to themselves and their values and lead in alignment with those values. Another example of how Netflix’s culture of candor supports authentic leadership is through its emphasis on personal accountability. The company expects employees to take responsibility for their actions and decisions and encourages them to act with integrity. This aligns with the

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principles of authentic leadership, in which leaders are transparent and accountable for their actions. Netflix’s culture of candor also supports creativity. Employees are emboldened to challenge the status quo and think differently, in other words, experiment and try new things—without any fear of failure. If a new idea works it will be scaled, if not it will be abandoned. In fact, CEO Reed Hastings is known for his own candor and for openly communicating his mistakes, so the rest of the company learns from those mistakes. In addition, he is known for sharing credit for success with the team, which is an example of how the company’s culture is positively supported by this leadership style. Maintaining a candid culture is not always easy, as it requires employees to be comfortable with the risks of speaking up and leaders to be comfortable with hearing dissenting opinions and making decisions—even when they are not popular. However, the overall Netflix culture of candor can be seen as one of the very reasons for its creativity, innovation, and ultimate success.

A Culture of Diversity and Inclusiveness Another value of authentic leadership is the ability to help create a culture that empowers diverse leaders and followers. Authentic leadership is characterized by a leader’s ability to be true to themselves, act in alignment with their values, and lead with transparency and integrity. These characteristics can lay the foundation for a culture in which employees feel safe to be themselves, express their ideas, and take ownership of their work, which can help foster diversity and inclusion (Ferdman, 2013). Specifically, research has found that authentic leadership can lead to greater inclusiveness, as employees feel more comfortable expressing their ideas, which can lead to better decision-making and innovation (AlMazrouei, 2023). By creating an environment in which employees feel safe to be themselves, authentic leaders can also help to break down stereotypes and unconscious biases. Moreover, authentic leadership can help create a culture that empowers diverse leaders and followers by providing opportunities for employees to take on leadership roles, regardless of their background or demographics (Joo et al., 2016). It also promotes the recognition of individual

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strengths and leadership potential, while providing a safe space for selfexpression and individuality, which are key elements in creating an inclusive environment. However, it is also important to note that research on the link between authentic leadership and diversity and inclusion is still in its early stages, and more research is needed to fully understand the relationship. Additionally, the research has mainly been done in Western cultures; thus, it is not certain that the findings can be generalized to other cultures. An authentic leadership style is not a silver bullet and cannot by itself solve all the diversity and inclusion challenges that organizations may face. Creating an inclusive culture also requires comprehensive and ongoing initiatives, such as providing employee training on unconscious bias, implementing corporate policies that promote diversity and inclusion, and holding all members of the organization accountable for embracing the culture of inclusiveness. While research suggests that authentic leadership can help to create a culture that empowers diverse leaders and followers, more investigation is needed to fully understand the relationship. Additionally, authentic leadership should be viewed as only one element in a larger strategy to create a culture of true diversity and inclusiveness.

Empowering Followers to Lead Authentically Authentic leadership characteristics can serve as a model for followers to emulate and can inspire them to also lead in an authentic way. Research suggests that authentic leaders can engender more authentic leadership among their followers (Joo et al., 2016). For example, research has shown that when leaders lead in an authentic way, followers are more likely to report feeling authentic in their own leadership. This is because when leaders lead authentically, they create an environment that encourages followers to also act in alignment with their own values and to be true to themselves. Additionally, authentic leaders can inspire followers to be more transparent and honest by providing an environment where honesty and openness are valued. Furthermore, authentic leaders can promote authenticity among their followers by providing opportunities for them to take on leadership roles, which in turn helps followers develop their own leadership skills and self-awareness. This can lead to greater authenticity, as followers may be more likely to use their own values, beliefs, and experiences when making decisions and leading.

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It is also worth noting that research on the link between authentic leadership and its ability to engender more authentic leadership among followers is still in its early stages, and more investigation is needed to fully understand the relationship. Additionally, the findings should be taken into consideration within the context of different cultures, industries, and organizational settings, as the results may vary and are not generalizable across all contexts. Finally, even when a leader is authentic, it does not guarantee that their followers will also be authentic; there are other factors that can influence the followers’ behavior and decision-making. Given that research suggests authentic leaders can promote more authentic leadership among their followers, the relationship is complex, and more research is still needed to fully understand the dynamics. Additionally, authenticity is not a fixed state, and it is influenced by multiple factors, including the context of the situation and the organization’s culture.

Shaping Follower Behavior, Performance, and Attitude There is a connection between authentic leadership and the behavior of followers. One such connection has to do with followers seeking out a leader’s feedback. Genuine leadership encourages behavior that seeks feedback from their followers. From a cognitive standpoint, such leadership can affect employees’ perceptions of the benefit and expense of seeking feedback, which increases the likelihood that workers will proactively engage in such behavior (Qian et al., 2016). An important part of this process is played by emotions. Authentic leaders should encourage feedback-seeking behavior by fostering the pleasant feelings of their team members when feedback is provided. Research suggests that organizational citizenship behavior and job engagement are also positively predicted by authentic leadership (Paredes et al., 2021). The findings of Paredes et al. (2021) demonstrate how crucial it is for employees to see how authentic leadership qualities link job engagement and organizational citizenship behavior and, as a result, become a driver of productivity in firms. There appears to be a beneficial and significant positive impact of authentic leadership on work engagement and organizational citizenship behavior. There is an interesting study that makes a new connection between authentic leadership and employee performance, tracking the influence

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of Islamic work ethics. Islamic work ethics have been demonstrated to significantly moderate the relationship between genuine leadership and worker performance (Ali et al., 2021). Although it has been demonstrated that authentic leadership influences a variety of favorable workplace behaviors, research has paid little attention to identifying its individual causes and practical ways to improve it. This book argues that mindfulness is a predictor of authentic leadership based on solid theoretical connections and some preliminary data. Nübold et al. (2020) examined the impact of leaders’ mindfulness traits and the impact of a mindfulness intervention on perceptions of authentic leadership in two field studies, which included both cross-sectional and experimental data. The findings from both studies supported the idea that authentic leadership, as perceived by both followers and leaders, and the leadership quality of mindfulness are positively correlated. Mindfulness training improves leaders’ mindfulness, which in turn promotes authentic leadership, which increases authenticity and positively affects followers’ work attitudes (Kinsler, 2014). According to Baron (2016), action learning’s fundamental components of working on real issues and obtaining fresh perspectives in a peer-supportive environment appear to be essential for changing the behavior of engaged managers and increasing the likelihood of producing long-lasting results. This is one of the first published longitudinal studies to show how a leadership development program might encourage the development of mindfulness and authentic leadership, which is based on internalizing attitudes and behaviors. Self-reports of authentic leadership and mindfulness rose significantly as participants advanced through the leadership development program based on action-learning. The findings imply that an action learning-based leadership development program can promote the growth of authenticity and mindfulness. One of the doctoral dissertations the author had the chance to supervise looked at the association between four variables—physical activity, mindfulness, and emotional competence for oneself and for others—and the traits of authentic leadership (Peterson, 2017). This study revealed that three of the four direct associations investigated were significant, including physical activity and emotional competences, whereas mindfulness was not shown to be substantially correlated with authentic leadership traits. However, this study did not use the mindfulness attention awareness scale (MAAS), which is used in most mindfulness research,

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and this may have contributed to the lack of a significant link between mindfulness and authentic leadership. However, the current state of mindfulness research on the workplace identifies some of the necessary steps and risks in the creation of mindful leadership theory (Vich, 2015). Mindfulness has the potential to effectively address organizational challenges of growing demands on adaptability, prevailing issues of work-related stress, and the necessity to raise the moral level in organizations. Much of the research on mindfulness shows that it is very effective in decreasing work-related stress; however, the challenges of adaptability and morality thus far lack appropriate empirical validation. Lack of empirical support is also noticeable in the case of mindful leadership theory, as most studies still focus solely on individual leader development. Perhaps it is important to start to discuss the core variables of mindful leadership as distinct from authentic leadership. As the field of mindful leadership develops, it will be crucial to see the relationship between authentic leadership and a more general and inclusive concept of mindful leadership that would help managers and entrepreneurs to incorporate mindfulness into their organizational settings as a leadership approach.

Job Satisfaction and Innovation It is possible to empirically test the interactions between leader selfperceptions at the team level and follower perceptions of authentic leadership on job satisfaction and innovation (Zuraik et al., 2020). In a related study, data from 24 supervisors and 171 team members were used. Follower perceptions of authentic leadership can be used to predict ˇ employee job satisfaction (Cerne et al., 2014). Leader self-perceptions and follower perceptions of authentic leadership are both good predictors of job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. The congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial for organizations in general. Furthermore, both leader self-perception and follower perceptions of authentic leadership need to be present at high levels to have the most positive impact on followers’ job satisfaction. There are many examples of corporate leadership that are based on shirking responsibility, withholding information, or deceiving others. I would like to suggest an alternate model of leading with sincerity and integrity. Looking at the

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causes of authentic leadership in business and research organizations is an important area of inquiry, as well as discerning its effects on individuals and groups. Self-awareness and consistency in the leader can serve as preconditions for authentic leadership. Additionally, the coworker’s satisfaction with the leader and the resulting increased organizational commitment of coworkers, coupled with their additional effort, can result in an increase in perceived team effectiveness (Peus et al., 2012). Perceived predictability of the leader can increase trust with coworkers. This trust engendered by authentic leadership can improve coworkers’ attitudes toward their jobs, as well as their perceptions of the efficacy of their teams. Interaction ritual and emotion can combine to create a shared sense of meaningfulness. A common sense of meaning is made up of a shared feeling and a shared representation that are developed in tandem. Leaders use ritual labor to start and advance integration by spreading emotional energy across the membership. Members can then communicate their emotional energy through discussion and gestures to create a sense of shared significance. Leaders can also use language to express their ideas and link those ideas to common emotions to create a shared understanding of what is valuable. The authentic leader can use cultural mechanisms and followers’ emotions in the development of organizational meaning.

Case Study: Darlene---CEO of a Tech Startup Company Darlene is the CEO of a rapidly growing tech startup. When Darlene first took over the helm of the company, her leadership style was unauthentic. She was also more focused on pleasing the stakeholders by putting her own agenda and goals ahead of her team and employees. She made decisions based on what she thought others would want to hear, rather than being true to herself and her values. Darlene’s unauthentic leadership had a negative impact on the team, and her employees felt like they could not express their ideas or speak up about their concerns. In fact, most of the team felt disconnected and disengaged from the company’s vision and mission. However, things started to change when Darlene realized the negative impact of her unauthentic leadership style. She realized that if she wanted to lead the

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company to success, she had to be true to herself and align her actions with her values. She had to lead in a more authentic way. With the help of an executive coach, Darlene started to practice mindfulness to help her become more self-aware and better attuned to her thoughts, emotions, and actions. She began to pay more attention to her communication and made a conscious effort to be more transparent and honest with her team. As Darlene started to lead in an authentic way, her team also started to change. They began to feel more connected to the company’s vision and mission. They felt that their opinions and ideas were valued, and they started to express themselves more openly. As they became increasingly more comfortable being themselves, they started to be more creative and innovative, coming up with innovative ideas that helped to move the company forward. Darlene’s newfound authenticity also helped to create a culture of mindfulness within the organization. Her employees felt safe to be themselves and take ownership of their work. They also started to practice mindfulness in their own lives, becoming more self-aware and better attuned to their thoughts, emotions, and actions. As a result, the company’s performance started to improve, the team was more engaged, and work productivity increased. Eventually, the company was able to attract more customers and investors, and it continues to grow and thrive to this day. Authentic leadership takeaway: The case of Darlene’s tech startup shows that even unauthentic leadership can sometimes be a steppingstone for an individual to realize the negative impact of their behavior and to change it to an authentic one. The effects of this change can be significant for the entire team and organization. Mindfulness and authenticity are key elements that, when integrated together, can lead to a more positive and productive work environment, which can help organizations achieve their goals and improve performance.

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References Ali, A., Shahzad Mushtaq, M. A., Maqbool, M. Q., & Khalid, U. B. (2021). The effect of authentic leadership on employee performance: a moderating role of Islamic work ethics. Humanities & Social Sciences Reviews, 9(2), 185–194 (ISSN: 2395-6518). https://doi.org/10.18510/hssr.2021.9219 AlMazrouei, H. (2023). Authentic leadership: Supporting employees’ performance, creativity, involvement in decision-making and outcomes. IntechOpen. https:/ /doi.org/10.5772/intechopen.108624 Baron, L. (2016). Authentic leadership and mindfulness development through action learning. Journal of Managerial Psychology. ˇ Cerne, M., Dimovski, V., Mariˇc, M., Penger, S., & Škerlavaj, M. (2014). Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction. Australian Journal of Management, 39(3), 453– 471. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons. Ferdman, B. M. (2013). The practice of inclusion in diverse organizations. In Diversity at work: The practice of inclusion (pp. 3–54). Glomb, T. M., Duffy, M. K., Bono, J. E., & Yang, T. (2011). Mindfulness at work. In Research in personnel and human resources management. Emerald Group Publishing Limited. Good, D. J., Lyddy, C. J., Glomb, T. M., Bono, J. E., Brown, K. W., Duffy, M. K., & Lazar, S. W. (2016). Contemplating mindfulness at work: An integrative review. Journal of Management, 42(1), 114–142. Joo, B. K., Lim, D. H., & Kim, S. (2016). Enhancing work engagement: The roles of psychological capital, authentic leadership, and work empowerment. Leadership & Organization Development Journal. Kinsler, L. (2014). Born to be me… who am I again? The development of authentic leadership using evidence-based leadership coaching and mindfulness. International Coaching Psychology Review, 9(1), 92–105. Lepisto, D. A. (2022). Ritual work and the formation of a shared sense of meaningfulness. Academy of Management Journal. https://doi.org/10.5465/amj. 2018.0854 Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study. Journal of Management, 41(6), 1677–1697. Nübold, A., Van Quaquebeke, N., & Hülsheger, U. R. (2020). Be (com) ing real: A multi-source and an intervention study on mindfulness and authentic leadership. Journal of Business and Psychology, 35(4), 469–488. Paredes, S. L., Salomón, J. O., & Camino, J. R. (2021). Impact of authentic leadership on work engagement and organizational citizenship behavior: The

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meditating role of motivation for work. International Journal of Economics & Business Administration (IJEBA), 9(3), 3–31. Peterson, M. L. (2017). Authentic leadership links between physical activity, mindfulness, and emotional competence [Doctoral dissertation, Alliant International University]. Peus, C., Wesche, J. S., Streicher, B., Braun, S., & Frey, D. (2012). Authentic leadership: An empirical test of its antecedents, consequences, and mediating mechanisms. Journal of Business Ethics, 107 (3), 331–348. Qian, J., Yang, F., & Han, Z. R. (2016). The influencing mechanisms of authentic leadership on feedback-seeking behaviour: A cognitive/emotive model. Current Psychology, 35(3), 478–485. Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16(5), 655–687. Verdorfer, A. P. (2016). Examining mindfulness and its relations to humility, motivation to lead, and actual servant leadership behaviors. Mindfulness, 7 , 950–961. Vich, M. (2015). The emerging role of mindfulness research in the workplace and its challenges. Central European Business Review, 4(3), 35–47. Wasylkiw, L., Holton, J., Azar, R., & Cook, W. (2015). The impact of mindfulness on leadership effectiveness in a health care setting: A pilot study. Journal of Health Organization and Management, 29(7), 893–911. Zhang, J., Song, L. J., Ni, D., & Zheng, X. (2020). Follower mindfulness and well-being: The mediating role of perceived authentic leadership and the moderating role of leader mindfulness. Frontiers in Psychology, 11, 879. Zuraik, A., Kelly, L., & Dyck, L. R. (2020). Individual innovative work behavior: Effects of personality, team leadership and climate in the us context. International Journal of Innovation Management, 24(05), 2050078.

CHAPTER 8

Individual Development Process

Regardless of the organizational level, from CEOs to top management teams, middle managers, frontline workers, and individual performers, mindfulness practices, such as meditation and focused breathing exercises, can help leaders and employees increase self-awareness, reduce stress, and improve their emotional regulation. The process (i.e., training methods) may differ, but the goal is the same: to understand their own values, beliefs, and motivations, which in turn helps them to make more authentic decisions and communicate more effectively with others. Additionally, mindfulness can help to better manage their emotions and reactions to stress, which can improve their ability to lead/work in challenging situations. In addition to highlighting the evolution of wellknown corporate leaders, the author examines less groups, including the development of leadership among our youth, the enamored wisdom of elders within indigenous tribes, and the emergence of leaders from the LGBTQ+ community in both the public and private sectors.

Top Management The main task of a chief executive officer (CEO) is often described as the management of an organization’s overall strategy and performance. The CEO plays a critical role in setting the direction and goals of the © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_8

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organization, as well as in making important decisions that affect the organization’s success. A study by Hambrick and Mason found that the CEO’s strategic decision-making abilities are a key determinant of the organization’s performance (Hambrick & Mason, 1984). The study identified three main areas of decision-making that CEOs are responsible for: resource allocation, strategic direction, and crisis management. They found that CEOs who are effective in these areas are able to create a clear vision for the organization and align the organization’s resources to achieve that vision. Another study by Finkelstein and Hambrick found that the CEO’s role in shaping an organization’s strategy is crucial for its success (Finkelstein & Hambrick, 1996). They found that CEOs who are able to set a clear strategic direction for the organization and effectively communicate that direction to employees are more likely to achieve success. They also found that CEOs who are able to build a strong executive team and delegate effectively are better able to execute the organization’s strategy. A more recent study by Zenger and Folkman highlights that CEOs also need to have a balance of task-related and people-related skills (Zenger & Folkman, 2019). Task-related skills include strategic thinking and decision-making. People-related skills include emotional intelligence and the ability to build strong relationships with employees. They found that CEOs who excel in both types of skills are more likely to lead successful organizations. The research has consistently shown that the main task of a CEO is to lead the organization by setting its direction and goals, making important decisions, and aligning the organization’s resources to achieve success. In support of this book’s thesis, research has suggested that a CEO’s mindfulness and authentic leadership can have a positive impact on both the individual and the organization. Mindfulness practices can help CEOs increase self-awareness, reduce stress, and improve emotional regulation, all of which can aid in effective decision-making and strategic thinking. One study by Neff and Germer found that mindfulness practices can help leaders develop a “meta-awareness” of their own thoughts and emotions, which can lead to more effective decision-making and improved relationships with employees (Neff & Germer, 2013). Additionally, the study found that mindfulness practices can help leaders reduce stress and improve emotional regulation, which can lead to more effective leadership in challenging situations.

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Another study by Coronado-Montoya et al. found that mindfulness can enhance the CEO’s emotional intelligence and ethical leadership, which in turn can improve the performance of the organization (Coronado-Montoya et al., 2016). They found that mindful CEOs are more likely to be self-aware, empathetic, and responsive to the needs of employees, which can lead to a more positive work environment and greater employee engagement. Authentic leadership has also been found to be positively associated with organizational outcomes. A study by Walumbwa et al. found that authentic leaders are more likely to build trust with employees and create a positive work environment, which can lead to greater employee engagement and improved organizational performance (Walumbwa et al., 2008). Furthermore, a study by Avolio et al. found that authentic leaders are more likely to be effective in implementing organizational change and creating a positive organizational culture (Avolio et al., 2004). Based on the body of research, one can conclude that a CEO’s mindfulness and authentic leadership has a positive impact on both the individual and the organization. Mindfulness practices help CEOs increase self-awareness, reduce stress, and improve emotional regulation, which leads to more effective decision-making and strategic thinking. Authentic leadership also helps CEOs build trust with employees, create a positive work environment, and improve organizational performance on the whole.

Top Management Team A CEO’s effectiveness is intertwined with their top management team (TMT), which contributes to and plays a crucial role in the success of an organization. Under CEO guidance, TMTs are responsible for making strategic decisions and setting the direction of the organization. A wellfunctioning TMT can lead to better organizational performance, while a poorly functioning TMT can lead to poor performance, and even organizational failure. One study by Hambrick and Mason found that the composition of the TMT, in terms of the members’ skills and experiences, is a key determinant of the team’s success (Hambrick & Mason, 1984). They found that teams with a mix of different skills and experiences are more likely to make better decisions and achieve better performance.

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Another study by Finkelstein and Hambrick found that the CEO’s leadership style plays a crucial role in the functioning of the TMT (Finkelstein & Hambrick, 1996). They found that CEOs who are able to effectively communicate the organization’s strategic direction and delegate responsibilities to team members are more likely to lead successful TMTs. A more recent study by Zheng et al. highlights that TMTs that have a high level of social capital (the resources embedded in the relationships among members) tend to perform better (Zheng et al., 2019). They found that TMTs with high levels of social capital have better communication, greater trust, and a stronger sense of shared purpose, which can lead to better decision-making and improved performance. Additionally, a study by Olson et al. found that TMTs that have a high level of diversity in terms of demographic and cognitive characteristics can lead to better decision-making and performance (Olson et al., 2007). They found that diversity in TMTs can lead to more varied perspectives, better problem-solving, and more innovative ideas, which can contribute to better organizational performance. Thus, the research suggests that a well-functioning TMT is composed of members with a mix of different skills and experiences, led by a CEO who can effectively communicate the organization’s strategic direction and delegate responsibilities. Furthermore, TMTs that have a high level of social capital and diversity tend to perform better. However, diversity should not be considered a panacea, and there are also potential downsides, such as conflicts and communication difficulties, when diversity is not properly managed. With respect to mindfulness and authentic leadership, research has suggested that both qualities can have a positive impact on both the team and the organization. Mindfulness practices can help TMT members increase self-awareness, reduce stress, and improve emotional regulation, all of which can aid in effective decision-making and strategic thinking. A study by Gallant found that mindfulness practices can help TMT members to be more aware of their own thoughts and emotions, which can lead to more effective decision-making and improved communication within the team (Gallant, 2016). Additionally, the study found that mindfulness practices can help TMT members reduce stress and improve emotional regulation, which can lead to more effective leadership in challenging situations.

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Another study by Neff and Germer found that mindfulness practices not only impact the CEO but can help TMT members develop a “metaawareness” of their own thoughts and emotions, which can lead to better collaboration and problem-solving within the team (Neff & Germer, 2013). Furthermore, the study found that mindfulness practices can help TMT members reduce stress and improve emotional regulation, which can lead to more effective leadership in challenging situations. Authentic leadership has also been found to be positively associated with TMT performance. A study by Walumbwa et al. found that authentic leaders are more likely to build trust with team members and create a positive team environment, which can lead to greater team cohesion and improved team performance (Walumbwa et al., 2008). Furthermore, a study by Avolio et al. found that authentic leaders are more likely to be effective in implementing organizational change and creating a positive organizational culture (Avolio et al., 2004). This research suggests that TMT mindfulness and authentic leadership have a positive impact on both the team and the organization. Mindfulness practices help TMT members increase self-awareness, reduce stress, and improve emotional regulation, which can lead to more effective decision-making, better communication, and improved problem-solving within the team. Authentic leadership can help TMT members build trust, create a positive team environment, and improve team performance.

Middle Managers Moving down the line, middle managers play a crucial role in the success of an organization, as they are responsible for implementing the strategies and decisions made by top management and ensuring that these are carried out effectively throughout the organization. One study by Bryman found that middle managers who possess transformational leadership skills tend to be more effective in achieving organizational goals (Bryman, 2007). Transformational leaders inspire and motivate employees, which can lead to greater employee engagement, satisfaction, and motivation. Another study by Gardner and Stough found that middle managers who have high emotional intelligence tend to be more effective in leading and managing their teams (Gardner & Stough, 2002). They found that middle managers who have high emotional intelligence have better

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communication and interpersonal skills, which can lead to better team performance. A study by Li and Tsui found that middle managers who have a high level of political skills are more likely to be successful in navigating organizational politics and achieving their goals (Li & Tsui, 2000). They found that middle managers who possess political skills are better able to build coalitions and networks and influence others, which can lead to better decision-making and improved performance. Furthermore, a study by Hitt et al. found that middle managers who have a strategic mindset tend to be more successful in their roles (Hitt et al., 2011). They found that middle managers who possess a strategic mindset are better able to think long-term, make decisions based on the organization’s overall goals, and align their actions with the organization’s strategy. This research suggests that middle managers who possess transformational leadership skills, high emotional intelligence, political skills, and strategic mindsets tend to be more effective in achieving organizational goals. Furthermore, these skills and abilities can lead to greater employee engagement, satisfaction, motivation, better team performance, better decision-making, and improved performance. Mindfulness, the practice of being present and aware in the moment, has been found to have positive effects on leadership. Research has shown that mindfulness can lead to improved decision-making, emotional regulation, and reduced stress, which can all be beneficial for middle managers (Tang et al., 2015). Authentic leadership, which involves being true to oneself and one’s values, has also been found to have positive effects on leadership (Avolio & Gardner, 2005; Luthans & Avolio, 2003). Authentic leaders are typically more self-aware and have a better understanding of their own strengths and weaknesses, which can lead to more effective leadership. When combined, mindfulness and authentic leadership can be particularly beneficial for middle managers. Mindfulness can help managers stay present and focused, allowing them to make better decisions and respond more effectively to challenges. Authentic leadership can help managers lead in a way that is true to themselves, which can lead to more effective and sustainable leadership. Research has shown that mindfulness and authentic leadership can help middle managers in different ways. For example, a study by the University of Missouri found that mindfulness training led to improved emotional

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regulation, which can be beneficial for middle managers who often have to deal with challenging situations (Decuypere et al., 2018). Another study by the University of Utah found that authentic leadership led to increased job satisfaction and organizational commitment among middle managers (Walumbwa et al., 2008). This research suggests that mindfulness and authentic leadership can be beneficial for middle managers by improving decision-making, emotional regulation, and overall job satisfaction. Mindfulness and authentic leadership are not one-size-fits-all solutions, and the effectiveness of these practices may vary depending on the individual and the organizational context. Therefore, it is important to consider the specific needs of middle managers and to provide appropriate training and support to help them develop these skills.

Frontline Workers and Individual Performers Finally, frontline workers and individual performers play a critical role in driving the success of any organization. Several qualities and skills have been identified in research as essential for these individuals to perform well. One key quality for frontline workers is strong communication skills. This includes the ability to effectively communicate with customers and clients, as well as with colleagues and supervisors. Research has shown that good communication skills can lead to increased job satisfaction, better teamwork, and improved customer satisfaction (Brunges & Foley-Brinza, 2014). Another important quality for frontline workers is the ability to handle stress and pressure. Frontline workers often deal with challenging situations, such as difficult customers or tight deadlines. The ability to stay calm and maintain a positive attitude in these situations is crucial for success (Afsar et al., 2018). Other important skills for frontline workers include problem-solving, adaptability, and time management. Being able to quickly identify and solve problems can help to prevent and resolve issues that may arise. Adaptability is important to be able to change course or approach when necessary. Time management is crucial for being able to prioritize and manage tasks effectively (Daft, 2021). In addition to these general qualities and skills, specific training and education may also be necessary for certain types of frontline workers. For example, customer service representatives may benefit from training

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in conflict resolution, or salespeople may benefit from product knowledge training. This variety of qualities and skills is important for frontline workers and individual performers to do well. Therefore, organizations should prioritize investing in the development of these qualities and skills to increase the success of their employees. Research has identified several personality qualities and skills of frontline workers and individual performers that predict job performance, and one commonly studied framework is the “Big Five” personality traits: 1. Openness to experience: This trait is characterized by a willingness to try new things and embrace new ideas. Research has found that individuals who score high on this trait tend to be more creative and adaptable in their work, which can be beneficial for frontline workers and individual performers. 2. Conscientiousness: This trait is characterized by being organized, reliable, and self-disciplined. Research has found that individuals who score high on this trait tend to be more efficient and effective in their work, which can be beneficial for frontline workers and individual performers. 3. Extraversion: This trait is characterized by being outgoing, sociable, and assertive. Research has found that individuals who score high on this trait tend to be more confident and outgoing in their work, which can be beneficial for frontline workers and individual performers. 4. Agreeableness: This trait is characterized by being friendly, cooperative, and empathetic. Research has found that individuals who score high on this trait tend to be more supportive and considerate of others, which can be beneficial for frontline workers and individual performers. 5. Neuroticism: This trait is characterized by being anxious, insecure, and emotionally unstable. Research has found that individuals who score high on this trait tend to be more prone to stress and negative emotions, which can be detrimental for frontline workers and individual performers.

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Other qualities and skills that can help frontline workers and individual performers do well include the following: • Emotional intelligence—the ability to understand and manage one’s own emotions and the emotions of others. • Resilience—the ability to bounce back from adversity and stress. • Positive attitude—the ability to maintain a positive outlook, even in difficult situations. • Good communication skills—the ability to effectively communicate with others. • Strong work ethic—the willingness to work hard and put in extra effort. Different jobs and industries may require different combinations of these qualities and skills and that while some traits may be beneficial in certain scenarios, they may not be beneficial in others. Additionally, individuals can work on developing these skills and qualities through training and practice. Research suggests that emotional intelligence, resilience, positive attitude, good communication skills, and a strong work ethic are all qualities and skills that can help frontline workers and individual performers do well (Prentice & King, 2011). However, it is important to consider the specific demands of the job and industry when assessing the relevance of these qualities and skills. Mindfulness and authentic leadership have been shown to have positive impacts on the well-being and performance of frontline workers and individual performers. Research has found that mindfulness practices, such as meditation, can reduce stress and improve focus, which can lead to better job performance and job satisfaction for frontline workers. Additionally, authentic leadership, which involves being transparent and true to oneself, has been found to increase trust and engagement among employees, which can also lead to better job performance and job satisfaction. A study published in found that a mindfulness-based stress reduction program led to significant reductions in stress, depression, and anxiety among healthcare workers (Irving et al., 2009). Another study published in found that authentic leadership was positively associated with job satisfaction and organizational citizenship behavior among employees (Zaabi et al., 2016).

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However, some studies have found mixed results. For example, a recent study found that while a mindfulness-based stress reduction program led to reductions in stress among healthcare workers, it did not have an impact on their job performance (Limphaibool et al., 2017). While research suggests that mindfulness and authentic leadership can have a positive impact on the well-being and performance of frontline workers and individual performers, more research is needed to fully understand the effects and how to best implement these practices in the workplace.

Building Healthy Boss–Worker Relationships Authentic leaders demonstrate authenticity by making time each day for laughter and joy, as well as admitting that they are not perfect and make mistakes. These leaders will resist the temptation to safeguard themselves at all costs. They will admit their errors when they occur. In addition, when others make mistakes, they can be open enough to say, “Hey boss, I messed up.” This is due to the high levels of trust that have been built over time through healthy boss–worker relationships. This is an example of the growth mindset, such as that which Satya Nadella instituted at Microsoft post-Bill Gates (Yeager & Dweck, 2020). These leaders give themselves room for creativity and spontaneity, as well as for relationship building. They understand that they do not always have to be formal and business-like in the way they speak and interact with their team. They connect with their employees on a personal level and find common ground to discuss—favorite jazz band, sports team, or hobbies. This will build trust by letting others into their world, allowing them to see and know who they really are (Reina & Reine, 2009). A genuine leader rarely assigns blame or points fingers. In conflict resolution, an authentic leader will avoid creating distance, remaining silent, or stonewalling—all passive-aggressive conflict resolution strategies. Such leaders are naturally assertive and speak up when necessary. They dare to run toward the eye of the storm because they understand that cutting through a conflict to resolve a problem with respect and dignity and listening to understand first is easier than the negative consequences of running away from a conflict (Hicks, 2021). In the truest sense of servant leadership, authentic listeners seek meaning and understanding while keeping the other person’s needs in mind. Listening has only one mode of operation: How can I assist this

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other person? Listening in this manner allows one to build trust as a leader because coworkers know they have their best interests at heart. In addition, leaders benefit from this listening style because the more open they are to assisting their people, the more they create a safe environment for them to be open enough to give great input, ideas, and contributions (Amanchukwu et al., 2015). Leadership Among Indigenous Peoples—Wisdom of the Elders Indigenous peoples often practice authentic leadership in unique ways that are closely tied to their cultural values and traditions. One key aspect of this is the reverence for the wisdom of the elders, which is often seen as a source of guidance and inspiration for the community (Edwards et al., 2013). This wisdom is often acquired through years of experience and knowledge of the community’s history, culture, and environment. One study found that Indigenous leaders in Canada often rely on the wisdom of their elders to make important decisions and to guide their communities (Julien et al., 2010). The study found that these leaders often consult with the elders in their community, seeking their advice and guidance on important issues. The elders’ wisdom is seen as critical to the well-being of the community and is highly respected. Another study found that Indigenous leaders in Alaska often rely on the wisdom of their elders to guide their communities (Chapin et al., 2013). The study found that these leaders often seek out the advice and guidance of the elders in their community, particularly on issues related to the environment and the use of natural resources. The wisdom of the elders is seen as critical to the well-being of the community and is highly respected. This wisdom can sometimes be harsh, reflecting authentic grappling with the trade-offs and difficulties of life. Harshness is understood as a necessary step for the community’s survival and preservation of their culture, so it is strategic in nature. Indigenous peoples practice authentic leadership in a way that is closely tied to their cultural values and traditions, and one of the key aspects is the reverence for the wisdom of the elders. This wisdom is acquired through years of experience and is highly respected. Although this wisdom may be harsh, it is understood as a necessary step for the community’s survival and preservation of their culture.

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Youth Leadership Much debate has shaped the relevance of determining the role of youth leadership in community decision-making in recent years. According to research, youth program activities, while consistently on the rise, engage youth in civic and community activities at mediocre rates at best. In the 1990s, scholars and practitioners (Cargo et al., 2003; Lerner, 1995; Pittman et al., 2000; Roth & Brooks-Gunn, 2000) championed the importance of all the resources and assets required for a young person to live a healthy, productive life. In recent years, some of these scholars and practitioners have observed that to maximize their potential, young people require more than just access to resources with which to develop skills; they must also use these skills by serving as active contributors within their communities (Eid & Nahon-Serfaty, 2017; Lerner, 2004, 2005, 2007; Moore-Thomas & Day-Vines, 2010). There has been a sporadic increase in youth interest in becoming more involved in their communities. Although a growing body of literature promotes youth leadership, empirical evidence of how youth benefit from serving as civically engaged leaders to address community issues remains limited. The majority of the existing data are the result of qualitative procedures used to investigate the phenomenon of youth-adult partnering (Astin, 1984; Larson et al., 2005; Terry-McElrath et al., 2013). A few studies have found that youth develop leadership skills, social skills, and life skills through such partnerships (Lerner et al., 2003; McCammon, 2012; Minkler et al., 2006; Pakhale et al., 2016; Sandefur & Laumann, 1998; Zeldin et al., 2008). However, more longitudinal studies of youth leadership development over time are needed. While youth volunteerism has increased among those aged 12–23, some argue that young people rarely participate with larger civic goals in mind (Batt, 2008). According to a study conducted by the Center for Information and Research on Civic Learning and Engagement (CIRCLE), 59% of young women and 57% of young men aged 15– 25 were not actively involved in community (civic or political) affairs (Langton et al., 2012). With such a wealth of human and social capital among them, more efforts must be made to capitalize on the oftenuntapped leadership potential of youth. At its core, youth development entails some level of participation from young adults to make the transition from childhood to adulthood. It is the responsibility of youth service providers to insist that this experience

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is indeed affirming, thereby sustaining youth to levels of productivity growth. Positive youth development has been deemed the mantra for achieving desired developmental outcomes for youth for more than a decade. The phenomenon focuses on all of the practices, principles, resources, and assets in a community that is designed to help young people thrive while growing into healthy, responsible adults (Lehto et al., 2014; Vanhée et al., 2014). As part of this movement, the Carnegie Corporation of New York issued a report outlining adolescent needs (Carnegie Council on Adolescent Development, 1992). Youth also need to develop more favorable attitudes toward adults. This is critical if individuals and organizations are to provide youth with a positive experience that will lead to them having a healthy, productive adult life. With affirming relationships at the heart of positive youth development, young people must feel a strong connection with adults and their community if they are to instill the skills required for leadership roles. According to research, focusing on intergenerational experiences in which youth and adults interact and share common goals can help reduce negative attitudes that can undermine the ability to cultivate youth leadership (Barrick & Ryan, 2004; Jones, 2006; Lee, 2001). When developing youth leaders, practical experiences must be considered, as well as opportunities for adults to demonstrate their abilities by serving as allies. Youth are a valuable asset to the communities in which they live. However, to make an impact, they must have access to opportunities as well as relevant information that explains how they can become change agents. While youth-serving organizations continue to strive for positive developmental outcomes, research-based models of application must be available to aid in the improvement of community youth programs. LGBTQ+ Leadership LGBTQ+ individuals are demonstrating authentic leadership in ways that are closely tied to their experiences of marginalization and discrimination (Fassinger et al., 2010). Studies have found that many LGBTQ+ leaders must navigate the complexities of being “out” or open about their identities while also balancing the need to be accepted and respected within their communities and workplaces (Goldberg & Kuvalanka, 2018). A study by the Human Rights Campaign Foundation found that LGBTQ+ leaders often face unique challenges in the workplace, such as

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discrimination and bias, which can make it difficult for them to be fully authentic in their leadership due to society prejudices (Human Rights Campaign Foundation, 2013). However, the study also found that many LGBTQ+ leaders are able to overcome these challenges and lead in a way that is true to themselves and their identities. This is often achieved by building a sense of community and support among other LGBTQ+ individuals and by working to create inclusive and welcoming environments for all. Another study by Brant and Overby found that LGBTQ+ individuals are increasingly being elected to public office in the United States (Brant & Overby, 2023). The study found that in 2018, more than 400 openly LGBTQ+ candidates ran for office at the state and federal levels, and more than 200 were elected. This represents a significant increase from previous years and suggests that LGBTQ+ individuals are becoming more integrated and visible within the political landscape. This is based on them being authentic about their identity, whereas in earlier times, they may have hidden this aspect of their identity. It is also important to note that the study by Brant and Overby also reported that transgender representation in public office is still very low, with only a handful of openly transgender individuals holding public office in the United States (Brant & Overby, 2023). Although LGBTQ+ individuals are increasingly being elected to public office in the United States and are becoming more integrated and visible within the political landscape, it is still a work in progress as the representation of transgender individuals in public office is still very low.

How Authentic Leaders Evolve and Adapt Over the Lifespan Authentic leadership can change over the lifespan of a person’s career in several ways. For example, as individuals gain more experience and knowledge, they may become more confident in their leadership abilities and better able to lead in an authentic manner (George et al., 2007). Additionally, as individuals age and move through different stages of life, they may develop different priorities and values that can influence their leadership style. One example of how authentic leadership can change over the lifespan of a career is seen in women who experience “imposter syndrome” early in their careers. This phenomenon refers to feelings of self-doubt and

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inadequacy in spite of evidence of success (Mullangi & Jagsi, 2019). As women gain more experience and achieve more success, they may begin to overcome these feelings and become more confident in their leadership abilities (Parkman, 2016). Another example is women hitting their leadership peaks in their 60s and 70s, as they have gained enough experience and have a better perspective on life, which allows them to make better decisions for their team (Zweigenhaft & Domhoff, 2011). Lastly, tech guys often enter philanthropy later in their life, using their wealth and resources to give back to society, which could be seen as an expression of their authentic leadership style, as they are using their success to make a positive impact on the world (Clayton et al., 2021). Authentic leadership can also change over the span of one’s career as values and priorities evolve and adapt (Gardner et al., 2011). A study by the Kellogg School of Management found that leaders’ values and priorities can change as they gain more experience and move through different stages of their careers (Bal et al., 2008). For example, younger leaders may be more focused on achieving success and achieving their own personal goals, while older leaders may become more focused on leaving a lasting legacy and having a positive impact on their communities.

Case Studies: Dorsey, Musk, and Thiel---High-Profile Tech Company Leaders In the business world, examples of leaders whose authentic leadership has evolved over the span of their careers include Jack Dorsey, Elon Musk, and Pete Thiel. Jack Dorsey, the previous CEO of Twitter, is known for his focus on innovation and disruption. He started his career as a software developer, and he has been an entrepreneur since he was a teenager. He has been the CEO of Twitter twice, first from 2007 to 2008 and then again from 2015 to 2022. He has been the CEO of Square since 2010. He is a visionary leader, and his leadership style has evolved over the years as he gained more experience, and his priorities have changed. Many have criticized his tenure as CEO of Twitter, but he stayed true to his classic California values. One quirky thing Jack Dorsey did when he was CEO of Twitter was walking to work. He would often take long walks to and from the office and would even hold meetings while on foot. This was seen as a unique and unconventional approach to work, and it was reported that

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he would often come up with new ideas during these walks. There are echoes of Steve Jobs in this and how he used long walks to get more authentic conversations and connections with people (Isaacson, 2012). Elon Musk, the CEO of SpaceX, Tesla, and now Twitter, among other endeavors, is known for his focus on technological innovation and sustainability. However, he went through his evolution in terms of his approach to authentic leadership. He started his career as a software developer and entrepreneur, and he has been involved in a wide range of businesses and projects over the course of his career. He is a leader who is always pushing the boundaries, and his leadership style has evolved over the years, as he gained more experience and his priorities changed. SpaceX is a private American aerospace manufacturer and space transportation services company founded by Musk with the goal of reducing space transportation costs and enabling the colonization of Mars. The company designs, manufactures, and launches advanced rockets and spacecraft. Tesla, Inc., founded by Musk in 2003, is an American multinational corporation that specializes in electric vehicles, energy storage, and solar panel manufacturing based on a vertical integration business model. Musk served as CEO of the company from 2008 to 2018, and later returned as CEO in 2020. Musk is also CEO of Neuralink, a neurotechnology company founded in 2016, that is focused on developing implantable brain-machine interfaces. The company is developing a device that would allow people to control computers with their minds, as well as a system to treat neurological conditions. Founded in 2016, The Boring Company is an infrastructure and tunnel construction company launched by Musk with the goal of reducing traffic congestion in cities by building underground transportation systems. The company is developing a transportation system that uses electric “skates” to move cars and people through underground tunnels at high speeds. Founded in 2015, OpenAI is a nonprofit artificial intelligence research company whose stated goal is to promote and develop friendly AI in a way that benefits humanity as a whole. Musk is one of the co-founders of the company and served as a chairman until 2018. One can see the evolution of his thinking and leadership in each successive new strategy. Elon Musk has also been involved in other ventures and startups, in which he is known for ambitious projects often with the goal of improving human life and the planet. One can argue that an entrepreneur like Musk is using his successive business strategies as an expression of his fundamental values and vision for humanity. In this sense, he is an authentic

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leader true to his values, centered around the salvation of humanity. Yet, he has “clay feet” when he considers humanity with a small “h,” for example, in the case of Latino workers who were working on the production line of his Tesla plant in Alameda County, California. He was not so concerned with their survival and thriving during the COVID19 pandemic, which became evident when he fought Alameda County in California to protest their COVID policies, which were about limiting the death toll of the COVID-19 virus. Musk interpreted this as something that was interfering with his goals for the overall saving of the planet and, therefore, any individual workers were just collateral damage if they became sick with the virus and brought it back to their family because there was a higher order goal about saving humanity by limiting the burning of fossil fuels. One can see how the strategies of the different companies that Musk has either founded or acquired show an evolution in his value system. In the case of Twitter, for all apparent disclosures on Twitter (very meta), it seems by Mr. Musk’s own admission that he is intent on saving humanity from the dangers of what he considers to be a “woke” culture, which he defines as a form of fascism and totalitarian politics from the left that precludes free speech. One may or may not agree with Musk on this ethical interpretation, but one cannot argue that the strategies and business model of the company acquired and/or founded are a reflection of his core values as a person and a public intellectual. In fact, one can argue that all of Elon Musk’s companies are in fact his attempt as a public intellectual trying to wake up humanity to existential crises that face our species, such as global warming. If an authentic leader means leading in accordance with one’s own values and those values may not be the norms of society, or the generally accepted common sense and this, it may be argued, is the source of innovation for society. This is the essence of the argument that Ayn Ranmade makes in her books such as Atlas Shrugged. It highlights how a very innovative strategic leader, such as Elon Musk, may end up seeming inauthentic to those who prioritize traditional humanistic liberal values. However, Mr. Musk seems to be arguing, through the strategies of his companies and their business models, that his words and the relative importance of proceeding with those actions that establish the human species on interplanetary bases outweigh all considerations of workplace safety and avoidance of discriminatory practices.

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Pete Thiel, the co-founder of PayPal, is known for his focus on technology and entrepreneurship. He started his career as a lawyer, and he has been an entrepreneur and venture capitalist since the early days of the internet. He is a leader who is always looking for the next big thing, and his leadership style has evolved over the years as he gained more experience and his priorities have changed. Recently, he has segued from a pure business focus to a more political and government focus with Palentier and the funding of right-wing presidential candidates. Mr. Thiel seems to have evolved from a focus on building wealth to a focus on pursuing a libertarian philosophy that downplays democracy in favor of unleashing the influence of technology entrepreneurs who can be trusted to guide the human species and the planet toward greater prosperity and success. A businessman, entrepreneur, and venture capitalist, Thiel is also known for his libertarian philosophy and support of conservative political causes. In addition to co-foundering PayPal, he was an early investor in Facebook, and the founder of the venture capital firm, Founders Fund. Thiel is also a vocal supporter of the Republican Party and has been a vocal critic of liberal policies. Thiel’s business philosophy centers around the idea of technological innovation and disruption, which he sees as the key to driving economic growth and progress. He is a strong believer in the power of free markets and individualism, and he has been an advocate for deregulation and reduced government intervention in the economy. In terms of his political views, Thiel is a vocal supporter of libertarian and conservative causes. He is a vocal critic of progressive policies, such as affirmative action and political correctness, and he has been a vocal supporter of Republican politicians like Donald Trump. Thiel’s views on LGBTQ+ issues have been controversial. In 2007, his sexual orientation as gay was outed by the gossip website Gawker, for which Thiel later financially supported a lawsuit that led to the bankruptcy of the company. This action has been seen by some as a way for Thiel to protect his privacy, while others have criticized it as an attempt to silence critics. Thiel’s views on LGBTQ+ issues and his actions in relation to Gawker can be analyzed from a research perspective on LGBTQ+ leadership, as it highlights the challenges that LGBTQ+ leaders may face in balancing their personal and professional lives, particularly in regard to issues of privacy and discrimination.

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In comparison, Tim Cook, the CEO of Apple, is one of the few publicly gay CEOs in the world. Cook has been vocal about LGBTQ+ rights and has been an advocate for equality and inclusion both inside and outside of Apple. Cook’s leadership style can be seen as an example of how some LGBTQ+ leaders choose to be open and vocal about their identity and advocate for LGBTQ+ rights, while others may choose to keep their identity private. It is also important to note that Thiel’s business philosophy is often associated with the ideas of Ayn Rand, an author and philosopher who advocated for individualism and laissez-faire capitalism. Thiel’s business philosophy is often favored by Republican politicians in the United States, as it aligns with their values of limited government intervention, deregulation, and reduced taxes. Thus, Peter Thiel’s business and political philosophy are closely linked, with both centered around the idea of technological innovation and disruption and the power of free markets and individualism. Thiel’s views on LGBTQ+ issues and his actions in relation to Gawker have been controversial, highlighting the challenges that LGBTQ+ leaders may face in balancing their personal and professional lives, particularly in regard to issues of privacy and discrimination. The idea of Ayn Rand is often associated with Thiel and Republican politicians, and it is an expression of their true values, which may be seen as authentic leadership, even if it is abhorrent to liberals. Business must now grapple with political issues at every turn, and leaders are often forced to take a stand on political issues and social issues that align with their values and beliefs. These examples of global business leaders spanning Israel and the United States, such as Jack Dorsey, Elon Musk, and Pete Thiel, demonstrate how their leadership styles evolved over the years, as they gained more experience and their priorities changed in the process.

Case Study: David---A Military Veteran David is a 30-year-old military veteran who served in Afghanistan for two tours. David is a resilient and determined individual, having overcome numerous challenges during his military career. However, despite his strength and perseverance, David struggles with forming meaningful connections with others. After leaving the military, David found work as a defense contractor. He enjoyed the structure and routine of his job, but he felt a sense of

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loneliness and isolation that he couldn’t shake. Despite his best efforts, David found it difficult to connect with his colleagues on a deeper level, and he often felt like an outsider. One day, David heard about the potential therapeutic benefits of psychedelic substances like psilocybin mushrooms and MDMA. He was skeptical at first, but after doing some research, he decided to give it a try. David felt like he had nothing to lose, and he was curious about the potential for these substances to help him break down his emotional barriers and connect with others. David obtained some psilocybin mushrooms and took them in a safe and controlled environment with the guidance of a therapist. During his trip, David experienced a profound sense of connectedness with the world around him. He felt a deep empathy for other people, and he realized that his inability to connect with others was rooted in his own emotional barriers and fears. David had always prided himself on his strength and resilience, but he realized that these qualities had also kept him closed off from others. After his psychedelic experience, David began to take steps to open up more to those around him. He started to share more about his own experiences and feelings with his colleagues, and he was surprised at how receptive they were. David also started to seek out opportunities to connect with others outside of work, such as joining a veterans’ support group and volunteering at a local animal shelter. As David began to connect with others on a deeper level, he also noticed changes in his leadership style. He became more empathetic and attentive to the needs of his colleagues, and he was more willing to delegate tasks and share responsibilities. He realized that true leadership was about building relationships and supporting others, not just about being the strongest or the toughest. David’s transformation did not go unnoticed. His colleagues noticed his newfound openness and willingness to collaborate, and they began to trust him more as a leader. David’s boss also praised him for his improved leadership skills and his positive impact on the team. In the end, David’s psychedelic experience helped him to break down his emotional barriers and connect more deeply with others. He learned that true strength and resilience come not from shutting oneself off from others, but from opening oneself up and building relationships. David’s journey toward authentic leadership serves as a powerful reminder

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that transformation and growth are always possible, no matter how challenging the circumstances.

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CHAPTER 9

Leader Self-Perception

This book has covered the following thus far: authentic leaders, authentic leadership, and authentic leader development. Central to our understanding of authentic leadership is the core experience of the leader. To develop insight into the authentic leaders’ experience, it is crucial to delve into key areas such as the leader’s self-concept. Self-concept, in the context of authentic leadership, specifically refers to the leader’s selfawareness, clarity, integrity, and role, as well as how much the leader’s self-concept is reflected in their behavior (Shamir & Eilam, 2005). It has been found that leaders who have gone through difficult experiences, or “crucibles,” tend to become more authentic leaders as a result. These experiences can include facing major challenges, overcoming adversity, or navigating significant life transitions. Crucibles often force leaders to confront their own values, beliefs, and limitations, leading to a deeper understanding of themselves and a stronger sense of purpose. It is useful to look at instances where leaders have navigated crucibles and become more authentic leaders as a result. For example, Mandela was imprisoned for 27 years for his anti-apartheid activism in South Africa. His time in prison forced him to confront his own beliefs and values, leading to a deeper understanding of himself and a stronger sense of purpose. His leadership during and after his imprisonment helped bring about the

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end of apartheid in South Africa and the establishment of a democratic government. Another example of the positive effects of a crucible on one’s authentic leadership style is Steve Jobs. Jobs was ousted from Apple, the company he co-founded, in the late 1980s. This experience forced him to reflect on his own leadership style and led to the creation of NeXT Computer and Pixar Animation Studios. When he returned to Apple in the late 1990s, his renewed leadership helped turn the company into one of the most successful and innovative in the world. Jobs learned that a leadership style that is too heavily weighted by competition within the company was not effective. Research suggests that authentic leadership leads to less use of competition to resolve conflicts (Fotohabadi & Kelly, 2018). Oprah is a great example of authentic leadership that in part was derived from overcoming crucibles in her life. Oprah faced a number of personal and professional challenges early in her career, including abuse and poverty. Her ability to overcome these challenges and build a successful career in television and media made her a role model for many and helped her become one of the most influential leaders in the entertainment industry. These three examples of leaders who navigated crucibles illustrate how it helped them to be more authentic leaders by forcing them to confront their own values, beliefs, and limitations, enhancing their self-perception and strengthening their sense of purpose.

Holding Values Research suggests that holding values is a key practice of authentic leaders. Authentic leaders are defined as individuals who lead with integrity, are self-aware, and act in alignment with their values and beliefs. Values provide a sense of purpose and guide leaders in their decision-making, helping them to stay true to themselves and their vision, even in the face of adversity. One study found that authentic leaders tend to have a strong sense of personal values and that these values influence their leadership behaviors and decisions (Sendjaya et al., 2016). Additionally, the study found that authentic leaders are more likely to create a positive organizational culture and to be perceived as more effective by their coworkers. Examples of authentic leaders who held fast to their values in the face of adversity include Mahatma Gandhi. Gandhi was a leader of the Indian

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independence movement and an advocate of nonviolent civil disobedience. He held to his values of nonviolence and civil disobedience in the face of adversity and violence from the British government. His leadership helped India achieve independence and inspired other leaders, such as Martin Luther King Jr., to adopt nonviolent resistance as a means of social change. Another example of an authentic leader holding values in the face of adversity is Malala Yousafzai. Malala is a young activist who advocates for girls’ education and human rights in Afghanistan. Despite facing adversity in the form of assassination attempts and death threats from the Taliban, she held fast to her values and continued to speak out for girls’ education. Her leadership and activism have helped to bring about positive changes in girls’ education and human rights in her country. Martin Luther King Jr. also demonstrates the power of holding values as an authentic leader. King was a leader of the Civil Rights Movement in the United States. He held to his values of nonviolence and civil rights in the face of much adversity, including arrest, imprisonment, and assassination. His leadership helped to bring about significant changes in civil rights laws and social attitudes, and he remains an inspiration to this day. These examples illustrate how holding values is a key practice of authentic leaders and how this practice helped them to stay true to themselves and their vision, no matter how harsh the circumstances. Authentic leadership is often defined as a leadership style that is based on the leader’s true self, values, and beliefs. Authentic leaders are transparent and consistent in their actions and words, and they lead by example. They are also able to inspire and empower their coworkers to reach their full potential. The Evolution of Values One important aspect of authentic leadership is that it includes holding on to one’s values but also being open to letting them evolve over time. Research has shown that this approach can be beneficial for both the leader and the organization. For example, a study found that authentic leaders who were able to adapt their values to changing circumstances were better able to lead their organizations through difficult times (Luthans & Avolio, 2003). Another study al found that authentic leaders who were able to balance their personal values with the values of the organization were more

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successful in terms of employee engagement, job satisfaction, and organizational commitment (Azanza et al., 2015). Furthermore, several studies have shown that authentic leadership is positively related to a number of outcomes, such as employee engagement, job satisfaction, and organizational commitment (Walumbwa et al., 2008). However, these studies also showed that the positive effects of authentic leadership on these outcomes were stronger when leaders were able to balance their personal values with the values of the organization (Braun & Peus, 2018). Thus, holding on to one’s values while also being open to letting them evolve over time is key to an authentic leader’s development, along with the ability to balance their personal values with the values of the organization. This evolving process leads to success in terms of employee engagement, job satisfaction, and organizational commitment. Self-Awareness, Self-Reflection, and Mindfulness Mindfulness, the state of being present and aware of one’s thoughts, feelings, and surroundings, has been shown to have a positive impact on self-awareness and self-reflection, which in turn can lead to greater authentic leadership. Mindfulness can help leaders to become more aware of their thoughts, emotions, and behaviors, and to better understand how they impact themselves and others. This increased awareness can help leaders to make more authentic decisions and to act in alignment with their values and beliefs. Research has shown that mindfulness is positively related to selfawareness. For example, a study by Singh et al. found that mindfulness is positively related to self-reflection, which in turn is positively related to authentic leadership (Singh et al., 2016). Similarly, a study by Zhang et al. found that mindfulness is positively related to self-awareness, which in turn is positively related to authentic leadership (Zhang et al., 2020). Mindfulness has also been found to be positively related to selfreflection. For example, a study by Price et al. found that mindfulness is positively related to self-reflection, which in turn is positively related to authentic leadership (Price et al., 2019). Similarly, a study by Nübold et al. found that mindfulness is positively related to self-reflection, which in turn is positively related to authentic leadership (Nübold et al., 2020). Both self-awareness and self-reflection are critical practices for authentic leadership. Self-awareness is the ability to understand one’s own emotions, thoughts, and behaviors and how they impact others.

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Self-reflection is the process of thinking critically about one’s own experiences, beliefs, and actions. Together, self-awareness and self-reflection can lead to greater authenticity in leadership by helping leaders understand themselves and their values better, which in turn can guide their actions, decisions, and interactions with others. Research has shown that self-awareness is positively related to authentic leadership. For example, a study by Avolio and Gardner found that selfawareness is positively related to transformational leadership, which is a type of leadership characterized by authenticity, integrity, and a focus on the well-being of coworkers (Avolio & Gardner, 2005). Additionally, a study by Walumbwa et al. found that self-awareness is positively related to ethical leadership, which is a type of leadership also characterized by authenticity, integrity, and moral reasoning (Walumbwa et al., 2008). Self-reflection has been found to be positively related to authentic leadership, as well. For example, a study by Luthans et al. found that selfreflection is positively related to authentic leadership, and that authentic leaders tend to engage in more self-reflection than inauthentic leaders (Luthans et al., 2007). Additionally, a study by Avolio et al. found that self-reflection is positively related to transformational and ethical leadership (Avolio et al., 2009). Self-awareness and self-reflection are, thus, critical practices for authentic leadership. They allow leaders to understand themselves and their values better, which in turn can guide their actions, decisions, and interactions with others. Many studies have shown the positive relationship between self-awareness, self-reflection, and authentic leadership. In general, it is found that coworker perceptions of an authentic leadership style is a predictor of coworker job satisfaction. There is also evidence of an interactive effect of leader self-perceptions and coworker perceptions of authentic leadership in predicting job satisfaction, based on the leader’s and co-worker’s perception that authentic leadership is being practiced ˇ (Cerne et al., 2014). There is a particular type of well-being, eudaemonic well-being, which is based on altruistic actions, i.e., building your self-esteem by doing esteem-able actions (Ilies et al., 2005). Of the four characteristics that are essential for effective authentic leadership, self-awareness, relational transparency, balanced processing, and internalized moral perspective, perhaps the most important in terms of leader self-perception is the self-awareness piece. Some researchers argue that with authentic leadership its most determining element is selfawareness. If leaders want to construct systems of selection, evaluation,

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training, and measurement that better reflect higher levels of authentic leadership, then self-awareness becomes one of the most important dimensions to track (Walumbwa et al., 2008). It is important to make the distinction between authentic selfexpression by a leader and self-enhancement, or what is sometimes called “exaggerated” self-enhancement, as these two elements have a very different impact on co-workers’ outcomes. Through enhancing trust from coworkers, authentic self-expression by a leader had a positive effect on others’ job performance; whereas, authentic but exaggerated self-enhancement had negative effect on coworkers (Kim et al., 2023). Authentic leadership played a key role in this relationship. The positive relationship between authentic self-expression and trust from coworkers and the negative relationship between exaggerated self-enhancement and trust from coworkers were both stronger when working for highly authentic leaders. The opposite was also evident in the Kim et al. (2023) study that showed when working with inauthentic leaders, the relationship between authentic self-enhancement and trust from coworkers was negative. This leaves the daunting challenge for authentic leaders of discerning when their self-expression is authentic and when it has veered into the level of exaggerated self-enhancement.

Relational Transparency and Leadership Self-Perception Authentic leadership is a leadership style that emphasizes honesty, transparency, and self-awareness (Walumbwa et al., 2008). One of the critical aspects of authentic leadership is relational transparency, which involves leaders being open and honest about their values, beliefs, and emotions with their coworkers (Avolio & Gardner, 2005). However, how leaders perceive themselves can significantly impact their ability to practice relational transparency effectively. The following discussion explores the influence that leadership self-perception has on authentic leaders and how it helps with the relational transparency aspect of authentic leadership, i.e., how leaders can be revealing of their views on controversial issues without being too dominating.

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Practicing Relational Transparency Leadership self-perception refers to how leaders view themselves and their leadership style (Astin, 2004). A leader who perceives themself as authentic and self-aware is more likely to practice relational transparency effectively. In contrast, a leader who does not perceive themselves in this way may struggle with being open and honest with their coworkers (Avolio & Gardner, 2005). Research has shown that leaders who perceive themselves as authentic are more likely to engage in authentic leadership behaviors, including relational transparency (Walumbwa et al., 2008). These leaders are comfortable being open and honest with their coworkers about their values, beliefs, and emotions. They understand that being transparent builds trust and credibility with their coworkers and helps to create a positive work environment. On the other hand, leaders who do not perceive themselves as authentic may struggle with practicing relational transparency. These leaders may be uncomfortable revealing their values, beliefs, and emotions with their coworkers, fearing that they will be judged or lose their power (Gardner et al., 2011). This lack of transparency can lead to mistrust and uncertainty among coworkers, which can harm the leader’s ability to lead effectively. Revealing Views on Controversial Issues Without Being Dominating Authentic leaders who practice relational transparency must also be aware of how they reveal their views on controversial issues. Being open and honest about one’s beliefs is essential, but it is equally important to avoid dominating the conversation and imposing one’s beliefs on others. Authentic leaders should aim to create an environment where all opinions are valued and respected. One way to do this is to encourage dialogue and discussion among team members. By facilitating open communication, leaders can create a safe space for individuals to express their opinions and ideas without fear of judgment or retaliation (Avolio & Gardner, 2005). Additionally, leaders should be open to feedback and willing to change their views if presented with compelling evidence. Another way to reveal views on controversial issues without being too dominating is to focus on the facts and evidence. By presenting

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objective data and information, leaders can encourage critical thinking and help individuals form their conclusions based on facts rather than emotions or personal biases (Gardner et al., 2011). This approach helps to create a culture of intellectual curiosity and openness, where individuals are encouraged to explore different perspectives and challenge their own beliefs. Self-perception plays a crucial role in how authentic leaders practice relational transparency. Leaders who perceive themselves as authentic are more likely to be open and honest about their values, beliefs, and emotions with their coworkers. On the other hand, leaders who do not perceive themselves as authentic may struggle with being transparent, leading to mistrust and uncertainty among coworkers. Authentic leaders must also be aware of how they reveal their views on controversial issues. By encouraging dialogue and discussion, focusing on facts and evidence, and being open to feedback, leaders can create an environment where all opinions are valued and respected. This approach helps to create a culture of openness and intellectual curiosity, where individuals are encouraged to explore different perspectives. Authentic leadership is a leadership style that emphasizes honesty, transparency, and self-awareness. One of the critical aspects of authentic leadership is balanced processing, which involves leaders being open to new ideas and perspectives and carefully considering different viewpoints (Walumbwa et al., 2008). The following discussion focuses on the significant role that leadership self-perception plays in how authentic leaders practice balanced processing, along with vulnerability, the ability to unlearn ideas, and self-confidence. Leadership Self-Perception and Balanced Processing Leadership self-perception refers to how leaders view themselves and their leadership style. A leader who perceives themselves as authentic, self-aware, and open to new ideas is more likely to practice balanced processing effectively. In contrast, a leader who does not perceive themselves in this way may struggle to consider different viewpoints and may be more likely to dismiss ideas that do not align with their own (Avolio & Gardner, 2005). Research has shown that leaders who perceive themselves as authentic are more likely to engage in authentic leadership behaviors, including

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balanced processing (Walumbwa et al., 2008). These leaders are comfortable considering different viewpoints and carefully weighing the pros and cons of different options. They understand that being open to new ideas and perspectives can lead to better decision-making and create a more inclusive and productive work environment. On the other hand, leaders who do not perceive themselves as authentic may struggle with practicing balanced processing. These leaders may be more likely to dismiss ideas that do not align with their own or may be unwilling to consider alternative viewpoints. This closedmindedness can lead to missed opportunities, create a negative work environment, and hinder the leader’s ability to lead effectively. Vulnerability, the Ability to Unlearn Ideas, and Self-Confidence Vulnerability, the ability to unlearn ideas, and self-confidence can all help leaders to practice balanced processing effectively. Vulnerability involves being open and honest about one’s weaknesses and limitations, which can create a more open and inclusive work environment (Brown, 2018). The ability to unlearn ideas involves being willing to question closely held beliefs and assumptions and consider alternative viewpoints (Astin, 2004). Self-confidence involves having faith in one’s abilities and being willing to take risks (Gardner et al., 2005). For example, a modern-day work example of a leader who practices balanced processing is Satya Nadella, the CEO of Microsoft. Nadella is known for his inclusive leadership style, which involves listening to diverse perspectives and encouraging open dialogue among team members. He has highlighted the significance of vulnerability and the capacity to discard ingrained notions in his leadership philosophy, asserting that as leaders, it is crucial to embrace discomfort and rapidly unlearn as we acquire new knowledge (Nadella, 2018). By practicing balanced processing, Nadella has helped to transform Microsoft into a more innovative and inclusive organization. Another example is Jacinda Ardern, the Prime Minister of New Zealand, who is known for her empathetic and inclusive leadership style. Ardern has emphasized the importance of vulnerability and empathy in leadership, stating that “vulnerability is strength, not a weakness” (McGuire et al., 2020). By practicing balanced processing, Ardern has been able to effectively respond to crises, such as the Christchurch mosque shootings, and create a more inclusive and compassionate society.

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Leader self-perception plays a crucial role in how authentic leaders practice balanced processing. Leaders who perceive themselves as authentic, self-aware, and open to new ideas are more likely to consider different viewpoints and practice balanced processing effectively. Vulnerability plays an important role in one’s ability to truly listen to other’s unique and challenging viewpoints. Authentic leadership is a leadership style that emphasizes honesty, transparency, and self-awareness. One of the critical aspects of authentic leadership is the internalized moral perspective, which involves leaders holding strong values and making decisions that are congruent with those values (Walumbwa et al., 2008). Leadership self-perception plays a significant role in how authentic leaders practice the internalized moral perspective. The following discussion explores how leadership selfperception influences how authentic leaders help with the internalized moral perspective of authentic leadership and how Gen Z and Millennials embrace this concept compared to older generations. Leadership Self-Perception and Internalized Moral Perspective Leadership self-perception refers to how leaders view themselves and their leadership style. A leader who perceives themself as authentic, self-aware, and values-driven is more likely to practice the internalized moral perspective effectively. In contrast, a leader who does not perceive themselves in this way may struggle to make decisions that are congruent with their values or may prioritize their own interests over those of their coworkers (Avolio & Gardner, 2005). Research has shown that leaders who perceive themselves as authentic are more likely to engage in authentic leadership behaviors, including the internalized moral perspective (Walumbwa et al., 2008). These leaders hold strong values and are committed to making decisions that align with those values, even in the face of challenges or adversity. They understand that staying true to their values can build trust and credibility with their coworkers and create a positive work environment. On the other hand, leaders who do not perceive themselves as authentic may struggle to practice the internalized moral perspective. These leaders may be more likely to prioritize their own interests over those of their coworkers or may be willing to compromise their values for short-term gains. This can erode trust and create a negative work environment, ultimately harming the leader’s ability to lead effectively.

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Gen Z and Millennials Embrace Internalized Moral Perspective Gen Z and Millennials, who grew up in a world where social justice and ethical issues are at the forefront, tend to embrace the internalized moral perspective of authentic leadership. These younger generations are more likely to prioritize values such as social responsibility, inclusion, and sustainability in their decision-making (Burkus, 2010). They see a strong connection between their personal values and their work, and they expect their leaders to share these values and act accordingly. For example, Patagonia, a clothing company known for its commitment to environmental sustainability, is often cited as an example of authentic leadership that embraces the internalized moral perspective. The company’s founder, Yvon Chouinard, has been vocal about his commitment to environmentalism and sustainability and has built his company around these values. Patagonia’s customers, who tend to be younger and more socially conscious, are drawn to the company’s values and are willing to pay a premium for its products. Contrast with Older Generations In contrast, older generations, such as Baby Boomers and Gen X, may be more skeptical of the internalized moral perspective of authentic leadership. These generations grew up in a world where the bottom line was often the primary focus, and ethical considerations were seen as secondary. They may view the idea of holding strong values and making decisions that align with those values as idealistic or unrealistic. However, research has shown that companies that prioritize values and ethics tend to perform better over the long term, even in highly competitive industries (Burkus, 2010). Companies that embrace the internalized moral perspective tend to have higher employee engagement, lower turnover, and better financial performance. By prioritizing values and ethics, leaders can create a more positive work environment, build trust with their coworkers, and ultimately drive better results. The glorification of tech entrepreneurs in society has led to a selfaggrandizing self-perception, where these individuals feel they must move fast and break things in order to achieve success (Slavec Gomezel & Stritar, 2023). This mindset can be detrimental to authentic leadership and moral values, as it often involves prioritizing short-term gains over long-term consequences and neglecting the potential ethical implications

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of their actions. The following discussion explores how this glorification of tech entrepreneurs can impact authentic leadership and moral values, with examples from social media and AI. Tech Entrepreneurship and Self-Aggrandizing Self-Perception Tech entrepreneurship is often glorified in society as a path to wealth, fame, and success. However, this glorification can lead to a selfaggrandizing self-perception, where tech entrepreneurs view themselves as above the law and above ethical considerations (Slavec Gomezel & Stritar, 2023). This mindset is particularly prevalent in the tech industry, with the emphasis on innovation, disruption, and speed sometimes overshadowing the importance of ethical considerations. Therefore, leaders in the tech industry must prioritize ethical considerations and authentic leadership to build sustainable and responsible solutions that benefit society as a whole, not losing sight of the potential consequences of their actions. Moving Fast and Breaking Things The self-aggrandizing self-perception often leads tech entrepreneurs to prioritize speed and innovation over careful consideration of the potential consequences of their actions. This can lead to a “move fast and break things” mentality, where the focus is on rapid growth and disruption, rather than on building sustainable and ethical solutions (Madianou, 2019). Authentic Leadership and Moral Values Authentic leadership emphasizes honesty, transparency, and selfawareness, as well as a commitment to moral values (Walumbwa et al., 2008). However, the glorification of tech entrepreneurs and their selfaggrandizing self-perception can sometimes lead to a disregard for these values. Leaders may prioritize short-term gains and innovation over ethical considerations, leading to a negative impact on their coworkers and society as a whole.

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Examples in Social Media and AI One example of the negative impact of the glorification of tech entrepreneurs can be seen in the use of social media platforms, such as Facebook and Twitter. These platforms were initially designed to connect people and facilitate communication, but their rapid growth and the move fast and break things mentality led to unintended consequences, such as the spread of misinformation, privacy violations, and the amplification of hate speech (Madianou, 2019). Similarly, the development of AI technologies has often prioritized innovation and disruption over ethical considerations, leading to potential risks and negative consequences. For example, AI-powered facial recognition technologies have been criticized for their potential to infringe on privacy rights and perpetuate biases (Martinez-Martin, 2019). Implicit Leadership Models (ILMs) Implicit leadership models (ILMs) are the cultural assumptions and expectations about what makes an effective leader in a particular society or region (Den Hartog et al., 1997). The ILMs in different countries and regions can significantly impact the way leaders approach authentic leadership. The following discussion explores how differing ILMs impact authentic leadership choices, with examples that provide a contrast. Impact of Differing ILMs on Authentic Leadership Authentic leadership emphasizes honesty, transparency, and selfawareness, and its effectiveness may vary based on the cultural context (Walumbwa et al., 2008). Differing ILMs in different countries and regions can impact authentic leadership choices, as the expectations of what makes an effective leader can vary significantly. For example, in some Asian cultures, leaders are expected to be more reserved and modest in their behavior and communication style (Den Hartog et al., 1997). In contrast, in Western cultures, leaders are often expected to be more assertive and outgoing. These differences in expectations can impact how leaders approach authentic leadership, with leaders in more reserved cultures potentially being less comfortable with being open and transparent.

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Examples Providing Contrast One example of how differing ILMs impact authentic leadership can be seen in the contrast between the United States and Japan. In the United States, authentic leadership emphasizes personal values and selfawareness, with leaders encouraged to be open and transparent with their coworkers (Walumbwa et al., 2008). In contrast, in Japan, authentic leadership emphasizes humility, self-restraint, and loyalty to the organization, with leaders expected to prioritize the needs of the group over individual interests (Den Hartog et al., 1997). Another example is the contrast between the United States and China. In the United States, authentic leadership emphasizes individualism, with leaders encouraged to prioritize their personal values and beliefs. In contrast, in China, authentic leadership emphasizes collectivism, with leaders expected to prioritize the needs of the group over individual interests (Gardner et al., 2005). Differing ILMs in different countries and regions can significantly impact authentic leadership choices. Leaders must be aware of the cultural expectations and adjust their leadership style accordingly to be effective. The effectiveness of authentic leadership may vary based on the cultural context, and leaders must consider the cultural differences to be successful. ILMs reflect the cultural assumptions and expectations about what makes an effective leader in a particular society or group (Den Hartog et al., 1997). ILMs can vary not only across cultures and regions but also across different generations. The differing ILMs across generations can impact how authentic leadership is approached, with different generations having unique expectations of what makes an effective leader. The following discussion explores how differing ILMs across generations impact authentic leadership choices, with examples that provide a contrast. Impact of Differing ILMs on Authentic Leadership Authentic leadership emphasizes honesty, transparency, and selfawareness, and its effectiveness may vary based on the generational context (Walumbwa et al., 2008). The differing ILMs across generations can impact how authentic leadership is approached, with different generations having unique expectations of what makes an effective leader.

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For example, Baby Boomers may value strong, charismatic leaders who inspire and motivate their coworkers. In contrast, Millennials and Gen Z may value leaders who are collaborative and inclusive, valuing the input of their coworkers and creating a positive work culture (Burkus, 2010). These differences in expectations can impact how leaders approach authentic leadership, with leaders needing to adapt their leadership style to be effective across different generations. Examples Providing Contrast One example of how differing ILMs across generations impact authentic leadership can be seen in the contrast between Baby Boomers and Millennials. Baby Boomers may value leaders who are strong and decisive, with a clear vision for the organization. In contrast, Millennials may value leaders who prioritize collaboration and inclusivity, creating a positive work culture and valuing the input of their coworkers (Burkus, 2010). Another example is the contrast between Gen X and Gen Z. Gen X may value leaders who are competitive and driven, emphasizing individual achievement and success. In contrast, Gen Z may value leaders who prioritize ethical considerations, social responsibility, and sustainability, creating a positive impact on society and the environment (Liebowitz et al., 2007). The differing ILMs across generations can impact how authentic leadership is approached. Leaders must be aware of the generational expectations and adapt their leadership style to be effective. The effectiveness of authentic leadership may vary based on the generational context, and leaders must consider the generational differences to be successful. By being aware of these differences and adapting their approach, leaders can build positive work cultures, inspire and motivate their coworkers, and create a positive impact on society and the environment. Gender and Implicit Leadership Models (ILMs) Cultural expectations can vary based on gender, leading to differing ILMs for men and women. This can impact how authentic leadership is approached, with gendered expectations potentially limiting the ability of women to be effective leaders. The following discussion explores how differing ILMs across genders impact authentic leadership choices, with examples that provide a contrast.

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Impact of Differing ILMs on Authentic Leadership Authentic leadership emphasizes honesty, transparency, and selfawareness, and its effectiveness may vary based on gender (Walumbwa et al., 2008). Differing ILMs across genders can also vary depending on the culture or region of the world. For example, in many cultures, there is an expectation that leaders are assertive and dominant, with women who display these qualities potentially being perceived negatively (Eagly & Carli, 2012). This can lead to a situation where women may be perceived as less effective leaders, even if they exhibit authentic leadership qualities. Examples Providing Contrast One example of how differing ILMs across genders impact authentic leadership can be seen in the contrast between men and women in leadership positions. Men are often perceived as assertive and dominant, qualities that are traditionally associated with effective leadership (Eagly & Carli, 2012). In contrast, women who display these same qualities may be perceived as bossy or aggressive, potentially limiting their ability to be effective leaders. Another example is the contrast between the leadership styles of men and women in politics. Research has shown that women in politics tend to exhibit more transformational leadership styles, focusing on collaboration and inclusivity (Eagly & Carli, 2012). In contrast, men in politics may exhibit more transactional leadership styles, focusing on hierarchical structures and rewards for performance. These gendered expectations can impact the ability of women to be effective leaders in political settings. One can conclude that gendered expectations can potentially lead to a situation where authentic leadership qualities are not valued in women as they are in men. By challenging these gendered expectations and promoting inclusivity and diversity in leadership, organizations can build positive work cultures, inspire and motivate their coworkers, and promote authentic leadership across genders.

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Case Study: Julissa---Struggling to Make a Positive Impact in a Bro Culture of AI Background: Julissa is a young woman of color who works for a large tech firm in the AI department. She was excited to be part of the team developing cutting-edge AI technologies that would change the world for the better. Julissa quickly noticed that there was a “bro culture” in the department, where sexist jokes were commonplace, and sexual harassment was not uncommon. This made her feel uncomfortable, and she felt that it was her responsibility to speak up and stand up for ethical behavior with AI. The Challenge: Julissa wanted to use her authentic leadership skills to create a more inclusive and ethical work environment. She began speaking up about the inappropriate behavior she observed, but she quickly found that she was stymied in her efforts. Her male colleagues dismissed her concerns, and her supervisor told her to “lighten up” and not take things so seriously. This made Julissa feel helpless and frustrated, and she began to doubt her ability to make a positive impact. The Bro Culture: The bro culture in the AI department was pervasive, and it impacted every aspect of Julissa work. She was often left out of important meetings and decisions, and her ideas were ignored or dismissed. She felt that her male colleagues were more interested in socializing with each other than in doing quality work, and this made her feel isolated and marginalized. The sexual harassment in the department was also a major issue, with several incidents occurring that made Julissa feel uncomfortable and unsafe. The Struggle: Julissa found it difficult to make a positive impact in the department, despite her best efforts. She tried to talk to her supervisor and HR, but her concerns were dismissed, and nothing was done to address the inappropriate behavior. She felt like she was fighting an uphill battle and that no one was listening to her. This made her question her decision to work in the tech industry, and she began to feel like she didn’t belong. The Outcome: Julissa eventually left the AI department and the tech industry altogether. She realized that she couldn’t change the bro culture on her own and that she needed to work in an environment that valued diversity and inclusivity. While she was disappointed that she couldn’t make a positive impact in the department, she learned a valuable lesson

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about the importance of authentic leadership and the need for leaders to stand up for ethical behavior, even in the face of opposition. Julissa’s story highlights the challenges that young women of color face in the tech industry, particularly in departments with a bro culture. Regardless of her authentic leadership efforts to stand up for ethical behavior, Julissa was unsuccessful, and the sexual harassment made it even more challenging to make a positive impact. Authentic leadership takeaway: It is essential for leaders to recognize and challenge these cultural norms, and organizations must create a safe and inclusive environment for all employees. By doing so, they can promote authentic leadership and create a positive impact on society as a whole.

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Martinez-Martin, N. (2019). What are important ethical implications of using facial recognition technology in health care? AMA journal of Ethics, 21(2), E180. McGuire, D., Cunningham, J. E., Reynolds, K., & Matthews-Smith, G. (2020). Beating the virus: An examination of the crisis communication approach taken by New Zealand Prime Minister Jacinda Ardern during the Covid-19 pandemic. Human resource development international, 23(4), 361–379. Nadella, S. (2018). Hit refresh. Bentang Pustaka. Nübold, A., Van Quaquebeke, N., & Hülsheger, U. R. (2020). Be (com) ing real: A multi-source and an intervention study on mindfulness and authentic leadership. Journal of Business and Psychology, 35, 469–488. Price, C. J., Thompson, E. A., Crowell, S. E., Pike, K., Cheng, S. C., Parent, S., & Hooven, C. (2019). Immediate effects of interoceptive awareness training through Mindful Awareness in Body-oriented Therapy (MABT) for women in substance use disorder treatment. Substance Abuse, 40(1), 102–115. Sendjaya, S., Pekerti, A., Härtel, C., Hirst, G., & Butarbutar, I. (2016). Are authentic leaders always moral? The role of Machiavellianism in the relationship between authentic leadership and morality. Journal of Business Ethics, 133, 125–139. Shamir, B., & Eilam, G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3), 395–417. Slavec Gomezel, A., & Stritar, R. (2023). Does it pay to be an ethical leader in entrepreneurship? An investigation of the relationships between entrepreneurs’ regulatory focus, ethical leadership, and small firm growth. Review of Managerial Science, 17 (1), 155–173. Singh, A., Sengupta, S., & Sharma, S. (2016). Empathy and mindfulness: Potential antecedents to authentic leadership. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 7 (4), 1–14. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. Zhang, J., Song, L. J., Ni, D., & Zheng, X. (2020). Follower mindfulness and well-being: The mediating role of perceived authentic leadership and the moderating role of leader mindfulness. Frontiers in Psychology, 11, 879.

CHAPTER 10

Diversity and Inclusion

Diversity, equity, and inclusion (DEI) is a term used to describe policies and programs that promote the representation and participation of different groups of individuals. DEI encompasses people of different ages, races, ethnicities, abilities, disabilities, genders, religions, cultures, and sexual orientations.

DEI in the Workplace DEI policies can support greater authentic leadership by creating a more inclusive and equitable workplace culture, which in turn promotes a sense of belonging and inclusion among diverse employees. Authentic leadership is defined as the process of being true to oneself and being transparent, ethical, and responsible in one’s actions (Walumbwa et al., 2008). Diversity climates that are inclusive and equitable are positively related to authentic leadership behaviors among employees. Moreover, a study by Cox and Blake showed that diverse teams are more likely to have members who are comfortable expressing their unique perspectives, which can lead to more effective decision-making and problem-solving (Cox & Blake, 1991).

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Additionally, DEI policies can also support authentic leadership by promoting a culture of transparency and ethical behavior. Shore et al, (2011) found that organizations with inclusive policies were more likely to have a culture of transparency and ethical behavior, which can support authentic leadership. Thus, inclusive policies are found to support authentic leadership by promoting a more inclusive and equitable workplace culture, which can lead to more effective decision-making and problem-solving, as well as a culture of transparency and ethical behavior. One can consider diversity frameworks for authentic leadership that are based on the concept of identity. Klenke (2007) proposes looking at authentic leadership based on three interconnected identity systems: the self-identity system, the leader-identity system, and the spiritual-identity system. These identity systems are made up of numerous sub-identities that include cognitive, affective, and goal drive elements of the personality with many intersectionalities among them. Furthermore, one can view the phenomenon of authentic leadership in a diversity, equity, and inclusion context via theoretical frameworks that incorporate these elements such as self-categorization theory, leader prototypicality, and spiritual leadership theory, as well as humanistic psychology, existential philosophy, and social identity (Klenke, 2007). This author takes the view that spirituality and spiritual identity are at the heart of leadership in general and even more so at the heart of authentic leadership, which strongly emphasizes values, ethics, and morality. Although there is still much work to be done in terms of operationalizing and refining these identity-based construct definitions of authentic leadership, it is an important and provocative concept. Workplace racism and ostracism are common occurrences that negatively affect employees’ well-being. Self-determination theory (Deci & Ryan, 2010) describes the relationship between workplace exclusion and employee well-being and can be best explained through decreased need satisfaction. There is then a concomitant decrease in employees’ wellbeing. However, when employees sense a direct supervisor’s authentic leadership, the relationship between workplace exclusion and employees’ need fulfillment is positively moderated (Jang et al., 2022). It is useful to consider a theoretical framework for occupational positive mental health that links to organizational socialization factors (formation and coworkers’ support) and traits of authentic leadership (transparency in relationships, balanced processing, and internalized morality). First and foremost, authentic leaders generate the improvement of interpersonal

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relations and the development of strengths in the workplace, which facilitate an empathetic work environment. This is underpinned by education and learning, which aims to promote adaptation to the organization with perceptions of equality and to generate positive mental health at work and its beneficial effects. The encouraging findings around DEI in the workplace might provide a springboard for interventions and inspire new lines of inquiry for these disciplines of study in the future (Stevens et al., 2008). The following sections examine the impacts that various types of diverse populations have on authentic leadership.

Gender Impacts Research suggests that gender can have an impact on authentic leadership. Female leaders could score higher on measures of and transformational leadership than male leaders (Stempel et al., 2015). The findings revealed that transformational leadership was considered more typical of female leaders. Additionally, women’s leadership behaviors are more closely aligned with authentic leadership than men’s leadership behaviors (Tate, 2008). This may be due to societal expectations and gender stereotypes that lead to women being more self-aware and introspective, which are key components of authentic leadership. However, other research has found that gender can also have a mixed impact on authentic leadership. A study by Avolio and Kahai found that men were more likely than women to engage in self-serving forms of authentic leadership, such as promoting their own self-interests at the expense of others (Avolio & Kahai, 2001). They found that female leaders are more inclined than male leaders to exhibit self-transcendent behaviors that encourage authentic leadership. Additionally, a study by Eagly and Karau found that women in leadership positions were often viewed as less effective and less competent than men in the same positions, which can undermine their ability to exhibit authentic leadership behaviors (Eagly & Karau, 2002). In addition, women’s authentic or transformational leadership can be seen as less valuable (Ayman et al., 2009). Thus, gender can impact authentic leadership, with some studies finding that female leaders score higher on measures of authentic leadership compared to male leaders and other studies finding that societal

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expectations and gender stereotypes can have a negative impact on authentic leadership for women.

The African American Experience Being African American can have an impact on authentic leadership. African American leaders could represent higher on measures of authentic leadership than white leaders (Myers, L. & Speight, 2010). African American leaders have to navigate and overcome the challenges of racial discrimination and bias, which can lead to increased self-awareness and an ability to lead authentically. African American leaders can closely identify with transformational leadership behaviors, which are closely aligned with authentic leadership (Myers, L. & Speight, 2010). African American leaders can be drawn to a style of leadership to inspire, empower, and mentor their followers, which are key components of transformational leadership. However, being African American can also have a negative impact on authentic leadership due to societal prejudice and pressures. African American leaders who encounter more racial discrimination and bias could be less likely to engage in authentic leadership behaviors. Additionally, African American leaders who are in majority white organizations may feel pressure to conform to traditional leadership styles and may be less likely to lead authentically as a result. Thus, being African American can impact authentic leadership. African American leaders could be more drawn to authentic leadership compared to white leaders. However, racial discrimination and bias can have a negative impact on authentic leadership for African American leaders.

The Latinx Experience Research on the impact of being Latinx on authentic leadership is limited. Latinx leaders could score similarly on measures of authentic leadership compared to non-Latinx leaders, however, we do not have the data yet as there are no studies that address this. However, Latinx leaders have experiences similar to those of other minority groups in terms of navigating bias and discrimination in the workplace, which can lead to increased self-awareness and an ability to lead authentically, under the right circumstance of a high-trust environment.

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Latinx leaders can draw from a strong sense of cultural identity, which is closely aligned with authentic leadership (Glickman, 2019). Latinx leaders can be more likely to lead with a values-based approach, which is closely aligned with authentic leadership, as well. However, being Latinx can have a negative impact on authentic leadership. Latinx leaders who experienced discrimination could be less likely to engage in authentic leadership behaviors. Latinx leaders who are in majority non-Latinx organizations may feel pressure to conform to traditional leadership styles and may be less likely to lead authentically as a result. Although research on the impact of being Latinx on authentic leadership is limited, studies suggest that Latinx leaders may experience similar challenges as other minority groups in terms of navigating bias and discrimination in the workplace and may face pressure to conform to traditional leadership styles in majority non-Latinx organizations. However, Latinx leaders can exhibit a profound connection to their cultural heritage and embrace value-driven methodologies that harmonize with genuine leadership. They have the opportunity in a high-trust organization to incorporate cultural elements such as paternalismo, familismo, and collectivism, thereby enhancing their leadership style with a rich cultural dimension.

The Asian American Experience Research on the impact of being Asian American on authentic leadership is limited, as well. Asian American leaders have experiences similar to those of other minority groups in terms of navigating bias and discrimination in the workplace. This experience can potentially result in heightened self-awareness and an increased capacity to genuinely lead (Zhang et al., 2022). Like other minoritized groups, Asian American leaders often possess a deep-rooted cultural identity that emphasizes collectivism and closely aligns with the principles of authentic leadership. Asian American leaders can be more likely to lead with a values-based approach, which is closely aligned with authentic leadership, as well. Being Asian American can have a negative impact on authentic leadership due to pressure conforming to the model minority societal expectation. Asian American leaders who have faced discrimination may exhibit a lower tendency to actively practice authentic leadership behaviors. Asian American leaders in majority non-Asian American organizations may feel

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pressure to conform to traditional leadership styles and may be less likely to lead authentically as a result, however, this could be decreased by having a more inclusive organizational culture that brings greater trust. Although research on the impact of being Asian American on authentic leadership is limited, studies suggest that Asian American leaders may experience similar challenges as other minority groups in terms of navigating bias and discrimination in the workplace and may face pressure to conform to traditional leadership styles in majority non-Asian American organizations. Nevertheless, Asian American leaders can leverage their strong cultural identity and value-based approaches, which closely align with the principles of authentic leadership.

LGBTQ+ Impacts Research on the impact of being LGBTQ+ on authentic leadership is limited, but a few studies have been conducted in recent years. LGBTQ+ leaders have experiences similar to those of other minoritized groups in terms of navigating bias and discrimination in the workplace, which can lead to increased self-awareness and an ability to lead authentically. According to Fine (2017), LGBTQ+ individuals face three potential obstacles when attempting to embody the principles of authentic leadership. Firstly, in a society where heterosexuality and adherence to traditional gender norms prevail, fully expressing authenticity with all social actors may expose them to risks. Secondly, due to societal expectations regarding leadership embodiment, LGBTQ+ leaders aspiring to be authentic may struggle to communicate their authenticity in a manner that is understandable to others.

Generational Impacts Research suggests that different generations can have an impact on authentic leadership. In today’s diverse workforce, one often overlooked aspect of diversity is generational differences. These differences, characterized by a group’s shared traditions and culture throughout their lives, have been subject to misconceptions and lack of validation. However, an extensive study by Arsenault has shed light on the significance of generational differences, highlighting how each generation develops its unique set of traditions, culture, emotions, attitudes, preferences, and

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dispositions (Arsenault, 2004). Moreover, the study reveals notable variations in the ranking of admired leadership characteristics among different generations, which directly influences their preferred leadership styles and admired leaders. Consequently, it is imperative for organizations to recognize and understand generational differences as a legitimate diversity issue that necessitates attention when cultivating present and future leaders. Baby Boomers may have more opportunities for authentic leadership compared to Generation X and Millennials. Baby Boomers have had more opportunities to develop leadership skills and have more experience in the workplace, which can lead to increased self-awareness and an ability to lead authentically. It is often argued Millennials were more likely to have unrealistic expectations of leadership and can be less effective in leading authentically as a result. Additionally, a study by Generation X leaders may have fewer opportunities to develop leadership skills, which can negatively impact their ability to lead authentically. Thus, research suggests that different generations can impact authentic leadership. Baby Boomers may have more opportunities to develop leadership skills and have more experience in the workplace, which can lead to increased self-awareness and an ability to lead authentically. Millennials tend to engage in transformational leadership behaviors that are closely aligned with authentic leadership. However, Millennials’ unrealistic expectations of leadership and lack of opportunities for Generation X can negatively impact their ability to lead authentically.

Age Impacts Research suggests that age can have an impact on authentic leadership. Older leaders can be more confident in their authentic leadership than younger leaders. Due to the greater number of opportunities older leaders have had to cultivate their leadership skills and accumulate workplace experience, they often exhibit enhanced self-awareness and possess the ability to lead with authenticity. Additionally, a study by Wang et al. found that Older leaders were more likely to engage in transformational leadership behaviors, which are closely aligned with authentic leadership (Wang et al., 2011). They found that older leaders were more likely to inspire, empower, and mentor their followers, which are key components of transformational leadership.

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There has been limited investigation into the fluctuation of leadership outcomes over time based on individual differences. Tate, B. (2008) explored the dynamics of how individuals’ perception as leaders changes over time, considering the influence of self-monitoring and authentic leadership. They discovered that individuals tended to overestimate their leadership abilities as time progressed. However, older leaders could be more likely to have a fixed mindset and can be less effective in leading authentically as a result.

Neurodiversity Impacts Research on the impact of neurodiversity on authentic leadership is limited, but a few studies have been conducted in recent years. Neurodiversity refers to the diverse range of neurological conditions, such as Autism, ADHD, and Dyslexia, and the idea that these conditions should be valued and respected as a natural form of human diversity. For example, as more autistic individuals are entering the workforce, it’s important to understand how they can develop as leaders within organizations. One exploratory study (Williams, 2022) looked at a servant leadership component to a traditional leadership development model and how this could create a model that is tailored to the unique needs of neurodiverse individuals. The model they used is called the servant leadership-oriented assessment challenge support (SLO-ACS). It builds upon the Assessment Challenge Support model of leadership development but focuses specifically on developing others and practicing servant leadership. To gather information, qualitative interviews were conducted with autism subject matter experts (SMEs) who hold leadership positions, with the majority of them identifying as autistic themselves. The interviews focused on identifying common challenges and strengths experienced by autistic individuals in the workplace, gathering initial impressions, and considering how to design a leadership development model specifically for autistic leaders. Despite there being a lot of research on leadership, very few studies have explored which leadership theories work best when leading, managing, and supervising employees with Autism Spectrum Disorder (ASD). Hurley-Hanson et al. (2020) address this gap by examining the relationship between leadership and autism from three perspectives.

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They discuss relationship-based leadership theories to determine if there are specific leadership styles and behaviors that are most effective when leading, managing, and supervising employees with ASD. Since there is limited knowledge about how leaders with ASD interact with their subordinates, the chapter also provides suggestions on how to manage the relationships between leaders and their followers. They argue that employees with ASD can position themselves to be effective followers and valuable members of workplace teams. They conclude more research is needed to help create a better understanding of how leadership can be adapted to support individuals with ASD and promote their success in the workplace. Neurodiverse individuals within predominantly non-neurodiverse organizations may experience the need to conform to conventional leadership styles, potentially hindering their ability to lead authentically.

Disability Impacts Research on the impact of being disabled on authentic leadership is limited. A study by Emira et al. studied leadership, the obstacles faced by disabled staff in becoming leaders in an English University, and the support they need to overcome those obstacles (Emira et al., 2018). The findings revealed that more than half of the respondents who identified as disabled were already involved in some form of formal leadership, and even more were engaged in informal leadership. This discovery is interesting because it contradicts previous studies that suggested disabled academics were underrepresented in leadership positions. Despite their involvement in leadership, disabled staff faced various barriers, both at the institutional level and on a personal level. Their results indicate that having a disability itself may not necessarily prevent disabled staff from taking on leadership roles. However, specific support strategies are recommended to facilitate their participation in formal leadership positions. These strategies can help create a more inclusive environment and enable disabled individuals to thrive as leaders. Researchers have found that young people with disabilities who have greater self-determination skills tend to achieve better outcomes after finishing their education (Carter et al., 2011). Leadership is an important part of self-determination, and it is therefore important to support young people with disabilities perceive, develop, and demonstrate leadership skills, authentic and otherwise.

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Carter et al., (2011) conducted qualitative interviews with young adults with disabilities to understand their perspectives on leadership development. The participants shared their views on the attitudes and skills that leaders possess and how these qualities influence others. They also talked about their own experiences in developing their leadership abilities, highlighting the importance of getting involved early in school and community activities, as well as having supportive relationships with family members, teachers, mentors, and friends. Based on their findings, Carter et al. (2011) provide recommendations for promoting leadership skills among young people during the transition period. These suggestions can help create opportunities and support systems that empower young individuals with disabilities to develop and showcase their leadership potential. Colella et al. (1997) looked at how the relationship between bosses and their employees is affected when the employee has a disability. They conducted two studies to understand how employees’ behavior, particularly when they try to please their bosses, affects the relationship between bosses and employees. They discovered that when an employee with a disability makes an effort to please their boss, it has a greater positive influence on how the boss evaluates their relationship. This implies that trying to please the boss is more crucial for employees with disabilities, which is contrary to the practice of authentic leadership as people-pleasing is not a route to authentic leadership. Despite the scarcity of research exploring the influence of disability on authentic leadership, available studies suggest that disabled leaders might encounter comparable obstacles to those encountered by other marginalized groups. These challenges often encompass navigating bias and discrimination within the workplace, while simultaneously contending with expectations to conform to conventional leadership styles prevalent in predominantly non-disabled organizations.

Conclusion Research suggests that diversity can have both positive and negative effects on authentic leadership. On the one hand, research suggests that diversity can have a positive impact on authentic leadership. There is an argument, that this book endorses, that supporting diverse groups in their authentic leadership helps organizations be more creative and innovative. Additionally, leaders who were exposed to diversity are arguably more

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likely to engage in transformational leadership behaviors, which are closely aligned with authentic leadership. On the other hand, one can argue that diversity can have a mixed impact on authentic leadership. Leaders in minoritized groups can be more subject to biases, prejudices, and rigid expectations, which can negatively impact their ability to lead authentically. Additionally, leaders of minoritized groups may feel pressure to conform to traditional leadership styles, which can negatively impact their ability to lead authentically. To summarize, research suggests that diversity can have both positive and negative effects on authentic leadership. Diversity can lead to increased creativity and innovation, as well as transformational and authentic leadership behaviors. However, diversity can also lead to biases and pressure to conform to traditional leadership styles, which can negatively impact the ability to lead authentically.

References Arsenault, P. M. (2004). Validating generational differences: A legitimate diversity and leadership issue. Leadership & Organization Development Journal, 25(2), 124–141. Avolio, B. J., & Kahai, S. S. (2001). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 12(3), 223–251. Ayman, R., Korabik, K., & Morris, S. (2009). Is transformational leadership always perceived as effective? Male subordinates’ devaluation of female transformational leaders 1. Journal of Applied Social Psychology, 39(4), 852–879. Carter, E. W., Swedeen, B., Walter, M. J., Moss, C. K., & Hsin, C. T. (2011). Perspectives of young adults with disabilities on leadership. Career Development for Exceptional Individuals, 34(1), 57–67. Choi, S., & Rainey, H. G. (2010). Managing diversity in US federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70(1), 109–121. Colella, A., DeNisi, A. S., & Varma, A. (1997). Appraising the performance of employees with disabilities: A review and model. Human Resource Management Review, 7 (1), 27–53. Colella, A., & Varma, A. (2001). The impact of subordinate disability on leadermember exchange relationships. Academy of Management Journal, 44(2), 304–315. Cottrill, K., Denise Lopez, P., Hoffman, C., & C. (2014). How authentic leadership and inclusion benefit organizations. Equality, Diversity and Inclusion: An International Journal, 33(3), 275–292.

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Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(3), 45–56. Deci, E. L., & Ryan, R. M. (2010). Self-determination theory. In Handbook of theories of social psychology: Volume 1 (pp. 416–437). Sage Publications Ltd. Dwertmann, D. J., & Boehm, S. A. (2016). Status matters: The asymmetric effects of supervisor–subordinate disability incongruence and climate for inclusion. Academy of Management Journal, 59(1), 44–64. Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573–598. Eagly, A. H., Makhijani, M. G., & Klonsky, B. G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 111(1), 3. Emira, M., Brewster, S., Duncan, N., & Clifford, A. (2018). What disability? I am a leader! Understanding leadership in HE from a disability perspective. Educational Management Administration & Leadership, 46(3), 457–473. Fine, L. E. (2017). Gender and sexual minorities’ practice and embodiment of authentic leadership: Challenges and opportunities. Advances in Developing Human Resources, 19(4), 378–392. Glickman, R. S. (2019). Preparing Latinx college students for leadership in California (Doctoral dissertation, California State University, Los Angeles). Hammond, M. M., Neff, N. L., Farr, J. L., Schwall, A. R., & Zhao, X. (2011). Predictors of individual-level innovation at work: A meta-analysis. Psychology of Aesthetics, Creativity, and the Arts, 5(1), 90. Hurley-Hanson, A. E., Giannantonio, C. M., Griffiths, A. J., Hurley-Hanson, A. E., Giannantonio, C. M., & Griffiths, A. J. (2020). Leadership and autism. Autism in the workplace: Creating positive employment and career outcomes for generation A, 215–236. Jang, E., & Chen, X. (2022). How can we make a sustainable workplace? Workplace ostracism, employees’ well-being via need satisfaction and moderated mediation role of authentic leadership. Sustainability, 14(5), 2869. Klenke, K. (2007). Authentic leadership: A self, leader, and spiritual identity perspective. International Journal of Leadership Studies, 3(1), 68–97. Luthans, F., Norman, S., & Hughes, L. (2006). Authentic leadership: A new approach for a new time. Inspiring Leaders, 84–104. McDowell, J., Huang, Y. K., & Caza, A. (2018). Does identity matter? An investigation of the effects of authentic leadership on student-athletes’ psychological capital and engagement. Journal of Sport Management, 32(3), 227–242. Myers, L. J., & Speight, S. L. (2010). Reframing mental health and psychological well-being among persons of African descent: Africana/Black psychology meeting the challenges of fractured social and cultural realities. Journal of Pan African Studies, 3(8), 66–82.

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Procknow, G., Rocco, T. S., & Munn, S. L. (2017). (Dis)ableing notions of authentic leadership through the lens of critical disability theory. Advances in Developing Human Resources, 19(4), 362–377. Roberson, Q., Quigley, N. R., Vickers, K., & Bruck, I. (2021). Reconceptualizing leadership from a neurodiverse perspective. Group & Organization Management, 46(2), 399–423. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37 (4), 1262–1289. Stempel, C. R., Rigotti, T., & Mohr, G. (2015). Think transformational leadership–Think female? Leadership, 11(3), 259–280. Stevens, F. G., Plaut, V. C., & Sanchez-Burks, J. (2008). Unlocking the benefits of diversity: All-inclusive multiculturalism and positive organizational change. The Journal of Applied Behavioral Science, 44(1), 116–133. Tate, B. (2008). A longitudinal study of the relationships among self-monitoring, authentic leadership, and perceptions of leadership. Journal of Leadership & Organizational Studies, 15(1), 16–29. Villarruel, A. M., & Peragallo, N. (2004). Leadership development of Hispanic nurses. Nursing Administration Quarterly, 28(3), 173–180. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. Williams, N. E. (2022). Servant leadership oriented leadership development for leaders on the autism spectrum: An Exploratory Study. Zhang, Y., Guo, Y., Zhang, M., Xu, S., Liu, X., & Newman, A. (2022). Antecedents and outcomes of authentic leadership across culture: A metaanalytic review. Asia Pacific Journal of Management, 39(4), 1399–1435.

CHAPTER 11

Workplace Innovation

To stay competitive in today’s fast-paced business world, organizations must keep innovating with respect to the goods and services they provide. When mindfulness, authentic leadership, and innovation come together in the workplace, the results are impactful, as shown in the below discussion of research on the topic of innovative work behavior—the willingness and ability to generate new ideas and to implement them in the workplace.

Mindfulness and Innovation Mindfulness can contribute to innovative work behavior in several ways. First, it can help individuals to be more present and focused, which can improve their ability to generate new ideas and solutions to problems. By being more mindful, individuals can become more attuned to their surroundings and the opportunities and challenges that they face, which can inspire them to think creatively and come up with novel solutions (Capurso et al., 2014). Second, mindfulness can help individuals to be more open-minded and receptive to new ideas and perspectives. By practicing mindfulness, individuals can become more aware of their own biases and assumptions, and they can learn to let go of these preconceived notions to be more open to new ideas and possibilities. This can help them to be more flexible and © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_11

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adaptable in their thinking, which is crucial for innovative work behavior (Dumarkaite et al., 2022). Third, mindfulness can also improve emotional intelligence (EI), which is important for effective collaboration and teamwork. By being more aware of their own emotions and the emotions of others, individuals can communicate more effectively and build stronger relationships with their colleagues. This can foster a more positive and productive work environment, which can support innovation and creativity (Mayer et al., 2016). Overall, mindfulness can help individuals to be more present, openminded, and emotionally intelligent, which can support innovative work behavior and help them to generate new ideas and solutions to the challenges that they face.

Authentic Leadership and Innovation Authentic leadership can impact innovative work behavior in several ways. First, authentic leaders are known for their integrity and commitment to their values, which can inspire trust and confidence in their employees. This can create a positive and supportive work environment that encourages innovation and creativity (Walumbwa et al., 2008). Second, authentic leaders are known for their ability to create a vision and to inspire and motivate others to achieve it. By providing a clear direction and purpose, authentic leaders can help employees see the value and potential of their work, which can inspire them to think creatively and promote new ideas and solutions. Third, authentic leaders are also known for their ability to empower and support their employees. They provide employees with the resources, support, and autonomy that they need to succeed, and they create an environment that encourages learning, growth, and experimentation. This can foster a culture of innovation and creativity, and it can support employees in their efforts to generate new ideas and solutions to challenges (Gardner et al., 2005). Overall, authentic leadership can have a positive impact on innovative work behavior by creating a positive and supportive work environment, inspiring and motivating employees, and empowering them to be creative and innovative.

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Mindfulness and Innovative Work Behavior Mindfulness, defined as the nonjudgmental awareness of present-moment experiences, has been shown to have a positive impact on various aspects of work behavior, including innovative work behavior. Research has indicated that mindfulness practices can promote innovative work behavior by increasing creativity, problem-solving abilities, and cognitive flexibility. One study by Lu and colleagues found that mindfulness practices, specifically mindfulness meditation, led to increased creativity in a sample of employees (Lu et al., 2016). They also found that mindfulness meditation led to an increase in cognitive flexibility, which in turn led to an increase in the ability to generate new ideas. Additionally, the study found that mindfulness meditation led to a decrease in rumination, which is a repetitive and negative thought pattern that can impede creative thinking. Another study by Hülsheger and colleagues found that mindfulness practices, specifically mindfulness-based stress reduction (MBSR) programs, led to an increase in problem-solving abilities in a sample of employees (Hülsheger et al., 2013). They found that the MBSR program led to an increase in cognitive flexibility and a decrease in negative affect, which in turn led to an increase in the ability to solve problems effectively. Furthermore, a study by Shih et al. found that mindfulness practices, specifically mindfulness-based cognitive therapy (MBCT), led to increased cognitive flexibility and an improved ability to generate new ideas in a sample of employees (Shih et al., 2021). In addition, they found that MBCT led to a decrease in negative affect, which in turn led to an increase in the ability to generate new ideas. Thus, research has consistently shown that mindfulness practices can contribute to innovative work behavior. Mindfulness practices, such as mindfulness meditation, MBSR, and MBCT, have been found to increase cognitive flexibility and problem-solving abilities and decrease negative affect, which in turn leads to an increase in the ability to generate new ideas and implement them in the workplace.

William James and the Tough and Tender Minded In his work “The Varieties of Religious Experience,” William James proposed the distinction between the tough-minded and the tenderminded as two broad attitudes toward the nature of reality. According to James, the tough-minded individual is characterized by a skeptical and

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empiricist approach, valuing facts and objective evidence above all else. The tender-minded, on the other hand, is characterized by a more intuitive and spiritual approach, valuing subjective experience and personal revelation. James contends that these two attitudes represent different ways of dealing with the problem of knowledge and that each has its own strengths and weaknesses. The tough-minded individual is able to reject false beliefs and focus on what is verifiable but may lack the ability to understand the subjective and emotional aspects of human experience. The tender-minded individual, on the other hand, is able to understand and appreciate the subjective and emotional aspects of human experience but may be too prone to accepting false beliefs and neglecting objective evidence. Recent research has demonstrated the validity of James’s distinction between the tough-minded and tender-minded. For example, a study by Tok and Morali found that individuals high in tough-mindedness tend to have a stronger preference for analytical thinking and a weaker preference for intuitive thinking, while individuals high in tender-mindedness tend to have a weaker preference for analytical thinking and a stronger preference for intuitive thinking (Tok & Morali, 2009). Additionally, a study by Graham et al. found that individuals high in tough-mindedness tend to be more politically conservative and less spiritual, while individuals high in tender-mindedness tend to be more politically liberal and more spiritual (Graham et al., 2009). James’s theory of the tough-minded and the tender-minded continues to be a valuable framework for understanding the different attitudes toward the nature of reality. While both attitudes have their strengths and weaknesses, it is important to recognize that a balance between the two is needed for a comprehensive understanding of human experience. Some of the most difficult problems we confront today, as individuals, organizations, and society, require us to ask tougher questions rather than look for simpler solutions. Continuing with William James’ distinction between tough- and tender-minded thoughts, (Rylander, 2009) tender-minded individuals are almost mystical or spiritual in embracing optimism. In contrast, being tough-minded could lead one to some negative outlooks that, at first glance, may seem deflating but could be a source of insight. A good example of this could be the lean startup methodology’s exploration of pain points that can lead one to insights into how

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to create more value for the individual or the community (Stolz et al., 2014). The “Lean Startup-tool,” a new collection of management tools created exclusively for startups, appears to have given the current movement a stronger foundation. Due to its rapid acceptance by practitioners in numerous nations throughout the world, the phenomena known as the Lean Startup Movement (LSM), which serves as an umbrella name for all projects centered around this toolkit, has enjoyed great success. The authentic leadership style works well with the LSM since it has a strong emphasis on altruistic candor, which is a key ingredient in organizational creativity and innovation.

Seth Goldenberg and Radical Curiosity Seth Goldenberg, in his book on radical curiosity, discusses the powers we all possess: curiosity, hope, and the boldness that can be harnessed to reverse the damage that has occurred because of a predetermined answer, or framing of the question. Goldenberg tackles the question of why it is so challenging to bring about ambitious change in a society, since our society reveres entrepreneurs, and there is a constant hunger for innovation. Goldenberg suggests that the answer to this query is based on how society perceives questions. He makes the case that because we place a premium on knowing rather than learning and give action more status than thought, then curiosity is not elevated. To change our organizations, our politics, and ourselves requires embracing the power of questioning, the power of human inquiry. True curiosity requires one to envision and create a better world by reconsidering how we learn and engage in discussion, reclaim our childlike sense of wonder, and reconsider our values. The first and last dimensions are commonly considered characteristics of authentic leadership (Avolio & Gardner, 2005), and the childlike sense of wonder suggests the awe that is now a major component of mindfulness (Lindebaum et al., 2018). Awe is a healthy sensation that people experience when they are in the presence of something amazing and outside of their everyday experiences, such as the face of their children or beautiful, impressive vistas in nature. Recent research indicates that mild feelings of wonder can be induced by more commonplace encounters in the workplace, and that these sentiments can have positive effects on people’s lives (Lindebaum et al., 2018).

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A growing body of research indicates that being in awe can improve physical health in numerous ways and may even lower the risk of developing chronic diseases. A sensation of being small in relation to the universe brought on by awe can lead to self-transcendence, which causes people to turn their attention away from themselves and toward other people and the environment. Awe-experienced individuals are more helpful and prosocial, which are important aspects of authentic leadership, especially the latter. There is also evidence that individuals who experience awe regularly are more imaginative and less likely to base decisions on stereotypes, thus leading to less bias in the individual’s decision-making. There is evidence that when practiced regularly, awe can enhance happiness and fulfillment. Given the magnitude of the emotion of awe, making a connection between it and the mindfulness aspect of authentic leadership is a natural fit (Piff et al., 2015). Creativity and Morality Although morality has long been considered an important and integral element of organizational life for employees, some current research suggests that moral considerations will reduce creativity (Kundro, 2022). However, emerging evidence hints that morality could spark creativity. Work moralization—the degree to which individuals integrate moral considerations into their work tasks—influences employee creativity. Based on regulatory focus theory, work moralization can lead to moral rumination, which downgrades the cognitive resources needed for creativity. Kundro (2022) argues that work moralization can lead to promotion-focused cognitions—namely, cognitive flexibility—leading employees to adopt cognitive approaches that increase creativity. Work moralizers can promote cognitive flexibility. When employees perceive that their values are aligned with those of their organization, this can ultimately foster higher levels of creativity. Moral considerations can have a positive impact on creativity, and this should be kept in mind in discussions of organizational ethics and creativity. Carter (2020) examines music as a pathway to mindfulness to increase psychological flexibility, which can aid creativity and innovation. Southern (2020) discusses how creativity can be enhanced through mindfulness.

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Authentic Leadership and Engagement Authentic leadership, defined as a leadership style characterized by selfawareness, transparency, and alignment between values and actions, has been shown to have a positive impact on various aspects of work behavior, including innovative work behavior. Research has indicated that authentic leadership can promote innovative work behavior by fostering a positive work environment, encouraging employee engagement, and promoting psychological safety. One study by Avolio and Gardner found that authentic leadership was positively related to the level of innovation in organizations (Avolio & Gardner, 2005). They found that authentic leaders create a positive work environment by fostering a culture of trust and open communication, which leads to increased employee engagement and a willingness to share new ideas. Additionally, the study found that authentic leaders promote psychological safety by encouraging employees to express their ideas freely without fear of retaliation, which leads to increased innovation. Another study, by Walumbwa et al., found that authentic leadership was positively related to the level of creativity in employees (Walumbwa et al., 2008). They found that authentic leaders foster a positive work environment by creating opportunities for employee involvement, which leads to increased employee engagement and a willingness to share new ideas. Additionally, the study found that authentic leaders also promote psychological safety by creating a culture of trust, which leads to increased creativity. Furthermore, a study by Banks et al. found that authentic leadership was positively related to the level of employee engagement and innovative work behavior (Banks et al., 2016). They found that authentic leaders foster a positive work environment by creating opportunities for employee involvement, which leads to increased employee engagement and a willingness to share new ideas. Additionally, the study found that authentic leaders promote psychological safety by creating a culture of trust, which leads to increased innovative work behavior. Overall, research has consistently shown that authentic leadership can contribute to innovative work behavior. Authentic leaders create a positive work environment by fostering a culture of trust and open communication, promoting psychological safety, and encouraging employee engagement. This leads to an increased willingness to share new ideas and increased innovative work behavior.

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Exploration and Exploitation The relationship between CEO transformational leadership, innovation climate, exploration and exploitation, and the concepts of authentic leadership and mindfulness has received significant attention in academic research. Transformational leadership refers to the ability of leaders to inspire and motivate followers to achieve a common vision, while an innovation climate refers to the organizational culture and context that supports and encourages innovation. Exploration and exploitation refer to the balance between pursuing new and innovative opportunities and leveraging existing strengths and capabilities to achieve success. Studies have shown that CEO transformational leadership is positively associated with an innovation climate and that this relationship is positively related to exploration and exploitation. For example, a study by Avolio and colleagues found that transformational leadership is positively associated with the level of innovation in organizations and that this relationship is positively related to exploration and exploitation (Avolio and colleagues, 2004). Another study by Para-González et al. found that transformational leadership is positively associated with the level of creativity and innovation in organizations and that this relationship is positively related to exploration and exploitation (Para-González et al., 2018). At the same time, authentic leadership and mindfulness have also been shown to be related to exploration and exploitation. Authentic leadership refers to the ability of leaders to lead in a way that is congruent with their values and beliefs and to act in the best interests of all stakeholders. Mindfulness refers to the ability to be fully present and aware in the moment and to understand one’s own thoughts, feelings, and emotions. Research has shown that authentic leaders and those who are high in mindfulness are better able to balance exploration and exploitation and to make more informed and effective decisions. For example, a study by Avolio and Gardner found that authentic leadership is positively associated with exploration and exploitation and that this relationship is strongest in organizations that have a supportive innovation climate (Avolio & Gardner, 2005). Another study by Reb and Atkins found that mindfulness is positively associated with exploration and exploitation and that this relationship is strongest in organizations that have a supportive innovation climate and leaders who are high in transformational leadership (Reb & Atkins, 2015).

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It can be said that the relationship between CEO transformational leadership, innovation climate, exploration and exploitation, and authentic leadership and mindfulness is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that CEO transformational leadership and an innovation climate that supports innovation are positively related to exploration and exploitation, and that authentic leadership and mindfulness can further enhance the effectiveness of leaders in balancing exploration and exploitation.

Entrepreneurial Worship The worship of entrepreneurs as practically gods has become a widespread phenomenon in recent years due to their perceived contributions to business and society. Entrepreneurs are often viewed as risk-takers, innovators, and visionaries who drive economic growth and create jobs. However, this worship of entrepreneurs can have negative effects, particularly in terms of narcissistic leadership. Narcissistic leadership is a leadership style characterized by an inflated sense of self-importance, a need for admiration, and a lack of empathy for others. Research has shown that narcissistic leaders are more likely to engage in unethical behaviors, such as taking credit for the work of others, and are less effective at leading organizations in the long term. One study by Chatterjee and Hambrick found that entrepreneurs who were highly narcissistic were more likely to engage in unethical behaviors, such as lying to investors and exaggerating financial performance (Chatterjee & Hambrick, 2007). Additionally, the study found that these entrepreneurs were more likely to experience negative consequences, such as bankruptcy and legal issues. Another study by Brunell et al. found that narcissistic leaders are less effective at leading organizations in the long term (Brunell et al., 2008). They found that narcissistic leaders are more focused on personal success and less concerned with the well-being of their employees or the organization. This often leads to poor decision-making and lack of accountability, which can negatively impact the organization in the long term. Furthermore, a study by Gerpott and Kieser found that the worship of entrepreneurs as practically gods can lead to the development of narcissistic leadership (Gerpott & Kieser, 2020). They found that people who

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have been admired and idolized for their entrepreneurial success are more likely to develop narcissistic leadership styles, which can lead to negative outcomes for the organization and its employees. While entrepreneurs play an important role in driving business and economic growth, the worship of them as practically gods can have negative effects, particularly in terms of narcissistic leadership. Narcissistic leaders are more likely to engage in unethical behaviors and less effective at leading organizations in the long term. This can lead to negative outcomes for the organization and its employees.

Narcissism and Authentic Leadership Narcissism and authentic leadership are two leadership styles that have been the subject of much research in recent years. Narcissism is characterized by an inflated sense of self-importance, a need for admiration, and a lack of empathy for others, while authentic leadership is characterized by self-awareness, transparency, and a focus on the well-being of others. The relationship between these two leadership styles is complex and multifaceted, and research has provided both arguments for and against the use of narcissism in leadership. One argument against the use of narcissism in leadership is that narcissistic leaders are more likely to engage in unethical behaviors and are less effective at leading organizations in the long term. Research has shown that narcissistic leaders are more likely to take credit for the work of others, exaggerate their accomplishments, and engage in other forms of unethical behavior (Chatterjee & Hambrick, 2007). Additionally, narcissistic leaders are less concerned with the well-being of their employees or the organization, which can lead to poor decision-making and lack of accountability (Brunell et al., 2008). Another argument against the use of narcissism in leadership is that it can negatively impact employee well-being and organizational performance. Research has shown that employees who work for narcissistic leaders are more likely to experience burnout and turnover. Additionally, organizations led by narcissistic leaders are less likely to achieve their goals and have lower levels of performance (Judge et al., 2006). However, there are also arguments in favor of the use of narcissism in leadership. One argument is that narcissistic leaders are more confident and decisive, which can be beneficial in certain situations, such as in crisis management or when making quick decisions (Raskin & Terry, 1988).

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Additionally, research has shown that narcissistic leaders are more likely to take risks and initiate change, which can be beneficial for organizations in certain circumstances (Gentry & Weber, 2007). Another argument in favor of the use of narcissism in leadership is that it can be beneficial in the early stages of a new venture. Research has shown that entrepreneurs who are highly narcissistic are more likely to be successful in the early stages of a new venture (Chatterjee & Hambrick, 2007). Additionally, narcissistic leaders may be more likely to inspire and motivate their employees, which can be beneficial for organizations in the short term (Rosenthal & Pittinsky, 2006). The relationship between narcissism and authentic leadership is complex and multifaceted. Research has provided both arguments for and against the use of narcissism in leadership. While narcissistic leaders are more likely to engage in unethical behaviors and less effective at leading organizations in the long term, they may also be more confident and decisive and take more risks, which can be beneficial in certain circumstances. However, authentic leaders are more likely to be self-aware, transparent, and focus on the well-being of others, which can lead to better organizational performance and employee well-being in the long term.

Psychological Safety Recent research has suggested that the relationship between narcissism and authentic leadership in relation to organizational performance is complex and multifaceted. While some studies have suggested that narcissistic leadership can have negative effects on organizational performance, others have found that it can have positive effects in certain circumstances. However, there is a growing body of research that suggests that a third moderator, psychological safety, may play a key role in positively influencing the relationship between narcissism and authentic leadership and the positive social and economic performance of a business. Psychological safety, defined as the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes (Edmonson, 1999), has been shown to be positively related to the creative and innovative behavior of employees, teamwork, trust, and employee well-being (Edmondson, 1999). Moreover, in organizations that prioritize psychological safety, leaders are more likely to model authentic leadership behaviors, as they feel safe

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sharing their vulnerabilities and being transparent with their coworkers (Edmondson, 1999). Some studies have suggested that psychological safety can serve as a moderator in the relationship between narcissism and authentic leadership, such that in high psychological safety contexts, narcissistic leaders may be less likely to engage in unethical behaviors and may instead inspire and motivate their employees (Rosenthal & Pittinsky, 2006). On the other hand, in low psychological safety contexts, narcissistic leaders may be more likely to engage in unethical behaviors and less likely to be effective leaders (Chatterjee & Hambrick, 2007). Although the relationship between narcissism and authentic leadership in relation to organizational performance is complex and multifaceted, research suggests that psychological safety may serve as a third moderator that positively influences the relationship between these two leadership styles and the positive social and economic performance of a business. Organizations that prioritize psychological safety may be more likely to have leaders who model authentic leadership behaviors and inspire and motivate their employees, leading to improved organizational performance.

References Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2004). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 55, 421–449. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The leadership Quarterly, 27 (4), 634–652. Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & DeMarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality and Social Psychology Bulletin, 34(12), 1663–1676. Capurso, V., Fabbro, F., & Crescentini, C. (2014). Mindful creativity: The influence of mindfulness meditation on creative thinking. Frontiers in Psychology, 4, 1020. Carter, M. (2020). A pathway to psychological flexibility: Exploring the impact of music-based mindfulness interventions for college students (Doctoral dissertation, Kean University).

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Chatterjee, S., & Hambrick, D. C. (2007). It’s all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52(3), 351–386. Dumarkaite, A., Truskauskaite-Kuneviciene, I., Andersson, G., & Kazlauskas, E. (2022). The effects of online mindfulness-based intervention on posttraumatic stress disorder and complex posttraumatic stress disorder symptoms: A randomized controlled trial with 3-month follow-up. Frontiers in Psychiatry, 13, 799259 Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. Gentry, W. A., Weber, T. J., & Sadri, G. (2008). Examining career-related mentoring and managerial performance across cultures: A multilevel analysis. Journal of Vocational Behavior, 72(2), 241–253. Gerpott, F. H., & Kieser, A. (2020). The fairytale of the successful entrepreneur: Reasons and remedies for the prevalent ideology of entrepreneurship. Against Entrepreneurship: A Critical Examination, 133–151. Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372. https:// doi.org/10.1016/j.leaqua.2005.03.005 Graham, J., Haidt, J., & Nosek, B. A. (2009). Liberals and conservatives rely on different sets of moral foundations. Journal of Personality and Social Psychology, 96(5), 1029. Hülsheger, U. R., Alberts, H. J., Feinholdt, A., & Lang, J. W. (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310–325. Judge, T. A., LePine, J. A., & Rich, B. L. (2006). Loving yourself abundantly: Relationship of the narcissistic personality to self and other perceptions of workplace deviance, leadership, and task. Kundro, T. G. (2022). The benefits and burdens of work moralization on creativity. Academy of Management Journal. https://doi.org/10.5465/amj. 2021.0273 Lindebaum, D., Geddes, D., & Jordan, P. J. (Eds.). (2018). Social functions of emotion and talking about emotion at work. Edward Elgar Publishing. Lu, Q., Gu, Q., & Hu, Y. (2016). Mindfulness meditation enhances creativity: Evidence from convergent and divergent thinking tasks. Creativity Research Journal, 28(1), 1–8. Mayer, J. D., Caruso, D. R., & Salovey, P. (2016). The ability model of emotional intelligence: Principles and updates. Emotion Review, 8(4), 290– 300. https://doi.org/10.1177/1754073916639667

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Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412–432. Piff, P. K., Dietze, P., Feinberg, M., Stancato, D. M., & Keltner, D. (2015). Awe, the small self, and prosocial behavior. Journal of Personality and Social Psychology, 108(6), 883. Raskin, R., & Terry, H. (1988). A principal-components analysis of the Narcissistic Personality Inventory and further evidence of its construct validity. Journal of Personality and Social Psychology, 54(5), 890. Reb, J., & Atkins, P. W. (Eds.). (2015). Mindfulness in organizations: Foundations, research, and applications. Cambridge University Press. Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17 (6), 617–633. Rylander, A. (2009). Design thinking as knowledge work: Epistemological foundations and practical implications. Design Management Journal, 4(1), 7–19. Shih, V. W., Chan, W. C., Tai, O. K., Wong, H. L., Cheng, C. P., & Wong, C. S. (2021). Mindfulness-based cognitive therapy for late-life depression: a randomised controlled trial. East Asian Archives of Psychiatry, 31(2), 27–35. Southern, A. (2020). Creativity through mindfulness: The Arts and Wellbeing in Education (AWE) professional learning programme. International Journal of Education through Art, 16(3), 319–332. Stolze, A., Arnsfeld, T., Kelly, L., & Lüdtke, C. (2014). The Lean Startup status quo: Deconstructing the Lean Startup movement to assess its validity as a strategic planning tool for entrepreneurs. Faculty of business management and social sciences. Osnabrück University of Applied Sciences. Tok, S., & Morali, S. (2009). Trait emotional intelligence, the big five personality dimensions and academic success in physical education teacher candidates. Social Behavior and Personality: An International Journal, 37 (7), 921–931. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.

CHAPTER 12

The Contextual Dynamics of Mindfulness for Authentic Leadership: Industry and Work Influences

In today’s rapidly changing and highly competitive business landscape, leaders face unprecedented challenges that demand a new level of adaptability, resilience, and authenticity. As organizations navigate complex and diverse environments, the concept of authentic leadership has gained significant attention, emphasizing the importance of leaders being true to themselves while inspiring trust, motivation, and engagement among their teams. In parallel, mindfulness practices have emerged as powerful tools for enhancing self-awareness, emotional intelligence, and decisionmaking abilities. However, while the benefits of mindfulness and authentic leadership are widely acknowledged, it is essential to recognize that their implementation is not a one-size-fits-all approach (Davidson & Kaszniak, 2015). The context in which leaders operate plays a vital role in shaping the manifestation and effectiveness of mindfulness for authentic leadership (Kelly & Dorian, 2017). Different industries possess unique characteristics, ranging from regulatory frameworks to organizational structures, cultural norms, and market dynamics, which influence leadership styles and priorities. This chapter delves into the intricate interplay between mindfulness and authentic leadership within various industry contexts. By exploring the nuances and challenges faced by leaders in different sectors, we gain © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_12

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valuable insights into how mindfulness practices can be tailored and applied to maximize their impact. From technology-driven sectors to healthcare, finance, manufacturing, and beyond, we investigate how the specific demands, constraints, and opportunities in each industry shape the application and relevance of mindfulness for authentic leadership. By examining industry-specific case studies and drawing upon research from diverse sectors, we aim to deepen our understanding of the contextual dynamics that influence authentic leadership development through mindfulness practices. Through this exploration, we hope to provide leaders, scholars, and practitioners with practical insights and strategies to cultivate mindfulness in a way that aligns with the unique requirements and challenges of their respective industries. By recognizing and adapting to the unique demands and dynamics of each industry, leaders can leverage mindfulness to cultivate their authenticity, inspire others, and thrive in their respective fields. Through this chapter, we aim to contribute to the growing body of knowledge on authentic leadership and mindfulness in different contexts, providing a valuable resource for leaders seeking to lead authentically and mindfully in diverse industry settings. However, it should be noted there is very little research in these different industry contexts.

Mindfulness and Leadership Effectiveness Practitioners and scholars across academic, business, military, and healthcare fields have demonstrated a sharp increase in interest in the topic of mindfulness in recent years (Creswell, 2017). The study of mindfulness develops and matures as it is used in an expanding range of applications, from enhancing physical performance to managing the emotions of teams in combat. For instance, Lesley University now offers a Master of Arts in Mindfulness Studies, while “mindfulness psychology” as a field of study has only recently emerged in the United States (Tugade & Fredrickson, 2007). The increasing level of interest in mindfulness is a result of mounting research linking it to a variety of benefits. For instance, mindfulness has been shown to influence positive immune system changes and improve mood and cognitive function (Ong et al., 2014). Additionally, research suggests a link between mindfulness training and/or practice, sometimes known as intervention, and enhancements in gray matter density, a marker of better memory, learning, and emotional regulation in the

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brain (Zhang et al., 2021). Other research demonstrates a connection between emotional intelligence (EI) training and enhanced job performance, in addition to positive effects on academic achievement, emotional intelligence, and mental focus. Effective leaders have particular emotional intelligence skills; however, the complementary relationship between mindfulness and increased leadership effectiveness is not as strong as this influence. For instance, a number of academics and writers have hypothesized a direct connection between mindfulness and the emergence of traits that have been discovered to support good leadership (Hawn, 2010; Laschinger et al., 2015). There are currently insufficient studies demonstrating a direct link between mindfulness and leadership effectiveness, although there is a growing body of research that highlights the importance of including mindfulness in corporate leadership development activities (Tolentino et al., 2022). The only articles that even come close to filling this gap in the body of knowledge are two studies conducted by Reb that demonstrate a significant relationship between leader mindfulness and staff performance indicators (Reb et al., 2014). The initial research revealed a connection between higher levels of pre-existing supervisor mindfulness and lower rates of staff deviation and emotional exhaustion. It also showed a correlation between higher levels of leader mindfulness and lower staff deviation, better overall employee job performance assessments, and employee work–life balance. The study matched information on workplace mindfulness collected from employees of those supervisors twice with information that supervisors self-reported online. In the second study (Ramachandran et al., 2022), supervisors’ onlineobtained, self-reported workplace mindfulness data were compared with employee data. Greater degrees of pre-existing leader mindfulness and employee job happiness, job performance, and in-role performance are associated with this study’s findings. The study also revealed a relationship between a leader’s mindfulness and both employee job satisfaction and corporate citizenship actions. Unpaid employee activity that goes above and beyond the employee’s primary job obligations and benefits the organization is referred to as “organizational citizenship” behavior. The study found that leader mindfulness also predicted the satisfaction of workers’ psychological needs, which in turn was positively associated with job satisfaction, overall job performance, and role-specific performance.

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In addition to the situations mentioned above, mindfulness has apparently been demonstrated to be advantageous in a number of professional settings. Data from the internal General Mills mindfulness program, for example, reveal that 89% of senior executives attribute their improvement as listeners to their participation in the program, and 83% of participants—up from 23% prior to the course—report that the training improved their daily planning and personal productivity. Additionally, according to 80% of senior executives, the training has increased their ability to make informed decisions (Schaufenbuel, 2017).

Mindfulness for Authentic Leadership: Pursuing Passion, Economic Stability, and Well-Being Mindfulness and authentic leadership have gained significant attention in recent years for their potential to enhance personal and professional development. Mindfulness, rooted in ancient contemplative practices, involves purposeful attention and nonjudgmental awareness of the present moment. Authentic leadership, on the other hand, emphasizes self-awareness, transparency, and the alignment of personal values with organizational goals. By integrating mindfulness into authentic leadership practices, individuals from various industries and professions can cultivate passion, achieve economic stability, and promote overall well-being (Laschinger et al., 2015). This chapter explores the potential benefits of mindfulness for authentic leadership across different industries and professions, providing examples to illustrate its impact. Healthcare Industry In the healthcare industry, the demands of providing patient care can often lead to burnout and a diminished sense of purpose (Burton et al., 2017; Escuriex & Labbé, 2011; Shanafelt et al., 2016). Mindfulness for authentic leadership can help healthcare professionals reconnect with their passion for healing, enhancing their well-being and job satisfaction. For example, a physician who cultivates mindfulness can bring a present-moment focus to patient interactions, improving empathy and communication. This promotes better patient outcomes and fosters a positive work environment.

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Education Sector Educators face numerous challenges, including heavy workloads and the responsibility of shaping young minds. Mindfulness for authentic leadership can empower educators to maintain their passion for teaching and create a conducive learning environment (Flook et al., 2013; Jennings & Greenberg, 2009). By practicing mindfulness, teachers can improve their emotional regulation, reducing stress and enhancing well-being. This translates into better student engagement and academic performance (Roeser et al., 2012), ultimately contributing to economic stability by nurturing capable and motivated future leaders. Technology Field The fast-paced and high-pressure nature of the technology industry can hinder individuals from fully experiencing their work and achieving well-being. Incorporating mindfulness into authentic leadership practices can support professionals in this field to find balance and purpose. By cultivating mindfulness, technology leaders can create a culture that values innovation, collaboration, and individual growth (Hawn, 2010; Kabat-Zinn, 2013). This fosters a sense of meaning and purpose among employees, leading to increased productivity, economic stability, and reduced turnover (Kuppler, 2014). Creative Arts Artists and performers often face the challenge of balancing their creative pursuits with financial stability. Mindfulness for authentic leadership can help individuals in the creative arts industry align their passion with economic success. By integrating mindfulness practices into their creative process, artists can enhance their focus, overcome self-doubt, and find new inspiration (Bayles & Orland, 2001; Kaufman & Gregoire, 2016). This can lead to the development of innovative and commercially successful artistic projects, enabling economic stability while promoting personal well-being.

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Nonprofit Sector In the nonprofit sector, leaders are driven by their passion for social change but may struggle with limited resources and high levels of stress. Mindfulness for authentic leadership can empower nonprofit leaders to navigate challenges while preserving their well-being. By practicing mindfulness, nonprofit professionals can enhance their ability to respond to complex situations with clarity and compassion (Austin, 2013). This not only improves organizational effectiveness but also fosters a sense of fulfillment and purpose, attracting and retaining talented individuals committed to the mission. Mindfulness for authentic leadership offers valuable benefits across diverse industries and professions. By integrating mindfulness practices into authentic leadership approaches, individuals can align their passion with economic stability and enhance their overall well-being. Whether in healthcare, education, technology, the creative arts, or the nonprofit sector, mindfulness supports leaders in cultivating present-moment awareness, self-reflection, and values-based decision-making. This integration contributes to the elusive triad of passion, economic stability, and wellbeing, benefiting both individuals and the organizations they serve. The following sections focus on how mindfulness and authentic leadership impact specific types of jobs.

Engineers Engineers need to be innovative and creative to address difficult, multidisciplinary challenges. However, the value of innovation and creativity is not frequently emphasized in standard engineering curricula. Therefore, engineers come into the workplace with important analytical skills, but they could struggle to “think outside the box” in regard to novel problem-solving (Sawyer, 2006). Recent research suggests that mindfulness can increase engineers’ potential for innovation by promoting divergent thinking, which yields new insights and better solutions (Chiesa & Malinowski, 2011). The goal of mindfulness practice is to increase one’s present-moment awareness of their thoughts, body, and surroundings. According to the notion behind mindfulness, if one regularly practices it, one will develop the ability to spot when one’s thoughts have strayed to the past, the future, or any other location other than their current circumstance (Keng,

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et al., 2011). When one becomes aware of this, the mindful practice is to gently and impartially guide them to bring their attention back to the present. Rational thinkers may learn a lot from this exercise (Bishop et al., 2004). Many industry titans, such as Google, are beginning to acknowledge the benefits of mindfulness. As a result of their conviction that individuals with emotional intelligence are better able to innovate, lead, and understand their coworkers, they have begun incorporating mindfulness training into their corporate culture (Gelles, 2015). These benefits help workers across all divisions show up to work rested and better mentally prepared, with improved tolerance and a greater sense of tranquility (Burton et al., 2010). A worker’s effectiveness is significantly impacted by their mental health, particularly in a demanding job such as engineering (Harvey et al., 2017). When engineers are less stressed, they can be more productive (Basak & Nag, 2017). Learning mindfulness skills can help reframe issues and find creative solutions because the engineering process is partly a design process. One mindful breath can help workers mentally relax, which can lead to new insights, the desire to take more risks, and the capacity to come up with better solutions (Dane & Brummel, 2014). Engineers who are mindful tend to be more creative creators. Mindfulness has been demonstrated to improve emotional intelligence, selfawareness, leadership, and communication skills while also boosting one’s willingness to take risks when looking for solutions (Baer, 2003). In addition, with the benefit of reduced stress, engineers can benefit from utilizing mindfulness techniques for all the reasons stated above.

Nurses and Healthcare Workers Burnout in new nurses is costly on a personal and professional level (Spence Laschinger et al., 2009). There has not been any research on the combined impact of authentic leadership, person-job fit within areas of work–life, and occupational coping self-efficacy on burnout and emotional wellness in new nurses. Authentic leaders may have a significant impact on improving working conditions for new nurses and boosting their self-esteem, so they can handle the demands of the job and avoid burnout and poor mental health (Avolio et al., 2004). The creation of person-job fit may support the development of authentic leadership qualities in supervisors, elevating

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occupational self-efficacy and the well-being of new nurses (Laschinger et al., 2015). Authentic leaders develop relational social capital among newly graduated nurses by designing structurally empowered work cultures, which has a favorable impact on retention and health outcomes (Read & Laschinger, 2015). Most participants were women who worked full-time in critical care, surgery, or medicine. The link between real leadership and nurses’ relational social capital had an adverse impact on mental health symptoms and a favorable impact on job satisfaction (Read & Laschinger, 2015). Looking at theoretical models linking authentic leadership with nurses’ trust in their manager, work engagement, voice behavior, and perceived unit care quality can be quite revealing. Authentic leadership is a style of leadership that helps build trust and healthier work environments (Wang & Hsieh, 2013). This is because of the special attention given to honesty, integrity, and high ethical standards in the development of leader–coworker relationships in a healthcare context when leaders adopt an authentic leadership style. Wong et al. (2010) conducted a random sample of 280 (48% response rate) registered nurses working in acute care hospitals in Ontario. According to their study, authentic leadership significantly and positively influenced staff nurses’ trust in their manager and work engagement, which in turn predicted voice behavior and perceived unit care quality. Voice refers to how much the nurses were able to contribute to the decision-making process and their contributions were recognized. It should be noted that the nursing profession is largely dominated by women, so the question of having a voice is a major diversity issue for women-dominated professions (Eagly & Karau, 2002) that authentic leadership can help mitigate. Authentic leadership and trust in the manager can play a role in fostering trust, work engagement, voice behavior, and perceived quality of care in a healthcare environment (Hu, 2022). One can conclude that nursing leaders can improve care quality and workplace conditions by paying attention to facilitating genuine and positive relationships with their staff. Hu investigate the relationships among authentic leadership, psychological capital, organizational citizenship behavior, and employee wellbeing in Taiwan’s semiconductor industry (Hu, 2022). Their findings suggest that authentic leadership can positively affect employee well-being and organizational citizenship behavior. These results can be extrapolated

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to a healthcare environment and suggest nursing leaders can improve care quality and workplace conditions through positive relationships with their staff.

Middle Managers: Stuck in the Middle The following discussion shows how mindfulness for authentic leadership can support middle managers in effectively dealing with both frontline workers and upper management, as they often struggle with being “stuck in the middle.” Enhancing Interpersonal Capabilities Middle managers play a crucial role in organizations, as they are positioned between frontline workers and upper management. This intermediary position presents unique challenges, including the need to navigate conflicting priorities, foster collaboration, and effectively communicate across hierarchical levels (Shirey et al., 2015). Mindfulness, when integrated into authentic leadership practices, holds promise for enhancing the interpersonal capabilities of middle managers in bridging the gap between these two groups. Bridging Communication Gaps Mindfulness practices can enhance middle managers’ ability to communicate effectively with frontline workers and upper management. By cultivating mindfulness, middle managers develop present-moment awareness, which enables them to listen actively, empathize, and respond appropriately to the needs and concerns of both groups (Yaffe et al., 2020). Mindfulness-based interventions have been shown to enhance communication skills, including active listening, open-mindedness, and empathy, thereby strengthening relationships and promoting a positive work environment (Barnard et al., 2017). Conflict Resolution and Collaboration Middle managers often find themselves mediating conflicts and fostering collaboration between frontline workers and upper management. Mindfulness can support middle managers in approaching conflicts with

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equanimity and promoting constructive resolution (Fotohabadi & Kelly, 2018). Through mindfulness practices, middle managers develop emotional regulation skills, enabling them to manage their own reactions and create a safe space for open dialog and understanding (Hafenbrack et al., 2022). This fosters a culture of collaboration, trust, and mutual respect, contributing to improved team dynamics and organizational outcomes. Building Trust and Credibility Authentic leadership can help middle managers build trust and credibility with both frontline workers and upper management. By embodying authenticity and self-awareness, mindful middle managers exhibit congruence between their values and actions, instilling confidence and trust among their subordinates and superiors (Carmeli et al., 2015). Mindfulness practices facilitate self-reflection and self-regulation, enabling middle managers to align their behavior with organizational values and effectively navigate power dynamics, thereby enhancing their interpersonal influence (Morin et al., 2018). Enhancing Employee Engagement and Well-Being Mindfulness-based interventions have been linked to improved employee engagement and well-being. By practicing mindfulness, middle managers can create a supportive work environment that recognizes the contributions of frontline workers and fosters their sense of purpose (Khatri, 2021). Mindful middle managers also model self-care and work–life balance, which can positively influence the well-being and job satisfaction of both frontline workers and upper management (Yaffe et al., 2020). Overcoming Role Ambiguity and Stress Middle managers often face role ambiguity and high levels of stress due to their complex position (Mintzberg, 1975). Mindfulness practices can help middle managers develop resilience and cope with the demands of their role. By cultivating mindfulness, middle managers gain clarity, adaptability, and a nonjudgmental perspective that can help them navigate ambiguous situations and make sound decisions (Hafenbrack et al., 2022). Mindfulness also promotes self-care, reducing stress levels and

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improving overall well-being, which in turn enhances their capacity to effectively manage interpersonal relationships (Good et al., 2016). Mindfulness for authentic leadership offers middle managers a set of valuable tools to enhance their interpersonal capabilities in bridging the gap between frontline workers and upper management. By integrating mindfulness practices, middle managers can improve communication, foster collaboration, build trust, enhance employee engagement and wellbeing, and overcome role ambiguity and stress. These benefits ultimately contribute to creating meaning and well-being, as well as organizational effectiveness.

Harnessing Emotions for Creative Thinking and Adaptive Strategies Regardless of the industry or job, a leader’s emotions play a significant role in decision-making, problem-solving, and innovation within organizational contexts (George, 2000). Mindfulness for authentic leadership offers a framework for leaders to harness emotions effectively, enabling them to engage in more creative thinking and develop strategies that align with the ever-changing demands of the moment. This section discusses how mindfulness for authentic leadership can facilitate the utilization of emotions as catalysts for creative thinking and the development of adaptive strategies, drawing on scholarly research to provide insights and perspectives. Emotional Awareness and Regulation Mindfulness practices cultivate emotional awareness and regulation skills in leaders, enabling them to recognize and manage their emotions effectively (Hülsheger et al., 2013). By developing the capacity to observe and acknowledge their emotions without judgment, leaders can prevent emotional biases from hindering creative thinking and strategic decisionmaking (Audenaert et al., 2021). Mindful leaders are better equipped to embrace and utilize their emotions as sources of insight, fueling creative problem-solving and strategy development (Dane & Brummel, 2014).

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Emotional Energy and Inspiration Emotions can serve as powerful sources of energy and inspiration for creative thinking and strategic planning (Isen et al., 1987). Mindfulness allows leaders to tap into their emotional states and leverage them to generate innovative ideas and approaches (Hafenbrack et al., 2014). Emotionally attuned leaders can identify and channel positive emotions, such as enthusiasm or passion, to fuel their creative thinking and inspire their teams (Acar-Burkay et al., 2021). This emotional energy can drive the development of strategies that are adaptive and responsive to the dynamic nature of their environment. Empathy and Emotional Intelligence Mindfulness practices enhance empathy and emotional intelligence in leaders, fostering a deeper understanding of others’ perspectives and emotions (Good et al., 2016). This empathetic understanding allows leaders to recognize and leverage the emotions of their team members and stakeholders (Goleman, 1998). By creating a psychologically safe environment that values emotional expression and diverse viewpoints, mindful leaders can tap into the collective wisdom and creativity of their teams (Bastos & Barsade, 2020). This promotes the co-creation of strategies that are grounded in a comprehensive understanding of the context and the emotions involved. Adaptive Decision-Making Mindfulness for authentic leadership supports leaders in adapting their strategies to meet the ever-changing demands of the moment. Mindful leaders are more attuned to emerging emotions and shifting dynamics, allowing them to make timely and adaptive decisions. By integrating mindfulness practices, leaders develop the ability to regulate their own emotional responses and facilitate emotional regulation in their teams (Xie, 2022). This enables them to navigate uncertainty and complexity with greater agility, fostering a culture of adaptability and innovation.

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Embracing Failure and Learning Mindfulness cultivates a mindset of curiosity, openness, and nonjudgment, enabling leaders to embrace failure as an opportunity for learning and growth. Mindful leaders view failures and setbacks as valuable sources of feedback and adjust their strategies accordingly (Simonsson & Heide, 2018). By acknowledging and working through negative emotions associated with failure, mindful leaders can tap into their inherent resilience and utilize their emotions as catalysts for iterative thinking and continuous improvement. Looking at these four dimensions, it is suggested that mindfulness for authentic leadership empowers leaders to harness their emotions effectively, catalyzing more creative thinking and facilitating the development of strategies that meet the moment. Through emotional awareness and regulation, mindful leaders can leverage emotions as sources of inspiration and energy (Sutcliffe et al., 2016). By nurturing empathy and emotional intelligence, they can harness the collective wisdom of their teams (Boyatzis, 2013). Additionally, mindfulness enables adaptive decision-making and fosters a mindset that embraces failure as a learning opportunity. By integrating mindfulness practices, leaders can unlock the full potential of their emotions to drive innovation and adaptability within their organizations.

Embracing a Wise Mind: Integration of Rational and Intuitive Thinking In the context of leadership and decision-making, the integration of rational and intuitive thinking is crucial for embracing a wise mind. Mindfulness for authentic leadership offers a framework for managers, workers, and leaders to cultivate this integration, enabling them to make wellinformed and intuitive decisions. Mindfulness for authentic leadership can facilitate the embrace of a wise mind, as shown in the below discussion. Rational Mind—Cognitive Clarity and Analysis The rational mind is associated with cognitive clarity, analytical thinking, and logical decision-making. Mindfulness practices enhance cognitive processes, such as attentional control and cognitive flexibility, which

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support rational thinking (Hökkä et al., 2019). By cultivating mindfulness, managers, workers, and leaders can develop a focused and clear mindset, enabling them to analyze data, evaluate options, and consider the rational aspects of decision-making. Intuitive Mind—Emotional Intelligence and Gut Feelings The intuitive mind is linked to emotional intelligence, gut feelings, and holistic understanding. Mindfulness for authentic leadership nurtures emotional awareness and empathy, enhancing intuitive thinking (Carmeli et al., 2014). By practicing mindfulness, individuals develop the capacity to access and trust their intuition, recognizing and utilizing emotional cues and nonverbal signals (Sisk & Torrance, 2001). This intuitive insight can provide valuable guidance and inform decision-making beyond the limitations of rational analysis. Wise Mind Integration Balancing rationality and intuition mindfulness for authentic leadership fosters the integration of the rational and intuitive minds, facilitating a wise mind approach to decision-making. By cultivating mindfulness, managers, workers, and leaders develop the ability to balance and harmonize rational and intuitive thinking. This integration allows for a comprehensive understanding of complex situations, enabling individuals to make decisions that align with both cognitive analysis and intuitive insights (Morin et al., 2018). Enhancing Creativity and Innovation The embrace of a wise mind through mindfulness for authentic leadership enhances creativity and innovation within organizations. The integration of rational and intuitive thinking promotes novel perspectives, breakthrough ideas, and transformative solutions (Hafenbrack et al., 2022). Mindful leaders create an environment that values and encourages diverse thinking styles, allowing for the exploration of rational analysis and intuitive insights in problem-solving processes (Barnard et al., 2017).

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Developing Adaptive Decision-Making A wise mind approach nurtures adaptive decision-making by considering both rational and intuitive inputs in dynamic contexts. Mindfulness practices enhance self-awareness and self-reflection, enabling individuals to align their decision-making with personal values, organizational goals, and situational demands (Khatri, 2021). By integrating mindfulness into authentic leadership, managers, workers, and leaders can respond flexibly and adaptively to changing circumstances, leveraging both rationality and intuition to make informed decisions.

Conclusion Mindfulness for authentic leadership offers a path to embrace a wise mind by integrating rational and intuitive thinking. By cultivating mindfulness, managers, workers, and leaders develop cognitive clarity and emotional intelligence, enabling them to balance rational analysis and intuitive insights. This integration facilitates creativity, innovation, and adaptive decision-making, leading to well-informed and holistic choices. By incorporating mindfulness practices, individuals and organizations can embrace a wise mind approach, harnessing the strengths of both rationality and intuition for effective leadership and decision-making.

Case Study: Steve Jobs’ Integration of East and West---A Mindful Approach to Authentic Leadership Steve Jobs, the co-founder of Apple Inc., is widely recognized for his visionary leadership and the transformative impact of Apple’s products on technology and society. Jobs’ approach to innovation and leadership was characterized by a unique integration of Eastern wisdom and Western rationality, which contributed to Apple’s economic triumph and his core contributions to advancing humanity through technology. This integration can be seen as aligned with the principles of mindfulness for authentic leadership.

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Eastern Wisdom—Intuitive and Holistic Thinking Steve Jobs’ early travels to India in his early 20s exposed him to Eastern philosophies, including Buddhism and meditation practices. These experiences influenced his perspective on intuitive and holistic thinking. Eastern traditions emphasize non-dualistic and non-linear approaches to problemsolving and decision-making, valuing the intuitive insights that arise from mindfulness and present-moment awareness (Guohui & Eppler, 2008). Jobs integrated these elements into his leadership approach, valuing intuition and the “gut feeling” in guiding product development and design. One example of Job’s holistic approach was he would often propose a lengthy two-hour walk, usually in Palo Alto to talk over a technical or strategic problem with a colleague. This mindful approach allows for the integration of the rational, intuitive, and emotional aspects to find optimal business solutions. Western Rationality—Focus on User Experience and Innovation Jobs also embraced the Western rational approach to innovation and business. He recognized the importance of user experience, aesthetics, and the integration of technology with human needs. Western traditions of rationality and logical thinking influenced his emphasis on usability and simplicity in Apple’s products (Hamel, 2012). Jobs’ commitment to a rational approach was evident in his attention to detail and the relentless pursuit of excellence in design and functionality. Integration of East and West—A Mindful Approach to Authentic Leadership The integration of Eastern wisdom and Western rationality in Steve Jobs’ leadership style exemplifies a mindful approach to authentic leadership. Mindfulness for authentic leadership emphasizes the cultivation of selfawareness, openness, and the ability to balance rationality and intuition. Jobs’ ability to draw from both traditions allowed him to tap into his intuition and envision revolutionary products while also applying rational thinking to drive innovation and meet market demands. One of Job’s favorite gifts was to give Yogananda’s (1946) book, “Autobiography of a Yogi,” to his colleagues to introduce them to Eastern philosophy and spirituality and this was a book he made a point of rereading each year.

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Economic Triumph of Apple—Innovation and User-Centric Design The integration of Eastern and Western approaches in Jobs’ leadership played a significant role in the economic triumph of Apple. By combining intuitive insights with a focus on user experience and innovative design, Apple products resonated with consumers on both emotional and functional levels. This approach contributed to Apple’s market success and its ability to create products that became iconic and widely adopted, such as the iPhone and MacBook. Advancement of Humanity—Impact on Technology and Society Jobs’ core contribution to the advancement of humanity through technology can be attributed to his integration of Eastern and Western traditions. Apple’s products transformed various industries, including communication, music, and personal computing. The intuitive and usercentric design combined with technological innovation brought technology closer to people’s daily lives, empowering individuals to connect, create, and express themselves in new ways. To summarize, Steve Jobs’ integration of Eastern wisdom and Western rationality exemplifies the principles of mindfulness for authentic leadership. By blending intuitive and holistic thinking with rationality and user-centric design, Jobs led Apple to economic triumph and made significant contributions to the advancement of humanity through technology. This integration allowed him to cultivate a mindful approach to authentic leadership, leveraging the strengths of both traditions to drive innovation, meet market demands, and create transformative products that continue to shape our world.

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Shanafelt, T. D., Boone, S., Tan, L., Dyrbye, L. N., Sotile, W., Satele, D., & West, C. P. (2016). Burnout and satisfaction with work-life balance among US physicians relative to the general US population. Archives of Internal Medicine, 175(2), 187–193. https://doi.org/10.1001/archinternmed.2014.3199 Shirey, Maria. R., & Connie White-Williams. (2015). Boundary spanning leadership practices for population health. The Journal of Nursing Administration, 45(9), 411–415. Sisk, D. A., & Torrance, E. P. (2001). Spiritual intelligence: Developing higher consciousness. Simonsson, C., & Heide, M. (2018). How focusing positively on errors can help organizations become more communicative: An alternative approach to crisis communication. Journal of Communication Management, 22(2), 179–196. Spence Laschinger, H. K., Leiter, M., Day, A., & Gilin, D. (2009). Workplace empowerment, incivility, and burnout: Impact on staff nurse recruitment and retention outcomes. Journal of Nursing Management, 17 (3), 302–311. Sutcliffe, K. M., Vogus, T. J., & Dane, E. (2016). Mindfulness in organizations: A cross-level review. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 55–81. https://doi.org/10.1146/annurev-orgpsych041015-062539 Tolentino, L. R., Lajom, J. A. L., Sibunruang, H., & Garcia, P. R. J. M. (2022). The bright side of loving your work: Optimism as a mediating mechanism between work passion and employee outcomes. Personality and Individual Differences, 194, 111664. Tugade, M. M., & Fredrickson, B. L. (2007). Regulation of positive emotions: Emotion regulation strategies that promote resilience. Journal of Happiness Studies, 8(3), 311–333. https://doi.org/10.1007/s10902-006-9015-4 Wang, D. S., & Hsieh, C. C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality: an International Journal, 41(4), 613–624. Wong, C. A., Spence Laschinger, H. K., & Cummings, G. G. (2010). Authentic leadership and nurses’ voice behavior and perceptions of care quality. Journal of Nursing Management, 18(8), 889–900. Xie, L. (2022). Flow in work teams: the role of emotional regulation, voice, and team mindfulness. Current Psychology, 41(11), 7867–7877. Yogananda, P. (1946). Autobiography of a yogi. Self-Realization Fellowship. Zhang, D., Lee, E. K., Mak, E. C., Ho, C. Y., & Wong, S. Y. (2021). Mindfulness-based interventions: an overall review. British Medical Bulletin, 138(1), 41–57.

CHAPTER 13

Remote Work and Authentic Leadership

Character traits and impacts of authentic leadership can easily translate into remote job scenarios, as well (Turkay & Tirthali, 2010). Remote work trends and expectations have shifted since the first quarter of 2020, due in large part to COVID-19 restrictions. Employers were not prepared for their entire workforce to suddenly work from home, but thanks to technology and innovation, many employers are reaping the benefits to this day. An increasing number of employers around the world are embracing flexible schedules for their remote teams, resulting in new remote work trends and more remote work options. According to Global Workplace Analytics, by 2021, 25–30% of the workforce will be working remotely (Stanley, 2022) and the trend continues strongly.

What Workers Say About the Work from Home (WFH) Movement Ten thousand employees polled by the University of Chicago’s Bolisani et al. said they were just as productive working from home as they were in the office (Bolisani et al., 2020). Thirty percent of those polled said they were more productive and engaged when they worked from home. From the middle of March 2020 to the middle of September 2020, this

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same survey team calculated that commuting time was reduced by 62.4 million hours per day, for a total time savings of over 9 billion hours. According to a recent Owl Labs report (Owl Labs, 2021), 55% of respondents work more hours remotely than in the physical office. According to the same study, only 36% of people believe the office is best suited for individual work. Thirty-two percent of those polled by Owl Labs said they would quit their jobs if they could not work remotely.

Effects of the COVID-19 Pandemic on WFH In the United States, the labor force peaked at 164.6 million people in February 2020, just before the COVID-19 pandemic began in earnest. According to remote worker statistics at that time, more than 4.7 million people in the United States worked remotely at least half of the time, just 44% of companies allowed remote work, and only 16% hired remote-only workers (Owl Labs, 2021). According to a recent Owl Labs study, 16% of companies worldwide are now fully remote. According to the same study, approximately 62% of workers aged 22 to 65 claim to work remotely at least occasionally. This study also discovered that 44% of companies do not allow any kind of remote work (Owl Labs, 2021). The following statistics illustrate the evolution of work-related changes: • Commuting saves remote employees an average of 40 minutes per day. • People have been meeting via video calls 50% more since COVID-19 in 2020. • During COVID-19, nearly 70% of full-time workers worked from home. • After COVID-19, 92% of those polled expect to work from home at least one day per week, and 80% expect to work from home at least three days per week. • 23% of those polled said they would take a 10% pay cut to work from home full-time. • People saved nearly $500 per month (nearly $6,000 annually) on average by staying at home during COVID-19. • Only 20–25% of businesses pay a portion of the cost for home office equipment and furnishings.

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• Eighty-one percent of those polled believe their employer will continue to support remote work after COVID-19. • Fifty-nine percent said they would prefer an employer that offered remote work over one that did not. A Stanford study discovered that allowing employees to work from home improved their performance by 22% (Bloom et al., 2015). Mercer, a human resources and workplace benefits consulting firm, polled 800 employers. Since employees began working from home, 94% of these employers reported that work productivity has remained constant or increased (Allen & Vardaman, 2021). An Owl Labs survey report indicates that remote workers are happier and stay in their jobs longer (Owl Labs, 2021). They also discovered that workers who worked from home were 22% happier than workers who always worked in an onsite office environment. Remote workers reported less stress, increased focus, and a better work–life balance. Remote workers also worked 43% more hours per week than workers who never worked remotely. Black Swan Theory, also known as the Theory of Black Swan Events, is a metaphor that describes an unexpected event that has a significant impact and is frequently inappropriately rationalized after the fact with the benefit of hindsight (Nafday, 2009). The WFH phenomenon imposed by the pandemic is a Black Swan Event that has forever changed our expectations of workplace behavior, and remote work and hybrid options are greatly expanded as a result. Therefore, it is imperative that we understand how different styles of leadership work and impact social capital in these different contexts (Sandefur & Laumann, 1998).

Mindfulness for Authentic Leadership in Remote and Hybrid Work Environments The widespread shift to remote and hybrid work arrangements has transformed the nature of work, presenting new challenges and opportunities for organizations (Bailey & Kurland, 2002). In this context, mindfulness for authentic leadership can play a crucial role in enhancing leaders’ ability to navigate these challenges and foster employee well-being and productivity (Nikoli´c et al., 2020). The following discussion highlights the

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effectiveness of mindfulness for authentic leadership in remote and hybrid work settings, drawing on empirical research and theoretical perspectives. Mindfulness, characterized by a nonjudgmental, present-moment awareness of one’s thoughts, feelings, and sensations (Kabat-Zinn, 1994), has been associated with increased self-awareness, self-regulation, and emotional intelligence (Brown & Ryan, 2003). Authentic leadership, comprising self-awareness, relational transparency, balanced processing of information, and an internalized moral perspective (Walumbwa et al., 2008), can be supported by mindfulness practices. In remote and hybrid work environments, leaders face unique challenges, such as maintaining effective communication, fostering a sense of belonging, and supporting employee well-being (Bailey & Kurland, 2002). Mindful authentic leaders can address these challenges by applying self-awareness, relational transparency, and balanced processing of information to create a supportive and inclusive work environment (Walumbwa et al., 2008). One critical aspect of remote and hybrid work is effective communication. Research has shown that remote employees may experience feelings of isolation and disconnection from their colleagues and leaders (Golden et al., 2008). Mindful authentic leaders can mitigate these challenges by fostering a culture of open communication and empathy (Reb et al., 2014). By being self-aware and emotionally intelligent, they can adapt their communication styles to the needs of their remote employees, ensuring that they feel connected and supported (Brown & Ryan, 2003). In addition, remote and hybrid work arrangements may exacerbate work–life balance challenges, as employees may struggle to establish boundaries between their personal and professional lives (Allen et al., 2015). Mindful authentic leaders can support employee well-being by modeling healthy work–life balance practices and encouraging employees to set boundaries and prioritize self-care (Lee, 2000). This approach can contribute to reduced employee stress and burnout, promoting overall well-being and productivity (Walumbwa et al., 2008). However, mindfulness for authentic leadership in remote and hybrid work settings may not be equally effective for all leaders and employees. Individual differences in personality, communication preferences, and working styles may influence the extent to which mindfulness practices are embraced and integrated into leadership practices (Giluk, 2009). Furthermore, the effectiveness of mindfulness for authentic leadership may be

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influenced by organizational factors, such as culture, structure, and available resources for supporting remote and hybrid work (Bailey & Kurland, 2002; Nikbakhsh, 2022). Thus, mindfulness for authentic leadership offers a promising approach to addressing the unique challenges of remote and hybrid work environments. By enhancing self-awareness, emotional intelligence, and ethical decision-making, mindful authentic leaders can foster a supportive and inclusive work environment that promotes employee well-being and productivity. Further research is needed to explore the individual and organizational factors that may influence the effectiveness of mindfulness for authentic leadership in remote and hybrid work settings.

Impact of the COVID-19 Pandemic on Women: Juggling Childcare, Education, and Work Responsibilities The COVID-19 pandemic had a profound impact on families globally, with widespread school closures, remote work arrangements, and the need for increased childcare responsibilities (Van Lancker & Parolin, 2020). Women, in particular, were disproportionately affected by these changes, often facing the challenge of juggling their professional roles, supervising children’s education, and managing household responsibilities (Alon et al., 2020). The following discussion focuses on the problems women experienced during the pandemic, drawing on empirical research and highlighting the gendered implications of these challenges. As schools and childcare centers closed due to the pandemic, many parents found themselves responsible for their children’s education and care during the day (Van Lancker & Parolin, 2020). Research has shown that women often bear the brunt of these increased responsibilities, as they are more likely to take on the role of primary caregivers and educators for their children (Craig & Churchill, 2021). This gendered division of labor may exacerbate existing gender inequalities in the labor market and within households, as women struggle to balance their professional and caregiving roles (Alon et al., 2020). In addition to managing their children’s education, many women have had to navigate the challenges of remote work, including participating in Zoom calls and managing their professional responsibilities (Kniffin et al., 2021). The need to be constantly available for virtual meetings and

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to maintain productivity while managing childcare and household tasks can lead to increased stress, anxiety, and burnout among women (Brenan, 2020). This “double burden” of work and family responsibilities may have detrimental effects on women’s mental health, job satisfaction, and career advancement opportunities (Wang et al., 2022). Moreover, the pandemic highlighted the gendered nature of work and the persistent undervaluing of caregiving and domestic labor (Folbre, 2020). As women face the additional burden of managing their children’s education, they may experience a heightened sense of guilt and inadequacy, feeling as though they are failing both as parents and as professionals (Adams et al., 2021). This psychological toll may have long-term implications for women’s well-being and their ability to fully participate in the labor market (Alon et al., 2020). The COVID-19 pandemic exacerbated existing gender inequalities, as women were disproportionately affected by the increased demands of childcare, education, and remote work. The challenges women face in balancing these responsibilities may have significant implications for their mental health, job satisfaction, and career advancement. Policymakers, employers, and society must recognize and address these gendered impacts of the pandemic to promote more equitable outcomes and support women in navigating these unprecedented challenges.

Improving the WFH Experience for Women Through Mindfulness for Authentic Leadership As discussed, the COVID-19 pandemic disproportionately affected women, with increased caregiving and educational responsibilities, as well as challenges in remote work (Alon et al., 2020). Mindfulness for authentic leadership, characterized by self-awareness, relational transparency, balanced processing of information, and an internalized moral perspective (Walumbwa et al., 2008), offers a potential approach for managers to alleviate some of the problems experienced by women during the pandemic. This present author believes lessons learned from the pandemic can be applied to today’s WFH issues. The following discussion shows how mindful authentic leadership can contribute to improving the WFM experience for women, drawing on empirical research and theoretical perspectives. A key aspect of mindful authentic leadership is self-awareness, which allows leaders to recognize their own biases and assumptions, as well

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as the unique needs and concerns of their employees (Brown & Ryan, 2003). By understanding the specific challenges women face working from home, mindful authentic leaders can develop targeted strategies to support their female remote employees (Terzimehi´c et al., 2019). For instance, they can offer flexible work arrangements, recognizing that women may need to balance professional responsibilities with caregiving and educational roles (Kniffin et al., 2021). Another important dimension of mindful authentic leadership is relational transparency, which involves open and honest communication with employees (Walumbwa et al., 2008). By fostering a culture of empathy and understanding, mindful authentic leaders can create a supportive environment in which women feel comfortable discussing their WFH-related struggles and seeking assistance when needed (Lee, 2000). This open communication can help managers identify the specific needs of their female employees and collaboratively develop solutions to address their challenges. Balanced processing of information is another essential aspect of mindful authentic leadership (Walumbwa et al., 2008). In the current context of working from home (much like during the pandemic), this can involve considering both the professional and personal challenges faced by women and making informed decisions that prioritize employee wellbeing. For example, mindful authentic leaders may recognize the need to provide additional resources and support for female employees, such as mental health services or additional paid leave (Wang et al., 2022). Finally, the internalized moral perspective of mindful authentic leadership can guide managers in making ethical decisions that consider the long-term implications of their actions for gender equality and social justice (Walumbwa et al., 2008). By prioritizing the well-being of female employees during the pandemic and beyond, mindful authentic leaders can contribute to a more equitable and inclusive work environment that supports the career advancement and well-being of women. Overall, mindfulness for authentic leadership offers a promising approach for managers to address the unique challenges faced by women in a remote work environment. By promoting self-awareness, relational transparency, balanced processing of information, and an internalized moral perspective, mindful authentic leaders can create a supportive and inclusive work environment that recognizes and addresses the needs of female employees. Further research is needed to explore the practical

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applications of mindfulness for authentic leadership in the context of WFH and to assess its impact on organizational outcomes and gender equality.

Flexible, Inclusive, and Humanistic Leadership in Remote Work Settings: A Contrast with Traditional Autocratic Approaches As discussed, remote work arrangements have gained widespread adoption, particularly during the COVID-19 pandemic, prompting a shift in leadership styles to adapt to the changing nature of work (Bailey & Kurland, 2002). Companies that embrace remote work tend to exhibit more flexible, inclusive, and humanistic leadership styles, which are more compatible with mindfulness for authentic leadership (Lee, 2000). In contrast, organizations that insist on in-person work may be more likely to adhere to traditional autocratic approaches (Yang et al., 2022). It is worthwhile to examine these two leadership styles, drawing on empirical research and theoretical perspectives. Flexible, inclusive, and humanistic leadership in remote work settings involves empowering employees to make decisions, fostering open communication, and prioritizing employee well-being (Bailey & Kurland, 2002; Keng et al., 2011). These leadership practices align with the principles of mindfulness for authentic leadership, which emphasizes selfawareness, relational transparency, balanced processing of information, and an internalized moral perspective (Walumbwa et al., 2008). By adopting a more empathetic and inclusive approach, leaders in remote work settings can support employees in managing their work–life balance and achieving their full potential (Lee, 2000). In contrast, organizations that require employees to work in person may be more likely to adopt traditional autocratic leadership styles. Autocratic leaders tend to centralize decision-making, prioritize organizational goals over employee well-being, and enforce strict control over employees (Bass & Bass, 2008; Sorenson, 2000). This approach may undermine employee autonomy and stifle creativity, ultimately leading to lower job satisfaction and employee engagement (Chen & Aryee, 2007). Mindfulness for authentic leadership, as a more flexible, inclusive, and humanistic leadership style, can contribute to improved organizational outcomes in remote work settings. Research has shown that authentic

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leadership is positively associated with employee well-being, job satisfaction, and organizational commitment (Walumbwa et al., 2008). By fostering a supportive work environment and prioritizing employee wellbeing, mindful authentic leaders can enhance employee performance and promote a more positive organizational culture (Lee, 2000). Overall, companies that embrace remote work tend to adopt more flexible, inclusive, and humanistic leadership styles, which are compatible with mindfulness for authentic leadership. These leadership practices prioritize employee well-being and empowerment, contributing to improved organizational outcomes. In contrast, organizations that insist on in-person work may be more likely to adhere to traditional autocratic leadership styles, which can have negative consequences for employee well-being and job satisfaction. Total or partial WFH is here to stay, as it benefits workers and employers. Embracing a more mindful authentic leadership approach in both remote and hybrid work settings of today and tomorrow can support employees in achieving their full potential and contribute to a more positive organizational culture.

References Adams, E. L., Smith, D., Caccavale, L. J., & Bean, M. K. (2021). Parents are stressed! Patterns of parent stress across COVID-19. Frontiers in Psychiatry, 12, 626456. Alon, T., Doepke, M., Olmstead-Rumsey, J., & Tertilt, M. (2020). The impact of COVID-19 on gender equality (NBER Working Paper No. 26947). National Bureau of Economic Research. Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40–68. https://doi.org/10.1177/152910061559 3273 Allen, D. G., & Vardaman, J. M. (2021). Global talent retention: Understanding employee turnover around the world. In Global Talent Retention: Understanding Employee Turnover Around the World (pp. 1–15). Emerald Publishing Limited. Bailey, D. E., & Kurland, N. B. (2002). A review of telework research: Findings, new directions, and lessons for the study of modern work. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 23(4), 383–400.

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Bass, B. M., & Bass, R. (2008). The bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster. Bloom, N., Liang, J., Roberts, J., & Ying, Z. J. (2015). Does working from home work? Evidence from a Chinese experiment. The Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/qje/qju032 Bolisani, E., Scarso, E., Ipsen, C., Kirchner, K., & Hansen, J. P. (2020). Working from home during COVID-19 pandemic: Lessons learned and issues. Management & Marketing. Challenges for the Knowledge Society, 15(s1), 458–476. Brenan, M. (2020). U.S. workers discovering affinity for remote work. Gallup. Retrieved July 8, 2023 from https://news.gallup.com/poll/306695/wor kers-discovering-affinity-remote-work.aspx Brown, K. W., & Ryan, R. M. (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology, 84(4), 822–848. https://doi.org/10.1037/0022-3514.84.4.822 Chen, Z. X., & Aryee, S. (2007). Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal, 50(1), 226–238. Craig, L., & Churchill, B. (2021). Dual-earner parent couples’ work and care during COVID-19. Gender, Work & Organization, 28(S1), 66–79. Folbre, N. (2020). The rise and decline of patriarchal systems: An intersectional political economy. Verso Books. Giluk, T. L. (2009). Mindfulness, Big Five personality, and affect: A metaanalysis. Personality and Individual Differences, 47 (8), 805–811. https://doi. org/10.1016/j.paid.2009.06.026 Golden, T. D., Veiga, J. F., & Dino, R. N. (2008). The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? Journal of Applied Psychology, 93(6), 1412. Kabat-Zinn, J. (1994). Wherever you go, there you are: Mindfulness meditation in everyday life. Hyperion. Keng, S. L., Smoski, M. J., & Robins, C. J. (2011). Effects of mindfulness on psychological health: A review of empirical studies. Clinical Psychology Review, 31(6), 1041–1056. Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., Bamberger, P., Bapuji, H., Bhave, D. P., Choi, V. K., Creary, S. J., Demerouti, E., Flynn, F. J., Gelfand, M. J., Greer, L. L., Johns, G., Kesebir, S., Klein, P. G., Young Lee, S., & Vugt, M. V. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63–77.

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Lee, H. R. (2000). An empirical study of organizational justice as a mediator of the relationships among leadermember exchange and job satisfaction, organizational commitment, and turnover intentions in the lodging industry. Virginia Polytechnic Institute and State University. Nafday, A. M. (2009). Strategies for managing the consequences of black swan events. Leadership and Management in Engineering, 9(4), 191–197. Nikbakhsh, N. (2022). Assesing the impact of authentic leadership and the conflict management on the performance of remote-working employees: The example of software/online platform development companies. Tallinn University of Technology. Nikoli´c, G., Kvasic, S. G., & Grbic, L. (2020). The development of authentic leadership theory. In PAR International Scientific and Professional Leadership Conference High Impact Leadership. UDK, 5(159.9), 189–176. Owl Labs. (2021). State of remote work 2021. Retrieved October 20, 2021, from https://www.owllabs.com/state-of-remote-work/2021 Philibert, C. T., & Slade, A. (2022). Everyday SEL in the virtual classroom: Integrating social emotional learning and mindfulness into your remote and hybrid settings. Routledge. Reb, J., Narayanan, J., & Ho, Z. W. (2014). Mindfulness at work: Antecedents and consequences of employee awareness and absent-mindedness. Mindfulness, 5(4), 369–381. https://doi.org/10.1007/s12671-012-0131-9 Sandefur, R. L., & Laumann, E. O. (1998). A paradigm for social capital. Rationality and Society, 10(4), 481–501. Terzimehi´c, N., Häuslschmid, R., Hussmann, H., & Schraefel, M. C. (2019, May). A review & analysis of mindfulness research in HCI: Framing current lines of research and future opportunities. In Proceedings of the 2019 CHI Conference on Human Factors in Computing Systems (pp. 1–13). Turkay, S., & Tirthali, D. (2010). Youth leadership development in virtual worlds: A case study. Procedia—Social and Behavioral Sciences, 2(2), 3175– 3179. https://doi.org/10.1016/j.sbspro.2010.03.480 Sorenson, R. L. (2000). The contribution of leadership style and practices to family and business success. Family Business Review, 13(3), 183–200. Stanley, L. (2022). Global workplace analytics. (n.d.). Latest Work-at-Home/ Telecommuting/Mobile Work/Remote Work Statistics. Retrieved October 20, 2021, from https://globalworkplaceanalytics.com/telecommuting-statis tics Van Lancker, W., & Parolin, Z. (2020). COVID-19, school closures, and child poverty: A social crisis in the making. The Lancet Public Health, 5(5), e243– e244.

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Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theorybased measure. Journal of Management, 34(1), 89–126. https://doi.org/10. 1177/0149206307308913 Wang, H., Zhang, H., Xie, J., & Zheng, J. (2022). Seeing the big picture during the COVID-19 pandemic: The spillover effects of visionary leadership on employees’ work-to-family conflict. Current Psychology, 1–12. Yang, L., Holtz, D., Jaffe, S., Suri, S., Sinha, S., Weston, J., & Teevan, J. (2022). The effects of remote work on collaboration among information workers. Nature Human Behaviour, 6(1), 43–54.

CHAPTER 14

Artificial Intelligence and Authentic Leadership

The subfield of computer science called artificial intelligence (AI) focuses on creating intelligent, human-like computer systems. This area could be greatly aided by infusing an authentic leadership perspective on those who are designing and managing these systems. The present book argues that machine learning, computer vision, and robotics are just a few of the technological topics that AI influences and which would benefit greatly from the moral and emotional intelligence perspective of authentic leadership.

Mindfulness for Authentic Leadership and Its Role in Addressing the Risks to Humanity and Social Justice of Artificial Intelligence Artificial intelligence (AI) has the potential to revolutionize various aspects of society, including healthcare, transportation, and communication (Bostrom & Yudkowsky, 2014). However, the rapid development and deployment of AI also present significant risks to humanity and social justice, such as job displacement, biased algorithms, and unintended consequences (Cath et al., 2018). Mindfulness for authentic leadership can play a crucial role in mitigating these risks by promoting self-awareness, ethical decision-making, and an inclusive approach to AI development and implementation (Walumbwa et al., 2008). © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_14

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Mindfulness, as defined by Kabat-Zinn (2003), is a mental state characterized by a nonjudgmental, present-moment awareness of one’s thoughts, feelings, and sensations. Research has shown that mindfulness can enhance self-awareness, self-regulation, and emotional intelligence (Brown & Ryan, 2003). In the context of AI, these qualities are essential for leaders to understand the implications of AI technologies for humanity and social justice and to make informed, ethical decisions regarding their development and use (Cath et al., 2018). Authentic leadership, which involves self-awareness, relational transparency, balanced processing of information, and an internalized moral perspective (Walumbwa et al., 2008), can be supported by mindfulness practices. Mindful authentic leaders are more likely to recognize the potential risks and benefits of AI technologies and make ethical decisions that prioritize long-term well-being and social justice (Reb et al., 2014). One significant risk associated with AI is job displacement, as automation may lead to unemployment or underemployment for certain workers (Frey & Osborne, 2017). Mindful authentic leaders can address this issue by engaging in balanced processing of information, considering the potential consequences of AI adoption on employees, and developing strategies for workforce retraining and support (Walumbwa et al., 2008). Another critical concern with AI is the potential for biased algorithms that perpetuate and exacerbate existing inequalities (Buolamwini & Gebru, 2018). Mindful authentic leaders can promote fairness and social justice by fostering a culture of inclusivity and diversity in AI development, ensuring that diverse perspectives are considered, and potential biases are addressed (Walumbwa et al., 2008). The unintended consequences of AI, such as the erosion of privacy and the weaponization of technology, present significant challenges for humanity (Bostrom & Yudkowsky, 2014). Mindful authentic leaders can contribute to addressing these issues by cultivating an internalized moral perspective, ensuring that ethical considerations are central to the development and deployment of AI technologies (Walumbwa et al., 2008). Mindfulness for authentic leadership offers a valuable approach to addressing the risks to humanity and social justice posed by AI. By promoting self-awareness, ethical decision-making, and an inclusive approach to AI development, mindful authentic leaders can contribute to the responsible and equitable use of AI technologies. Further research is

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needed to explore the practical applications of mindfulness in AI leadership development programs and to assess the impact of such interventions on organizational outcomes and societal change. There has been tremendous advancement in AI over the years, which has resulted in a variety of systems that can successfully perform challenging tasks, such as self-driving automobiles or robots that can make judgments and behave human-like (Baron, 2016). Therefore, as this discipline has the potential to make sweeping changes in our society and daily work and personal lives, we would do well to examine the impact from a leadership perspective. As a society, we are experiencing the rapid adoption of AI in products such as smartphones, cars, and even homes. With all of these developments, it makes sense that humans will someday rely on AI to assist them with jobs that are beyond their capacity (Brynjolfsson & Mcafee, 2017). The medical industry is one of the most prevalent examples of this. Many hospitals already employ AI to assist with duties related to diagnostic imaging and surgery. Future medical operations will likely be carried out by AI to a greater extent as the technology develops (Sharma & Bikshandi, 2020). This is true of almost every industry sector. However, as we have seen with the firing of a female AI researcher of color at Google for writing about diversity issues of AI, this can be a controversial topic that requires an examination of ethical issues and bias. Another sector where AI is also going to have a large impact is education. In the future, AI will no doubt be employed in schools to instruct students. Children might then receive a more individualized education catered to their requirements in this way. AI will probably have a large impact on how humans work, as well. AI is already being used by many businesses to assist with customer care and sales operations. More businesses will probably start utilizing AI as it grows more advanced to assist them in running their operations (Ilkka, 2018).

The Relationship Between Artificial Intelligence, Mindfulness, and Authentic Leadership Artificial intelligence (AI) is causing a major shift in our culture and way of life. However, AI’s influence on leadership is still a nascent field or a subject that has not garnered much scholarly attention. A leader is defined as having the capacity to persuade others toward the achievement of goals. After that, leaders collaborate with others to achieve

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the objectives of the organization. It is generally acknowledged that the four basic management functions are planning, organizing, leading (directing), and controlling. The fifth and sixth managerial responsibilities are staffing and coordination. All these managerial and leadership functions can and are influenced by AI, and in turn, AI will be shaped by these leadership decisions and approaches. It is the central thesis of this present book that mindfulness for authentic leadership can have a positive influence on this back-and-forth phenomenon.

Intelligence Cycle in the Digital Age The scientific field of AI allows for the creation of computer programs with intelligence comparable to human intellect. However, computer programs must be trained via machine learning (ML) techniques in the use of data to develop reasoning to accomplish this. Thanks to both AI and ML, computers can now electronically give advice to individuals and help solve difficult problems. The procedure of mimicking how humans process information, including gathering, storing, processing, and making decisions, is known as the “intelligence cycle” (Vriens, 2004). People can now more easily communicate messages and convey ideas because of the accessibility of digital technologies, especially social media platforms. People can also freely discuss their interests, accomplishments, and milestones. However, when people consider the transparency engendered by digital platforms—where their tweets, posts, photographs, videos, and messages may all be seen by others—the implications for leadership have recently increased. Companies can and do now use this mass of digital data to understand and predict how employees, customers, investors, and other stakeholders feel about this new technology and, thereby, deploy the strategies used to guarantee a smooth deployment, staff engagement, and satisfied customers. As a result, AI will have implications for employee engagement, leadership strategies, change management, and overall business culture (Wijayati et al., 2022).

Mindfulness and AI Leadership and mindfulness work as a paradigm to help researchers in the field of AI and ML identify solutions. Although Eastern and Western practices provide differing concepts about mindfulness, both aim to increase

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awareness. The cornerstone of Buddhist philosophy, mindfulness, which has Eastern roots, comprises greater attention and openness to the present (Maex, 2011). In contrast, the Western school of mindfulness began to take shape in the 1970s within the disciplines of cognitive and social psychology (Argyle & Beit-Hallahmi, 2013). Mindfulness has also been employed in mindful learning to find better ways to learn (Langer, 2000). In this way, mindfulness applications in the field of leadership support the idea of paying focused attention to one’s own leadership development, problem-solving, and self-reflection (Black et al., 2016). Resonance and authenticity are two of the primary leadership paradigms that employ the mindfulness technique (Baron, 2016). Beyond individual conceptions of mindfulness in leadership development, a more collaborative approach to mindfulness has emerged. According to this strategy, societal change results through the interconnection and mutuality of many people. By using conscious leadership tactics, a leader working with AI will have greater tools needed to assess and manage the impact of AI on the lives of others, as well as their own life. Mindfulness teaches one how to control one’s emotions, comprehend other people’s feelings, and be attentive to the present moment, especially during severely stressful situations. The rapid emergence of AI, and the AI “arms race” that has been launched because of Microsoft’s successful introduction of Chatgpt in 2023, have caused an alarming “top this” approach by other companies that could lead to reckless behavior by competitors. This level of competition in AI combined with the Silicon Valley ethos of “move fast and break things” could be hazardous to human safety and civil society, as pointed out repeatedly by the CEO of Deep Mind, Demis Hassabis, who is a widely cited neuroscientist and pioneering AI researcher. He has been warning of the risks repeatedly (Ford, 2018). Being mindful enables one to be aware of both one’s own presence and the effects of one’s actions on other people. A mindful leader can observe and participate in each moment while also being aware of how their actions will affect themselves and others in the long run. This awareness could be particularly relevant in the development and diffusion of AI. In addition, doing so prevents a leader from veering away into their profit-maximizing ideas that could threaten society’s way of life, reinforce rampant bias, and threaten to undermine civil society through deep fake videos and a torrent of “gray content” generated by AI, which is only partly true, but is intended to mislead.

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Millennials and Gen Z These newer generations have an incredible opportunity to cultivate their leadership abilities via the practice of mindfulness and, thereby, influence the development of AI. The relationship between authentic leadership and mindfulness has the possibility of advancing a leadership style that empowers leaders to take on the challenging problems of AI. Millennials and Gen Z are especially responsive to authentic leadership because they are looking for organizations and leaders to be more genuine and accountable (Holt et al., 2012). Through the practice of mindfulness, one can achieve greater integration, stress reduction, self-compassion, and compassion for others (Birnie et al., 2010). Additionally, practicing mindfulness may aid in the development of a leader’s integrity, openness, and moral compass (Waddock, 2001). These qualities will be well served to aid in steering the direction of AI in our work and personal lives.

Genuine Leadership Everyone has the power to uplift and empower others. However, to do this, the leader must first be prepared to commit themselves to their professional and personal development as leaders. The lack of understanding of what makes a successful leader and the lack of understanding of one who is as a leader can be a cause of the leadership gap. More than 1,000 studies have been conducted in the past 50 years by leadership specialists to pinpoint the distinct leadership philosophies, traits, or personalities of exceptional leaders (Rath & Conchie, 2008). The consensus is that there is not one single approach or trait that defines leadership success, but there is a notion that self-awareness of one’s own qualities, traits, and dispositions can lead to greater leadership effectiveness (Showry & Manasa, 2014). This is where mindful self-awareness and practice of self-reflection can improve leadership effectiveness, especially in the ethically delicate area of AI development and deployment. Oscar Wilde said, “Be yourself, everyone else is taken.” The truth is that pretending to be someone else keeps people from being who they truly are. People believe leaders when they are genuine and true, as opposed to imitations. According to Dr. Reatha Clark King of General Mills, if you try to imitate someone else because you think that is what other people want you to do, you’re being a “copycat.” If you think that

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way, you will never be a successful leader. However, by pursuing their passion, leaders might establish themselves as an irreplaceable “superstar” (Johnson, 2021). The ancient Greek philosopher Socrates is credited with coining the phrase “know yourself.“ More than 2,000 years later, in his play Hamlet, English playwright William Shakespeare used the phrase “to thine own self be true” to illustrate this idea. More than 2,400 years after Socrates emphasized the importance of self-awareness, today authenticity, selfawareness, and self-regulation are essential elements of leadership and are particularly relevant in the case of AI development, where one must discern and guard against one’s own bias and blind spots due to the enormous implications for humanity. In today’s corporate organizations where AI is being developed, companies and groups within companies compete for fame, enrollment, cheating, bogus programming, and other rewards. However, leadership is frequently subpar, and corruption is common, as is seen in the scandals of the early 2020s in Silicon Valley, such as FTX’s and Silicon Valley Bank’s spectacular failures. In fact, it was recently noted that one-third of the Forbes 2022 list of thirty under thirty rising stars, one-third were either under indictment or in jail (The Guardian, 2023). The scandals that have occurred both nationally and internationally in the tech sector over the past ten years have increased the need for an ethical approach to leadership. These incidents have prompted academics and business leaders to re-examine established leadership strategies and to create leadership models that urge leaders to act honorably and sincerely while motivating their coworkers to follow suit (Sharma et al., 2019). Authentic leadership is part of the general movement of positive organizational psychology that strives to help people adopt a moral, healthy, and ethically sound approach to business. These issues are not exclusive to one company, as demonstrated by corporate bailouts, egregious CEO power abuses, dishonest accounting practices, and fraud. The outcry from the public over these immoral behaviors has supported the claim made by some, such as Richard Edelman, CEO of the public relations agency Edelman, that there is currently a leadership crisis around the globe (Barometer, 2012), as measured by the Edelman Trust Barometer. Embracing one’s personal experiences, whether they be ideas, feelings, wishes, preferences, or beliefs, processes covered by the command to know oneself, is what Neff and Harter (2002) define as authenticity

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and acting in line with one’s true self. The original definition of authentic leadership was as a pattern of leader behavior that uses and promotes both positive psychological capacities and a positive ethical climate to foster greater self-awareness, an internalized moral perspective, balanced information processing, and relational transparency on the part of leaders working with coworkers (Walumbwa et al., 2008). This definition states that demonstrating self-awareness involves demonstrating an understanding of how one understands and gives meaning to the outside world, as well as how this process influences how one views oneself through time. This is particularly relevant in the development of AI, where one’s moral stance may be replicated through AI programming. Additionally, it entails displaying an awareness of one’s assets and weaknesses, as well as one’s complex personality, which calls for learning about oneself through exposure to others and being conscious of how one influences others. The act of presenting one’s genuine self to others, rather than a distorted or fake self, is known as “relational transparency.” By promoting open communication and the honest presentation of ideas and feelings while seeking to restrain the display of inappropriate emotions, such behavior promotes trust, which allows for the examination of biases and ethical dilemmas in the AI development process. Leaders who display balanced processing show that they thoroughly consider all relevant data before making decisions. Leaders such as this will also seek out viewpoints that are at odds with their deeply held views, which is essential in the development of AI, as all beliefs must be examined in the programming of AI algorithms. Having an internalized and integrated moral perspective is referred to as “internalized self-regulation.” This sort of self-regulation is motivated by internal moral norms and ideals, in opposition to expectations from groups, organizations, and society, and it results in expressed decision-making and conduct that is consistent with these internalized values. These values need to be examined in light of their implications for social order and development, as they may be influenced by distortion through AI development and diffusion into society on a large scale.

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Mindfulness and AI The 2,500-year-old Buddhist Abhidharma psychology framework has been closely linked to mindfulness by many academics and researchers, who contend that it provides the theoretical underpinnings for what is today known as a mindfulness practice (Espiau, 2013). However, mindfulness has distinct meanings in Buddhism, which is to be expected from a tradition that has developed over thousands of years in many places. Because of this, the term “mindfulness” in the context of Buddhist origin can apply to a wide range of practices, such as nondual awareness, Zen mindfulness, and traditional mindfulness (Espiau, 2013). Langer is credited with creating a mindfulness practice distinct from Buddhist principles. The main cause of this discrepancy is Langer’s study of a conscious state developed without the aid of meditation training or practice (Carmody, 2014). Instead of focusing on the opinions of those who practice the type of mindfulness Langer researched, they instead explore the data provided by individuals who have employed meditation as part of their mindfulness training, also referred to as Langarian mindfulness (Yeh et al., 2019). Being aware of and open to the events and experiences taking place in the present moment is the definition of mindfulness. Brown, Ryan, and Creswell’s academic efforts to develop a definition of mindfulness that incorporates the characteristics provided by other schools of thought, including academics who practice Buddhism and Western scientific experts, had an impact on the result (2015). Although there is no single, widely accepted definition of mindfulness, academics have evolved a core understanding of what it is and how it is expressed (Jongman-Sereno & Leary, 2019). The four main components of mindfulness, according to Brown, are (1) clarity of awareness; (2) the ability to shift attention levels while maintaining nonjudgmental reasoning; (3) the orientation toward the present moment; and (4) the ability to notice attention switching between a focus on the inner self and the outside world (Brown & Ryan, 2004). It is abundantly clear why these four dimensions could be highly relevant to the ethical development and deployment of AI. While examining various definitions of mindfulness, the terms attention and awareness are sometimes used interchangeably. Schooler et al. (2011) explain why this would be a frequent practice. The authors emphasize how attention and meta-awareness work together to help practitioners

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identify mindfulness from other comparable experiences and discuss how attention and awareness are linked in daily living. Mindfulness is also characterized as metacognitive since it involves meta-level awareness in the observation of consciousness and reflection on the evolution of consciousness. Examples of mindfulness techniques include focusing on the sensation of breathing, moving, or aspects of the internal state of the body, such as movement or posture. An external stimulus, such as sound or sight, can serve as the center of concentration, and from there, an emotional state, thought processes, or even the nature of consciousness can be observed (Siegel, 2007). Mindfulness is a receptive mental state that enables the practitioner to observe reality without interpretations or emotional reactions influenced by previous experiences, ideas, or preconceived filters regarding internal, personal experience. It is possible to be aware of both internal and external events while restricting automatic reactions, mental categorization, or judgmental formulation in response to those happenings when one is in a mindful state (Weber & Johnson, 2009). Furthermore, practicing mindfulness enables the practitioner to become aware of tendencies and actions that, while not necessarily eliminated, would not otherwise be. The impulse to act, emotional responses, and unpleasant ideas are a few examples of these. This situation, which involves less evaluative brain processing activity, is also sometimes referred to as “nonconceptual consciousness” (Mills et al., 2018). Examples include inaccurate or unfavorable interpretation of information. This is particularly relevant in the development of AI algorithms. Mindfulness researchers use various categories to categorize mindfulness, including state, trait, and state/trait (Davidson, 2010). According to themes on emotion, emotional traits are long-lasting, persistent patterns of experiencing and acting that influence both thinking and action, whereas emotional experiences are transitory, short-lived feelings. It is believed that practicing mindfulness, which is also seen as a substitute for being aware, can have an impact on the development of both state and trait mindfulness (Carmody et al., 2008). Neuroplasticity might act as a mediator in this process (Davidson, 2016). Since awareness can be an existing trait, experienced as a state, or developed as a new trait, this book refers to mindfulness as both a state and a trait. In that sense, it may be helpful to both select and hire AI developers for the trait of

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mindfulness and to deploy trainings to increase state mindfulness among AI researchers and AI development leaders.

Workplace Effects of Mindfulness on AI Development Importantly, one can demonstrate how mindfulness affects various aspects of basic human functioning, such as emotional regulation, cognitive ability, social conduct, and workgroup ties. For instance, it has been suggested that mindfulness affects physiology, behavior, emotion, problem-solving, creativity, and cognitive flexibility (Good et al., 2016). The modulation of workplace outcomes by these domains has also been demonstrated. According to recent studies, mindfulness may also improve leadership effectiveness by lowering performance variability, influencing goal-directed behavior, and helping leaders manage their attention and emotions in disruptive and/or risky situations (Ross, 2014). They also demonstrate how mindfulness improves attention’s effectiveness, control, and stability. For instance, studies have demonstrated that mindfulness improves attention while performing auditory and visual tasks, as well as stabilizing attention at the moment (MacLean et al., 2010). This implies that mindfulness training reduces the automatic mental connections that are triggered, which helps bias, decision-making, and other mental processes. This discernment process is critical in the development of ethical AI. Mindfulness has positive effects on both individual and group relationships. For instance, mindfulness has been linked to increased kindness and prosocial conduct, as well as increased emotional self-awareness and empathy (Chen & Jordan, 2020). Additionally, according to studies, the positive effects of mindfulness on medical workers indicated an improvement in patient-centered communication, including better rapport, a more optimistic emotional tone, and higher patient satisfaction levels (Flickinger et al., 2016). This same effect can be used to elevate the team approach in AI development, where greater transparency and trust within the team can lead to a more thorough examination of the ethical implications of business and programming decisions in AI development and diffusion. The results also imply that a thoughtful leader’s capacity to manage the mood of a group may enhance team performance. For instance, when leaders respond to negative stimuli, they are better equipped to

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bounce back, which is related to resiliency as a building block of a mindful approach to authentic leadership. According to research, those who engage in mindfulness practices report higher levels of relationship satisfaction, more positive responses to relationship stress, fewer emotional stress reactions, and a more optimistic outlook on relationships both before and after conflict (Weinstein et al., 2009). Furthermore, it has been demonstrated that mindfulness reduces the negative effects of attachment anxiety on the longevity of relationships (Davis et al., 2016). This implies that mindful leaders process events less self-referentially, which makes them better able to pay attention to the needs and interests of those around them. This attention to one’s self-referential ideas and the closer examination of biases in a detached manner is important in the development of AI. This hypothesis is supported by organizational and psychological literature, which suggests that mindfulness can have a significant positive influence on employee well-being (Bostock et al., 2019; Reb et al., 2014). This level of attention may also improve the efficacy of distributive agreements, which they also support. As an illustration of how mindfulness might enhance team performance, consider a study of mindfulness training for multidisciplinary healthcare teams (Irving et al., 2009). The efficiency of meetings, polite teamwork, attentive listening, and patientfocused collaboration all show progress. Additionally, they show that mindfulness improves team cohesion and overall performance, which may be connected to the first two benefits of mindfulness’s steady, controlled attention. Furthermore, they contend that coordinated group efforts and shared mental models depend on steady, controlled attention. An important study on this topic particularly argues that the mutual concentration of attention on a common activity is strengthened by and results from shared emotions among group members (Rimé, 2007). It was found that people were better able to cooperate and solve issues when they were connected. To solve the complex moral dilemmas of AI development, transparent, honest interaction among team members is essential, and mindfulness for authentic leadership can help support this.

Functions Underlying Mindfulness It is worth examining the mechanisms underlying how mindfulness affects cognition, emotion, and behavior. A conceptualization of the functions underlying mindfulness intervention involves that one can simply observe

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or “witness” the contents of consciousness without getting sucked into the narrative of one’s thoughts, in accordance with Kabat-Zinn’s definition of mindfulness, which is paying attention in a particular way: on purpose, in the present moment, and nonjudgmentally (Iqbal, 2022). These views offer a paradigm that posits consciously open and nonjudgmental attention causes decentering, or disidentification, and opens up the possibility of a significant shift in perspective they refer to as “reperceiving” (Shapiro et al., 2006). Reperceiving, in this view, is a meta-mechanism of action interconnected with other direct processes that lead to modifications in attitudes and behaviors. Reperceiving increases one’s capacity to understand others’ perspectives and makes it simpler to sympathize with them (Hayes et al., 2011). This can lead to a greater integration of compassion and ethics into the AI development process. The viewpoint has changed from the “self as content” to the “self as context,” according to Hayes et al. (2011), and this transition encourages self-management; self-regulation; value clarification; cognitive, emotional, and behavioral flexibility; as well as exposure. Additionally, it promotes lucidity, nonattachment, and more accurate perceptions.

Flexibility and Mental Ability It has been shown that practicing mindfulness enhances working memory in particular (Mrazek et al., 2013). Concentration prevents mental energy from being wasted on useless thoughts and daydreaming. Reperceiving, which is possible due to mindfulness, facilitates cognitive flexibility, which is how mindfulness primarily influences cognition. This can be particularly relevant in AI development. Reperceiving, as opposed to being constrained by automaticity or reactivity, allows for a “beginner’s mind” that in turn allows one to be aware of and correct for biases. This makes it possible for information processing to be more accurate and complete. Glomb et al. (2011) distinguish between mindfulness’s basic processes (such as reperceiving/decentering) and its supporting processes (such as reaction flexibility). They demonstrate that the ability to manage one’s thoughts, emotions, and conduct is the primary benefit of practicing mindfulness. This can be particularly helpful in the interactive and team-based production of AI algorithms.

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Emotional Control Emotions are created by the evaluative perception of observed inputs. The process through which people control their feelings, including how they are felt and expressed, is known as “emotion regulation.” Hölzel et al. (2011) discovered, among other things, that attention enhances emotional control. The practice of mindfulness allows one to observe events and the emotional responses to them impartially and without bias, which is essential in the AI development process. As a result of mindful leadership, it is possible to reconstruct a bad or stressful event as meaningful, beneficial, or innocuous; thanks to this focused sensory processing of the inputs, which encourages more neutral assessments. This allows for greater resiliency among the team in the AI development process. One way that mindfulness modifies emotion is through such re-evaluation, which can be done at the team level. A good example of this type of mindful leadership based on the re-evaluation process is the leadership of Satya Nadella, the CEO of Microsoft. Microsoft was most notably the first to come out with a commercially successful AI program, Chatgpt, after Nadella had instituted a growth mindset that allows for the mutual re-evaluation of each other’s errors and mistakes in an open and transparent environment. This was a major cultural shift from the cut-throat competition that characterized Microsoft’s culture under the leadership of its founder. One can argue that the shift to more authentic leadership based on mindful self-reflection that is captured in the growth mindset led to greater and quicker success in AI for Microsoft than for its competitors. Exposure, extinction, and reconsolidation are additional elements that have an impact on emotion regulation (Roemer et al., 2015). When one practices mindfulness, leaders can learn to face unpleasant stimuli, such as negative emotions, rather than run from them (exposure). As a result of such exposure, it becomes clear that unpleasant emotions are transient, fade (extinction), and can be swapped out for a sense of safety or well-being (reconsolidation). Such indifference that these mindful insights engender can lead to freedom from ingrained emotional responses and the unlearning of earlier associations. This can be essential for not only the creativity of AI development but also its ethical component. Beyond aiding in the regulation of emotions, mindfulness meditation has many other advantages. Instead of taking self-referential statements as literal facts, it has been suggested that mindfulness benefits from a

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self-as-process and self-as-perspective view of one’s own identity (Moran, 2011). In a professional setting, this form of shift is preferred since it reduces uncertainty while raising behavioral consistency and predictability. Hölzel et al. (2011) provide a detailed account of neuroscientific research on the impact of mindfulness on self-referential processing. They show how the development of meta-awareness causes the self to change from being perceived as immutable to becoming observable to the meditator. This allows for the critical distance from one’s beliefs and values that allows for the holding of values process (Kelly & Hashemi, 2022) that is critical to the development of authentic leadership through mindful self-reflection on crucibles and other life events. This is how the lived experience of diverse AI development contributors can improve the ethics of AI through mindful leadership, such as that demonstrated by Satya Nadella at Microsoft. The effectiveness of emotion control has been shown by the results of a meta-analysis on the outcomes of mindfulness programs (Eberth & Sedlmeier, 2012). They showed that mindfulness is associated with a less negative and more positive emotional tone and speeds up the process of recovering from unpleasant feelings. Both a more upbeat emotional tone and a faster release of negativity can help the emotional climate of AI teams.

Behavior Control The spread of mindfulness promotes behavior modification, which improves well-being (Bahl et al., 2016). The mindful processing of internal and external inputs enables the supply of greater choices that are not merely dictated by enduring wants, values, and sentiments and closely fit with situational possibilities and demands that may only replicate harmful tendencies present in society and mindlessly replicate them in AI algorithms and protocols. Awareness based on mindfulness helps control automatic, ingrained, or impulsive reactions and promotes more adaptable, flexible responses. A team member can pick a response when acting consciously by mentally separating themselves from the stimulus–response link that governs instinctual behavior. This can lead to more ethical and prosocial intentionality in AI development.

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Social and Self-Awareness Being attentive involves paying close attention to both internal and external stimuli without making judgments. It entails just observing, without attachment or aversion, what is happening in a person at any given moment, including their feelings, thoughts, and physical sensations. The abovementioned positive benefits of mindfulness on selfregulatory and self-referential processes enable this moment-to-moment open, accepting awareness, which leads to increased self- and social awareness. It is well-recognized that mindfulness training enhances focus, self-awareness, and social awareness (Urrila & Mäkelä, 2022). In fact, this type of awareness is measured by several mindfulness measurements. such as the Mindfulness Attention Awareness Scale-MAAS (López-Maya et al., 2015).

The Importance of Mindfulness in Leadership Since the pandemic, more attention has been given to the mindful leadership model (Sackmann, 2022). Now, the more dominant logic suggests that effective leaders have more of the following qualities: empathy, awareness of their own emotions and filters, the capacity to “see clearly” without distortions, and the ability to create and manage connections that promote collaboration. These newly empowered leaders are those who recognize the need for action and change and who are able to bring about change by inspiring and influencing others to take actions and exhibit behaviors that meet the challenges of this new reality of an AI-driven economy and the increased phenomenon of remote work. It is plausible that mindfulness supports effective leadership based on the data provided by Sackmann (2022). The relationship between certain leadership traits and motivation in AI leadership needs to be examined. Sackmann (2022) examined the relationship between mindfulness and servant leadership and found that they both had a positive impact on humility and non-self-centered motivation to lead. Additionally, they found a beneficial connection between mindfulness and the servant leadership traits of authenticity, perspective, and humility. These could be much needed in the development of ethical AI. Building on earlier research that suggested a positive relationship between leader mindfulness and employee well-being, the researcher examined the mediating role of transformational leadership (TFL) in that

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connection. Sackmann (2022) study supported the mediating role of TFL and demonstrated a positive relationship between all TFL components (individual consideration/personal recognition, inspiring communication/motivation, and intellectual stimulation).

Leadership and AI Business executives may now use AI to improve agility and make it easier for organizations to adopt cutting-edge digital transformation plans. It can help a company find answers to more difficult strategic challenges that are typically buried in a sea of data. In business leadership and decision-making, people can employ their emotional intelligence, organizational expertise, critical thinking, moral sense, and creative ability. By concentrating on important information, AI may be able to overcome the constraints and predispositions of the human brain. The use of AI may also enable business executives to make informed, logical, emotionfree, data-based decisions by providing them with information, potential outcomes, and forecasts. The Other Side of the Equation: How AI Enhances Leadership The use of AI for corporate leadership has several advantages. One of the main benefits of implementing AI in a company’s management is having access to private information based on several analyses carried out automatically by the chosen solution. Other advantages include: • Quick responses—The manager can act quickly when a risk or opportunity arises and can spot any changes in the business environment in which the organization operates. • Data filter—Another exciting feature of AI used by a company’s board is that it might serve as an information filter, sending only the information that is relevant to management and preventing them from being mired down in information that is unimportant to their day-to-day activities. • Productivity—The corporate leader will be much better supported in their decisions by receiving responses swiftly and plainly, which will raise both their productivity and the productivity of the entire firm.

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• Evolution—Management will put options to the test by running scenarios utilizing predictive analysis performed by AI. This will enable them to better plan the long-term growth of the organization.

Management-Related Applications of AI AI is preparing our society for a day when both humans and robots will be able to execute tasks more quickly and accurately as they enter this new era. We do not yet know the precise impact AI leadership will have on businesses. AI may facilitate more complex problem-solving and unbiased data analysis in the boardroom than would otherwise be possible while maintaining creativity and innovation. AI can be fully tailored to meet the needs of an organization, adapting its algorithms to take into account a variety of data sources, including but not limited to: • • • • • • • •

Project lifecycle administration Internal layouts Fiscal information Information from manufacturing facilities HR administration and hiring Supplier information Negotiations and contracts Communications

The fact that there are many AI applications available to company management means the technology may be used to support decisions and automate processes across a variety of industries. Thanks to the growth in processing power, it is now possible to uncover hidden patterns that were previously unknown due to the complexity of data-crossing. To identify a pattern of noncollaboration, one could, for instance, examine the volume of emails the organization’s most varied teams send and receive. The manager would thus be able to identify the problem and take prompt action to improve internal communication, ensuring more teamwork in support of the organization’s broad objectives.

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Specific Leadership Abilities in the Age of AI AI is transforming both the nature of work and how humans and robots interact. It is anticipated that this will boost office productivity and allow people to utilize their time more effectively. This new AI era will fundamentally alter manufacturing, retailing, and advertising. Additionally, customer service techniques will alter how firms manage their teams and make decisions (chatbots are only the beginning). The following discussion goes through some of the critical abilities that company executives need to have to guide teams and organizations in the age of analytics and AI.

Humanized Management Leaders will direct actions that include greater human–machine cooperation. Understanding someone’s situation, analyzing it, and even anticipating the consequences it might have on a person’s behavior, performance, or emotions are always steps in the direction of humanized leadership. AI will not take the place of humans; rather, it will reassign them to new roles that are even more critical and important. However, a leader must always keep this human factor in mind. Innovation Leaders frequently concentrate on results. That works well and is necessary, but there are many risks involved (they can succeed or fail). The best way to adapt to the speed of the analytics in the AI era, which is faster than any of its previous periods, is to be innovation-focused. An example of increasing speed driving innovation is the useful lifecycle and average replacement of a smartphone being only 12 months.

The Future of AI The application of analytics and AI is an answer to the faster and faster pace of business and professions that are constantly changing. Both analytics and AI make use of historical data as a reference to generate scenarios, predict outcomes, and make the best decisions. Leaders of the AI era use big data to make informed decisions about the future.

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Data Management The easiest way to describe the age of analytics and AI is the enormous amount of data that is produced, distributed, and made available every day. Machines, programs, and other applications might help organize and visualize such data in a matter of seconds. They may even provide insights after studying data, but ultimately, it is up to the leaders to be prepared and more agile to convert those insights into improved decision-making intelligence. One of the most critical aspects of their comprehension of the data is their ability to distinguish between accurate and significant data and erroneous data. Shrewd Risk Management Not everything can be planned for or anticipated. Leaders must be able to adjust to and learn from changes because they can happen at any time. The use of AI has improved their capacity to identify and manage threats. However, in the modern world, leaders must be able to offer risk models that are based on data, statistics, factors, and correlations rather than intuition. They must possess the capacity to carry out stress testing in a variety of settings and behave shrewdly and securely even in unforeseen circumstances. AI’s Role in Leadership of the Future Every time a new technology gains popularity on the market, there is anxiety that it will replace the need for workers. Many people think that managerial jobs are affected by technology, along with operational responsibilities, especially in the context of AI. This may even appear negative at times. On the other hand, AI might help technical staff. Market analysts, marketing specialists, and administrative and sales managers are just a few of the managerial and analytical jobs that AI will have an impact on. AI could, however, also give a professional some vital analytical abilities. Two technologies that will aid professionals in creating some new prospects are RPA and AI. The leader begins to carry out less tedious tasks and procedures with little strategic significance. It creates the opportunity for decision-makers to learn how to comprehend AI insights. Both

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the company and the employee will be able to concentrate on more challenging needs because some tasks will be automated. AI is quicker than a human agent, but it lacks social–emotional intelligence and soft skills. Due to modern technology, these skills are even more crucial as developed by mindful leadership, which allows one to be aware of challenges and possess cooperation, effective communication, and inclusion skills to run a company or an industry. As part of this digital and collaborative journey, experts with data experience will be required to structure, analyze, and process a company’s databases to produce appealing business ideas. Although AI has the potential to greatly enhance enterprises, properly applying technology-based solutions, as a society, we need to grasp the limitations. A step is to eliminate employee mistrust in one another as Satya Nadella did at Microsoft. Many workers think AI will replace labor with lower priced employment. This is perhaps a faulty assumption, as even with AI, employees continue to be an integral part of a company’s growth and development. Mindfulness for authentic leadership can help assuage some of these concerns. The application of AI in business leadership has been shown to be essential for organizations to thrive, and some businesses may even base their entire business strategy on AI (Iansiti & Lakhani, 2020).

The Relationship Between AI and Mindfulness It is feasible for mindful AI to develop. Because the shift to mindful thinking has happened swiftly compared to previous steps taken by digital firms, it appears that mindfulness itself is the standard by which emerging technology is assessed (social networking, net-zero carbon emissions, etc.). Being mindful means viewing things as a whole rather than in isolation. More consideration, work, resources, and knowledge are required to build mindful AI. Mindfulness for authentic leadership suggests the following steps: • • • • •

Clearly identify the model’s hazards in advance. Before implementing a model, check for bias. If any biases are noticed in the model’s predictions, act right away. Secure the model to prevent user data from being obtained. Accept accountability for the predictions made by the model.

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Ideas for Thoughtful AI Leaders should consider the ideas discussed below as they create AI systems to begin incorporating mindfulness into their work. Model Safety Security measures have long protected against these common dangers that impact AI models. They include assaults on system faults or system logic, as well as servers that store user or model data. According to a recent report by McKinsey on AI, the security of AI models is becoming increasingly important due to the emergence of new cyber threats that are derived from the mathematics of AI. These attacks enable hackers to deceive the model, manipulate its results by deliberately contaminating the input data, or use precisely designed queries to steal sensitive personal information that was used to train the model and, in some cases, even the model parameters (McKinsey Report, 2022). Security of user data is a difficult problem to address. A thriving, open-source community called Open Minded is addressing the privacy issue (OpenMined, 2023). Going above and beyond to select a model is neither easy nor evident; therefore, it should be carefully studied for societal implications. Biases As is generally recognized from the outside, models may be prejudiced in a variety of ways, including ethnic preferences, color preferences, and even the day of the week. These objects are not always representations of their creators or even racist models on the inside (the modelers generally are not guilty). Instead, these are the almost investable outcomes of data modeling and analysis if there is not careful oversight. The discriminatory implications from models must be taken into account because they are a real threat. Since a model’s appearance and behaviors as a racist are a common occurrence, model producers should be conscious of the influence their models have on the people they serve and take their consequences into account. AI and ML models are utilized by many audiences and are scrutinized by them, similar to art. They are statistical conclusions that allow linear programming to apply statistical inference. It is impossible to accurately

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forecast which set of inputs will produce a specific outcome. In some cases, there are so many inputs that it is impossible to test them all. It is a good idea to run models through a number of tests to both uncover and remove model bias, even though some points of view will be missed. The accuracy of bias detection is poor, and mistakes are inevitable. When biases in a firm’s model are discovered, the business should remove prejudice. Google did a good job of modifying its model in response to the model’s data. The more there is an examination of values in the process, the better the results are likely to be. Utilizing dependable data sources is one method to create better models. A recurring joke concerning data labeling increasingly uses Mechanical Turk as the punchline. If you want poor models that provide poor results, use Mechanical Turk as a data labeler. In the end, consciously developing AI takes more work, but it might result in a society where people are comfortable including AI in their technological infrastructure. A modeler will gradually succeed when their initial fascination with ML expands beyond the initially constrained perspective and integrates new design elements and authentic leadership.

How Being Mindful Can Save You from Being Replaced by a Robot Due to the exponential rate of expansion of new technologies, practically every industry on the planet will experience a revolution within the next several decades. The distinction between the physical and digital worlds could become permanently blurred because of recent advances in biotechnology, robotics, AI, 3-D printing, the internet of things (IoT), and robotics. One in the four US jobs will be mechanized over the next 10 years, according to data from 2015, and many administrative and clerical jobs are no safer than those requiring manual labor (Bonekamp & Sure, 2015). One can make the argument that making investments in the psychological health of future generations is not only morally right but also essential for maintaining social order. If the Fourth Industrial Revolution causes unavoidable widespread unemployment, the emphasis on teaching students in preparation for the labor market in schools may be questioned, but children still need to learn how to live effectively. Three ways that practicing mindfulness can help one prepare for these revolutionary challenges are:

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1. Increase the ability to think compassionately First, new “human-centered” thinking demands a greater understanding of one’s own humanity among the current leaders and decision-makers in society. One part of mindfulness practice is attention training. Additionally, it places a strong emphasis on developing compassionate curiosity toward one’s own inner experience and provides a framework for in-depth investigation of the psychological factors that contribute to happiness and unhappiness. Therefore, leaders can understand the human condition by carefully evaluating their own hearts and thoughts through attentive awareness. Leaders also need empathy to relate to the people they serve and avoid becoming fixated on an idealized concept of the nationstate, “progress,” or “the market.” Increased brain sensitivity to other people’s pain has frequently been shown to be a result of mindfulness training. The formation of this improved empathy is influenced by the growth of bodily awareness; it turns out that the more grounded one is in the body and comfortable with stillness, the more easily one is moved. 2. Give the essential skill sets of the twenty-first century a competitive edge Although robots will soon replace most of the physical labor and AI will eventually surpass the limited intelligence of humans, its technology cannot yet claim awareness, empathy, or compassion. Humans value being heard, seen, and connected to other conscious creatures. For instance, just as important as a doctor’s technical ability in making an assessment is how effectively they listen to their patients. Additionally, they more frequently make the connection between higher levels of social interaction and longer life spans, quicker physical recovery, and better mental health. Anything that one can accomplish automatically can be improved upon by robots and artificial intelligence (AI). Perhaps everything that can be done automatically will soon be done better by robots and AI. Given that awareness is what gives people an advantage over technology, mindfulness for authentic leadership may be seen as an essential twenty-first-century skill. 3. Increase the capacity to lead meaningful lives Even if practices such as mindfulness help people discover and develop their “humanness,” they may eventually lose the ability to perform high-value professions. If they are successful in creating a human-centered economy that accentuates their best qualities, they

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may have to work fewer hours or days. It might also imply that a large number of people will not have jobs. If this is the case, existential questions could abound such as how will people pass their time? What could give them a reason to live? Society will have to grapple with these and many more questions as a species in the coming years. To successfully traverse them, mindfulness for authentic leadership can help to prioritize values, empathy, and moral reasoning as a means to arrive at a solid understanding of own’s self and those of others, as well as the behaviors that support healthy emotional functioning. Volunteering, self-improvement, and helping others are all likely to be the factors in the equation. Concentrating on the difficult tasks of self-discovery and mind and heart training, reducing stress and fostering happiness in ways that they alone are capable of doing may provide a path forward. The mindfulness trend may be the start of a wider movement that elevates self-awareness and contemplative practice beyond mere fads and positions them at the center of human activity.

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CHAPTER 15

Mindful Proactive Customer Service

Mindfulness for authentic leadership can significantly contribute to the enhancement of proactive customer service. By cultivating mindfulness practices, leaders can develop heightened self-awareness, empathy, and cognitive flexibility, enabling them to effectively anticipate and respond to customer needs. This chapter delves into the dynamics of mindfulness for authentic leadership and explores how it can lead to more proactive customer service.

Benefits of Cultivating Mindfulness The cultivation of mindfulness contributes to the personal growth of leaders while also improving their customer interactions and customer service delivery. Benefits include, but are not limited to, the following: • Enhanced Self-Awareness: Mindfulness practices promote selfawareness by encouraging leaders to focus on the present moment and their internal experiences. This heightened self-awareness allows leaders to better understand their own values, strengths, and weaknesses, enabling them to align their behaviors and decision-making processes with their authentic selves. For example, according to

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Hülsheger et al. (2013), leaders who engage in mindfulness practices are more likely to be aware of their emotional states and triggers. This self-awareness helps leaders recognize any potential biases or negative emotions that may impact their interactions with customers. By being conscious of their own emotional states, leaders can regulate their responses and deliver proactive customer service. • Empathy and Customer Understanding: Mindfulness practices also cultivate empathy, which plays a crucial role in proactive customer service. Authentic leaders who practice mindfulness develop an ability to understand and share the feelings of others, including their customers. This empathetic understanding enables leaders to anticipate customer needs and address them proactively. For instance, Grawitch et al. found that mindfulness training enhances leaders’ empathetic responses to their employees (Grawitch et al., 2006). This empathetic mindset can easily extend to interactions with customers. By genuinely understanding the customer’s perspective and emotions, leaders can anticipate their needs, offer personalized solutions, and demonstrate proactive customer service. • Cognitive Flexibility and Innovative Problem-Solving: Mindfulness practice promotes cognitive flexibility, which is crucial for authentic leaders to adapt to changing customer demands and provide proactive service. By fostering an open and nonjudgmental mindset, leaders can explore diverse perspectives, generate innovative ideas, and adapt quickly to unexpected situations. For example, a study by Reb et al. demonstrated that mindfulness training enhances cognitive flexibility (Reb et al., 2015). In customer service scenarios, leaders with increased cognitive flexibility can identify emerging customer trends, adapt service strategies, and proactively implement solutions to address potential issues before they escalate. Overall, the application of mindfulness for authentic leadership significantly contributes to proactive customer service. By cultivating selfawareness, leaders can regulate their emotions and biases, resulting in improved interactions with customers. Empathy, fostered through mindfulness, enables leaders to anticipate customer needs, while cognitive flexibility empowers leaders to adapt and innovate. These benefits, supported by empirical research (Grawitch et al., 2006; Hülsheger et al., 2013; Reb et al., 2015), highlight the value of incorporating mindfulness into leadership practices for more proactive customer service.

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Reading Novels: A Novel Way to Incorporate More Empathy in Customer Service Reading novels can indeed foster empathy in customer service agents and other employees by allowing them to sympathize with the struggles of characters who are different from themselves. This increased empathy can lead to more effective customer interactions and improved service quality. To investigate this claim, it is useful to turn to the academic research about the role of reading novels in developing empathy. Empathy and Perspective-Taking Novels offer a unique opportunity for individuals to immerse themselves in the lives of fictional characters and gain insights into their experiences. This immersive reading experience can stimulate empathy and perspective-taking, allowing readers to understand and relate to diverse perspectives and emotions. For instance, in a study by Bal and Veltkamp, participants who read a literary fiction story exhibited higher levels of empathy compared to those who read a non-fiction or popular fiction story (Bal & Veltkamp, 2013). This finding suggests that reading novels, particularly literary fiction, can enhance empathy and perspective-taking abilities, enabling individuals to better understand and empathize with the struggles of others, including customers. Emotional Engagement and Empathy Novels often evoke emotional responses in readers as they follow the journey of the protagonist. These emotional engagements can facilitate the development of empathy by allowing readers to connect with characters on a deeper level and share their emotional states. Research by Mar and Oatley (2008) supports this notion, demonstrating that reading fiction leads to increased emotional engagement and empathy. By immersing themselves in the emotional lives of characters, customer service agents and employees can develop a heightened capacity to understand and resonate with the emotions expressed by customers, leading to more empathetic and effective service interactions.

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Empathy and Improved Customer Service Empathy is a crucial factor in delivering exceptional customer service. When customer service agents can empathize with the challenges and emotions of customers, they can provide more personalized and proactive support, ultimately enhancing customer satisfaction and loyalty. A study by Wieseke et al. explored the link between empathy and customer service performance (Wieseke et al., 2012). The findings indicated that employees who demonstrated higher levels of empathy toward customers were more likely to receive positive customer evaluations and achieve better service outcomes. Reading novels can be an effective method for cultivating empathy in employees, enabling them to connect with customers at a deeper level and deliver more empathetic and proactive service. Overall, the academic literature supports the notion that reading novels can promote empathy in customer service agents and other employees by allowing them to sympathize with the struggles of diverse characters. The academic citations discussed (Bal & Veltkamp, 2013; Mar & Oatley, 2008; Wieseke et al., 2012) highlight the positive impact of reading novels on empathy development and its potential to improve customer service interactions. By immersing themselves in fictional narratives, employees can broaden their perspectives, connect emotionally, and better understand the experiences of others, ultimately leading to more empathetic and effective customer service.

The Role of Authentic Leadership Authentic leadership and proactive customer service performance are two important concepts in the field of organizational behavior and management. Authentic leadership refers to a leadership style that is based on transparency, ethical behavior, and a deep sense of purpose. Proactive customer service performance refers to the actions that employees take to anticipate and address the needs of customers before they become problems. Several studies have investigated the relationship between these two concepts and have found a positive correlation between authentic leadership and proactive customer service performance. For example, a study by Avolio et al. found that employees who work for authentic leaders tend to have a higher level of psychological empowerment, which in turn leads to

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higher levels of customer service performance (Avolio et al., 2011). This study suggests that when employees feel valued and supported by their leaders, they are more likely to go above and beyond in their service to customers. Another study by Luthans, Avolio et al. found that authentic leadership is positively associated with employee engagement, which is a key factor in proactive customer service performance (Luthans, Avolio et al., 2007). Engaged employees are more likely to take ownership of their work and to be proactive in addressing customer needs. This study also found that employees who work for authentic leaders are more likely to have a positive attitude toward their work, which can translate into higher levels of customer satisfaction. In addition to these studies, there is also evidence that authentic leadership can have a direct impact on customer service performance by setting a positive tone for the organization. For example, a study by Walumbwa et al. found that organizations with authentic leaders have a more positive organizational culture, which can lead to higher levels of customer satisfaction (Walumbwa et al., 2008). Overall, the available academic research suggests that there is a strong positive relationship between authentic leadership and proactive customer service performance. Authentic leaders create a positive work environment that empowers employees, promotes engagement, and sets a positive tone for the organization, all of which contribute to higher levels of proactive customer service performance.

Mindfully Supporting Frontline Workers Mindfulness for authentic leadership can play a crucial role in supporting frontline customer service employees, especially those who belong to marginalized groups, such as people of color, women, artists, and others who require emotional support and dignity in their work. The practice of mindfulness can provide a supportive and inclusive work environment, promoting employee well-being and resilience, particularly during challenging times like the pandemic. It is useful to consider if the academic literature sheds light on the relationship between mindfulness, authentic leadership, and the support of frontline customer service employees from marginalized groups.

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Emotional Support and Well-Being Mindfulness practices can contribute to emotional support and well-being for frontline customer service employees. Authentic leaders who cultivate mindfulness demonstrate a genuine concern for their employees’ wellbeing and foster a supportive work environment that values diversity and inclusivity. A study by Carson et al. emphasizes that authentic leadership, characterized by self-awareness, transparency, and a focus on ethics, contributes to employee well-being (Carson et al., 2007). By integrating mindfulness practices into their leadership approach, leaders can enhance their authenticity and create a supportive atmosphere where frontline employees feel valued and emotionally supported. Resilience and Stress Reduction Mindfulness practices can help frontline customer service employees from marginalized groups build resilience and effectively manage stress. These employees often face unique challenges and may experience heightened levels of stress due to discrimination, bias, or other factors. Research by Hülsheger et al. (2013) demonstrates that mindfulness reduces stress and enhances employee resilience. By engaging in mindfulness techniques, frontline customer service employees can develop emotional regulation skills, increase their ability to cope with stress, and maintain their well-being, even during difficult circumstances like the pandemic. Empowerment and Dignity Mindfulness for authentic leadership promotes empowerment and dignity in the workplace for marginalized frontline employees. Authentic leaders who embrace mindfulness practices empower their employees by creating an inclusive culture that respects their unique perspectives, strengths, and contributions. For example, in a study by Avolio et al., authentic leadership was found to positively influence employee empowerment (Avolio et al., 2009). Mindfulness as a component of authentic leadership can further enhance this empowerment by fostering a sense of dignity, autonomy, and self-worth among frontline employees from marginalized groups, providing them with a supportive environment to thrive.

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Pandemic-Specific Challenges The COVID-19 pandemic exacerbated the challenges faced by frontline customer service employees, particularly those from marginalized groups. Mindfulness for authentic leadership became particularly evident during this time, as it offered essential support for these employees in navigating the increased stress, emotional demands, and uncertainties brought about by the pandemic. For instance, a study by Wang et al. highlights that mindfulness interventions during the pandemic can help employees cope with stress, reduce emotional exhaustion, and enhance well-being (Wang et al., 2020). Mindfulness practices, when integrated into authentic leadership approaches, can provide frontline employees with the emotional support and dignity they need to navigate the unique challenges of the pandemic. Overall, the literature demonstrates that mindfulness for authentic leadership can significantly support frontline customer service employees from marginalized groups, promoting their emotional well-being, resilience, empowerment, and dignity in the workplace. The academic citations discussed (Avolio et al., 2009; Carson et al., 2007; Hülsheger et al., 2013; Wang et al., 2020) demonstrate the positive impact of mindfulness and authentic leadership on employee support, particularly during challenging times like the pandemic. By cultivating mindfulness and embracing authentic leadership principles, organizations can create an inclusive and supportive environment that addresses the unique needs of frontline employees from marginalized groups, ultimately fostering their well-being and success.

Customer Service Performance in the Context of the Hotel and Hospitality Industry The relationship between authentic leadership and proactive customer service performance is particularly relevant in the hotel and hospitality industry, where customer satisfaction is a crucial success factor. Several studies have investigated this relationship in the context of the hotel and hospitality industry, with a focus on understanding how authentic leadership can influence customer service performance in this sector. One study by Ling et al. found that authentic leadership has a positive impact on customer service performance in the hotel industry (Ling et al., 2017). The authors found that employees who work for authentic

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leaders are more likely to have a high level of job satisfaction, which in turn leads to higher levels of customer service performance. The study also found that authentic leadership positively influences employee engagement, which is a key driver of proactive customer service behavior. Another study, by Qiu et al., investigated the relationship between authentic leadership and customer service performance in the context of the Chinese hotel industry (Qiu et al., 2019). The authors found that authentic leadership is positively associated with customer satisfaction, which is a key indicator of customer service performance. The study also found that employees who work for authentic leaders are more likely to exhibit proactive customer service behavior, such as going above and beyond to meet the needs of guests. Additionally, a study by Guchait et al. found that authentic leadership is positively related to customer-oriented behavior in the Indian hotel industry (Guchait et al., 2023). The authors found that employees who work for authentic leaders are more likely to have a customer-oriented mindset, which leads to higher levels of customer service performance. These studies suggest that authentic leadership has a positive impact on customer service performance in the hotel and hospitality industry. Authentic leaders create a positive work environment that empowers employees, promotes engagement, and sets a positive tone for the organization, all of which contribute to higher levels of proactive customer service performance.

Prosocial Work Behavior Authentic leadership has been widely studied in the field of organizational behavior and management, and as such there is a growing body of research that has investigated the relationship between authentic leadership and prosocial work behavior. Prosocial work behavior refers to actions that employees take that are not required by their job but are intended to help others or benefit the organization. Several studies have found that authentic leadership is positively associated with prosocial work behavior. For example, a study by Avolio et al. found that employees who work for authentic leaders are more likely to engage in prosocial work behavior, such as volunteering for extra assignments or helping coworkers (Avolio et al., 2009). The authors attribute this to the fact that authentic leaders create a positive work environment

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that encourages employees to be more helpful and supportive of one another. Another study by Walumbwa et al. found that authentic leadership is positively associated with organizational citizenship behavior, which is a type of prosocial work behavior that involves going above and beyond one’s job requirements to benefit the organization (Walumbwa et al., 2005). The authors found that employees who work for authentic leaders are more likely to engage in organizational citizenship behavior, such as helping coworkers, being punctual, and being reliable. In addition, a study by Wang et al. found that authentic leadership is positively related to employee voice behavior, which is another type of prosocial work behavior that involves speaking up and offering suggestions to improve the organization (Wang et al., 2016). The authors found that employees who work for authentic leaders are more likely to have a voice in the workplace, which can lead to improved organizational performance. Overall, the available academic research suggests that authentic leadership is positively associated with prosocial work behavior. Authentic leaders create a positive work environment that empowers employees and encourages them to be more helpful and supportive of one another, which in turn leads to higher levels of prosocial work behaviors.

Mindful Customer Service Innovation Mindfulness for authentic leadership has gained significant adoption in US corporations, and its integration has led to notable benefits in terms of innovative and cutting-edge customer service, while also reducing burnout among frontline employees. This section discusses the widespread adoption of mindfulness for authentic leadership in US corporations and provides specific examples of how it has facilitated innovation and reduced burnout in customer service. Widespread Adoption of Mindfulness for Authentic Leadership Mindfulness practices and authentic leadership principles have been embraced by numerous US corporations, recognizing their potential to foster a positive work culture and enhance employee well-being. Many organizations have implemented mindfulness training programs, established dedicated mindfulness initiatives, or incorporated mindfulness

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practices into leadership development programs. For example, Google is renowned for its Search Inside Yourself (SIY) program, which integrates mindfulness and emotional intelligence training into its leadership development efforts (Tan, 2015). Similarly, General Mills has implemented mindfulness programs to enhance employee well-being and performance, with the CEO publicly endorsing its benefits (Wang & Adams, 2016). Innovation in Customer Service The integration of mindfulness for authentic leadership in US corporations has contributed to innovative approaches to customer service. Mindfulness practices promote cognitive flexibility, open-mindedness, and creative thinking, enabling leaders and employees to identify new opportunities, adapt to changing customer needs, and develop innovative service solutions. An example of innovation in customer service through mindfulness is the case of Aetna, a healthcare insurance provider. Aetna implemented mindfulness programs, resulting in improved customer service experiences and innovative service delivery (Greiser & Martini, 2018). By cultivating mindfulness, employees became more attentive, focused, and empathetic, leading to innovative approaches that enhanced customer satisfaction and loyalty. Reduced Burnout Among Frontline Employees Mindfulness for authentic leadership has been effective in reducing burnout among frontline employees, resulting in enhanced well-being and increased job satisfaction. Mindfulness practices help employees manage stress, develop emotional resilience, and create a sense of work– life balance. For instance, at Aetna, the mindfulness programs not only fostered innovative customer service but also reduced employee stress and burnout. Through mindfulness training, employees reported improved emotional well-being, reduced stress levels, and increased job satisfaction (Greiser & Martini, 2018). Another example is the case of Salesforce, a leading customer relationship management company. Salesforce introduced mindfulness practices as part of its corporate culture, aiming to reduce stress and improve well-being among employees. The company witnessed positive outcomes, including reduced employee burnout, improved customer service, and increased employee engagement (Benioff & Langley, 2019).

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Overall, the literature shows that mindfulness for authentic leadership has been widely adopted in US corporations, leading to innovative and cutting-edge customer service while reducing burnout among frontline employees. Companies such as Google, General Mills, Aetna, and Salesforce have incorporated mindfulness practices, resulting in improved customer service experiences, enhanced employee well-being, and reduced burnout. These examples demonstrate how the integration of mindfulness for authentic leadership can drive innovation and create a positive work environment that supports both employees and customers.

Collaborative Work Behavior and Authentic Leadership Authentic leadership has been widely studied in the field of organizational behavior and management, and there is a growing body of research that has investigated the relationship between authentic leadership and collaborative work behavior. Collaborative work behavior refers to actions that employees take that involve working together with others to achieve a common goal. Several studies have found that authentic leadership is positively associated with collaborative work behavior. For example, a study by Avolio et al. found that employees who work for authentic leaders are more likely to engage in collaborative work behavior, such as working together with coworkers on projects or seeking input from others (Avolio et al., 2009). The authors attribute this to the fact that authentic leaders create a positive work environment that encourages employees to be more cooperative and supportive of one another. Another study by Wang et al. found that authentic leadership is positively related to team effectiveness, which is a key factor in collaborative work behavior (Wang et al., 2016). The authors found that employees who work for authentic leaders are more likely to work effectively in teams, which can lead to improved organizational performance. In addition, a study by Walumbwa et al. found that authentic leadership is positively associated with trust in the workplace, which is another key factor in collaborative work behavior (Walumbwa et al., 2005). The authors found that employees who work for authentic leaders are more likely to trust their coworkers and to be more willing to collaborate with them.

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Overall, the available academic research suggests that authentic leadership is positively associated with collaborative work behavior. Authentic leaders create a positive work environment that empowers employees and encourages them to be more cooperative and supportive of one another, which in turn leads to higher levels of collaborative work behavior.

Collective Mindfulness and Collective Thriving in Relation to Authentic Leadership Authentic leadership, collective mindfulness, and collective thriving are important concepts in the field of organizational behavior and management. Authentic leadership refers to a leadership style that is based on transparency, ethical behavior, and a deep sense of purpose, while collective mindfulness refers to the shared awareness and attention to the present moment among members of a group or organization. Collective thriving refers to the shared positive growth and well-being of members of a group or organization. Several studies have investigated the relationship between authentic leadership and collective mindfulness and collective thriving. For example, a study by Gardner et al. found that authentic leadership is positively associated with collective mindfulness and collective thriving (Gardner et al., 2011). The authors found that authentic leaders create a positive work environment that encourages employees to be more aware of the present moment and to focus on their own growth and well-being, which in turn leads to higher levels of collective mindfulness and collective thriving. Another study by Luthans, Avey et al. found that authentic leadership is positively related to psychological capital, which is a key factor in collective thriving (Luthans, Avey et al., 2006). The authors found that employees who work for authentic leaders are more likely to have a positive outlook on life and to feel more confident and resilient, which in turn leads to higher levels of collective thriving. In addition, a study by Luthans et al. found that authentic leadership is positively related to positive psychological capital, which is another key factor in collective thriving (Luthans et al., 2006). The authors found that employees who work for authentic leaders are more likely to have a positive outlook on life, to feel more confident and resilient, and to be more engaged in their work, which in turn leads to higher levels of collective thriving.

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Overall, the available academic research suggests that there is a strong positive relationship between authentic leadership and collective mindfulness and collective thriving. Authentic leaders create a positive work environment that encourages employees to be more aware of the present moment and to focus on their own growth and well-being, which in turn leads to higher levels of collective mindfulness and collective thriving.

Internal Marketing and Proactive Customer Service Performance Authentic leadership and mindfulness are two important concepts in the field of organizational behavior and management, and there is a growing body of research that has investigated how these concepts can be used to enhance proactive customer service performance through internal marketing. Internal marketing refers to the process of creating a positive work environment that encourages employees to be more engaged and proactive in serving customers. Several studies have found that a combination of authentic leadership and mindfulness can be an effective approach to internal marketing and enhance proactive customer service performance. For example, a study by Aydın and ve Kaya found that authentic leadership and mindfulness have a positive impact on customer-oriented behavior, which is a key driver of proactive customer service performance (Aydın & ve Kaya, 2016). The authors found that employees who work for authentic leaders and who practice mindfulness are more likely to have a customer-oriented mindset, which leads to higher levels of customer service performance. Another study by Luthans et al. found that authentic leadership is positively associated with psychological capital, which is a key factor in proactive customer service performance (Luthans et al., 2007). The authors found that employees who work for authentic leaders and who practice mindfulness are more likely to have a positive outlook on life and to feel more confident and resilient, which in turn leads to higher levels of proactive customer service performance. In addition, a study by Raso found that a combination of authentic leadership and mindfulness has a positive impact on employee engagement, which is another key factor in proactive customer service performance (Raso, 2019). The authors found that employees who work for authentic leaders and who practice mindfulness are more likely to

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be engaged in their work, which leads to higher levels of customer satisfaction. Overall, the available academic research suggests that a combination of authentic leadership and mindfulness can be an effective approach to internal marketing and enhancing proactive customer service performance. Authentic leaders who promote mindfulness can create a positive work environment that empowers employees and encourages them to be more engaged and proactive in serving customers.

References Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. Aydın, S., & ve Kaya, N. (2016). Authentic leadership in sales management: the effects on salespeople’s task related outcomes. Business and Economic Research, 6(2), 133–155. Bal, P. M., & Veltkamp, M. (2013). How does fiction reading influence empathy? An experimental investigation on the role of emotional transportation. PLoS ONE, 8(1), e55341. https://doi.org/10.1371/journal.pone.0055341 Benioff, M., & Langley, M. (2019). Trailblazer: The power of business as the greatest platform for change. Currency. Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217–1234. https://doi.org/10.5465/amj. 2007.26279183 Fan, Y., & Sun, Y. (2015). The impact of authentic leadership and mindfulness on employee engagement. Journal of Business Ethics, 126(2), 259–270. Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The leadership Quarterly, 22(6), 1120–1145. Grawitch, M. J., Gottschalk, M., & Munz, D. C. (2006). The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, 58(3), 129. Greiser, C., & Martini, J. P. (2018). Unleashing the power of mindfulness in corporations. The Boston Consulting Group (BCG).

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Guchait, P., Peyton, T., Madera, J. M., Gip, H., & Molina-Collado, A. (2023). 21st century leadership research in hospitality management: A state-of-the-art systematic literature review. International Journal of Contemporary Hospitality Management. Hülsheger, U. R., Alberts, H. J. E. M., & Lang, J. W. B. (2013). Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), 310–325. https://doi.org/10.1037/a0031313 Ling, Q., Liu, F., & Wu, X. (2017). Servant versus authentic leadership: Assessing effectiveness in China’s hospitality industry. Cornell Hospitality Quarterly, 58(1), 53–68. Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60(3), 541–572. Luthans, F., Avey, J. B., Avolio, B. J., Norman, S. M., & Combs, G. M. (2006). Psychological capital development: Toward a micro-intervention. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27 (3), 387–393. Luthans, F., Youssef, C. M., & Avolio, B. J. (2006). Psychological capital: Developing the human competitive edge. Oxford University Press. Mar, R. A., & Oatley, K. (2008). The function of fiction is the abstraction and simulation of social experience. Perspectives on Psychological Science, 3(3), 173– 192. https://doi.org/10.1111/j.1745-6924.2008.00073.x Qiu, S., Alizadeh, A., Dooley, L. M., & Zhang, R. (2019). The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry. Journal of Hospitality and Tourism Management, 40, 77–87. Raso, R. (2019). Be you! Authentic leadership. Nursing management, 50(5), 18–25. Reb, J., Narayanan, J., & Chaturvedi, S. (2015). Leading mindfully: Two studies on the influence of supervisor trait mindfulness on employee well-being and performance. Mindfulness, 6(4), 971–985. https://doi.org/10.1007/s12 671-014-0322-0 Reb, J., & Atkins, P. W. (Eds.). (2015). Mindfulness in organizations: Foundations, research, and applications. Cambridge University Press. Tan, C. (2015). Search Inside Yourself: The unexpected path to achieving success, happiness (and world peace). HarperOne. Walumbwa, F. O., Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 365–382.

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Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126. Wang, J., & Adams, J. (2016). Bringing mindfulness to your workplace. Association for Talent Development. Wang, D., Gan, C., & Wu, C. (2016). LMX and employee voice: A moderated mediation model of psychological empowerment and role clarity. Personnel Review, 45(3), 605–615. Wang, Y., Liu, L., Du, J., Zhao, M., Shi, Z., & Xie, X. (2020). The impact of COVID-19 on anxiety in Chinese university students. Frontiers in Psychology, 11, 1168. https://doi.org/10.3389/fpsyg.2020.01168 Wieseke, J., Geigenmüller, A., & Kraus, F. (2012). On the role of empathy in customer-employee interactions. Journal of Service Research, 15(3), 316–331.

CHAPTER 16

Entrepreneurship, Mindfulness, and Authentic Leadership

The relationship between entrepreneurship, mindfulness, and authentic leadership has been the subject of much academic research in recent years. While the three concepts are distinct, they are also interconnected and can have a significant impact on one another. Research has shown that mindfulness can have a positive impact on entrepreneurship. Mindfulness can help entrepreneurs be more focused, creative, and resilient in the face of challenges and setbacks. For example, a study by Van der Riet et al. found that mindfulness can improve decision-making and increase emotional intelligence among entrepreneurs (Van der Riet et al., 2018). Another study by Chiesa and Serretti found that mindfulness-based interventions can reduce stress and burnout among entrepreneurs (Chiesa & Serretti, 2011). Additionally, mindfulness can foster greater self-awareness and introspection, which can help entrepreneurs to better understand their motivations, strengths, and weaknesses and to develop more authentic leadership skills. Authentic leadership, in turn, has been shown to have a positive impact on entrepreneurship. Authentic leaders are often more visionary and inspirational, and they are better able to engage with and motivate their employees and partners. For example, a study by Avolio and Gardner found that authentic leaders are more likely to create a positive and supportive work environment, which can lead to greater job satisfaction © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_16

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and employee retention (Avolio & Gardner, 2005). Another study by Walumbwa and colleagues found that authentic leadership is positively associated with organizational performance and that this relationship is strongest in entrepreneurial organizations (Walumbwa et al., 2008). However, while there is a growing body of research on the relationship between entrepreneurship, mindfulness, and authentic leadership, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of mindfulness and authentic leadership on entrepreneurship may vary depending on the individual, the industry, and the cultural context. Overall, the relationship between entrepreneurship, mindfulness, and authentic leadership is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that mindfulness and authentic leadership can have a positive impact on entrepreneurship, and entrepreneurs who cultivate these skills and attitudes are likely to be more successful and fulfilled in their personal and professional lives.

Entrepreneurial Opportunity Recognition and Evaluation The relationship between mindfulness and entrepreneurial opportunity recognition and evaluation has received significant attention in academic research (Kelly & Dorian, 2017). Mindfulness refers to the ability to be fully present and aware at the moment and to understand one’s own thoughts, feelings, and emotions. Entrepreneurial opportunity recognition and evaluation refers to the process of identifying and assessing potential business opportunities and determining whether to pursue these opportunities. Studies have shown that mindfulness can have a significant impact on entrepreneurial opportunity recognition and evaluation. For example, a study by Pirson et al. found that mindfulness is positively associated with creativity and innovation and that this relationship is positively related to entrepreneurial opportunity recognition and evaluation (Pirson et al., 2012). Another study by Baer and colleagues found that mindfulness is positively associated with the ability to identify and assess potential business opportunities and that this relationship is positively related

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to entrepreneurial opportunity recognition and evaluation (Baer et al., 2006). At the same time, while there is a growing body of research on the relationship between mindfulness and entrepreneurial opportunity recognition and evaluation, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of mindfulness on entrepreneurial opportunity recognition and evaluation may vary depending on the specific industry, cultural context, and historical context of the entrepreneur. Overall, the relationship between mindfulness and entrepreneurial opportunity recognition and evaluation is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that mindfulness can play a significant role in enhancing entrepreneurial opportunity recognition and evaluation.

Family-Owned Firms: The Relationship Between Founder Centrality and Strategic Behavior The relationship between founder centrality and strategic behavior in family-owned firms has received a significant amount of attention in academic research in recent years. Founder centrality refers to the extent to which the founder of a firm continues to play a central role in the firm’s operations and decision-making processes, while strategic behavior refers to the actions and decisions that a firm takes to achieve its goals and objectives. Studies have shown that founder centrality can have a significant impact on strategic behavior in family-owned firms. For example, a study by Miller and Le Breton-Miller found that founder-led firms are more likely to adopt a conservative and incremental approach to strategy, while non-founder-led firms are more likely to pursue more radical and innovative strategies (Miller & Le Breton-Miller, 2005). Another study by Arregle et al. found that founder centrality is positively associated with the level of strategic change in family-owned firms and that this relationship is strongest in firms that are facing high levels of uncertainty and competition (Arregle et al., 2007). At the same time, strategic behavior can also have an impact on founder centrality, as firms that adopt certain types of strategies may be more or

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less likely to retain the founder in a central role. For example, a study by Aronoff et al. found that family-owned firms that adopt a more proactive and aggressive approach to strategy are more likely to have a non-founder CEO, while firms that adopt a more passive and defensive approach are more likely to have a founder-led management team (Aronoff et al., 2003). However, while there is a growing body of research on the relationship between founder centrality and strategic behavior in family-owned firms, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of founder centrality on strategic behavior, and vice versa, may vary depending on the specific industry, cultural context, and historical context of the firm. Overall, the relationship between founder centrality and strategic behavior in family-owned firms is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that founder centrality and strategic behavior are interrelated and can have a significant impact on the success and sustainability of family-owned firms.

Self-Awareness and Business Success: “The Icarus Paradox” Danny Miller’s book, “The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall,” explores the relationship between corporate success and failure and the role of leadership in shaping this relationship. In particular, Miller argues that corporate leaders who are high in self-awareness are better able to avoid the pitfalls of success and maintain the long-term health and viability of their companies. Self-awareness in corporate leaders refers to the ability to understand one’s own strengths and weaknesses, motivations, emotions, and biases and to use this self-knowledge to make more informed and effective decisions. Miller argues that leaders who are high in self-awareness are better able to recognize and avoid the negative consequences of success, such as complacency, arrogance, and a lack of creativity and innovation. Research has supported Miller’s argument that self-awareness is a key factor in the success and longevity of companies. For example, a study by Judge and colleagues found that self-awareness is positively associated

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with leadership effectiveness and organizational performance (Judge et al., 2002). Another study by Avolio and Gardner found that self-awareness is a critical component of emotional intelligence, which is positively associated with leadership effectiveness and organizational performance (Avolio & Gardner, 2005). In the context of the US today, self-awareness has become an increasingly important attribute for corporate leaders, as companies face a rapidly changing business environment and increased competition. For example, many companies are struggling with digital transformation, and leaders who are high in self-awareness are better able to understand the implications of this transformation for their businesses and to make informed and effective decisions about how to respond. Additionally, companies are facing increased scrutiny from stakeholders and regulators, and leaders who are high in self-awareness are better able to understand the ethical implications of their decisions and act in the best interests of all stakeholders. One can conclude that Danny Miller’s work on the Icarus Paradox highlights the importance of self-awareness in corporate leaders, and research has supported the argument that self-awareness is a critical factor in the success and longevity of companies. In the context of the US today, self-awareness is increasingly important for corporate leaders as they navigate a rapidly changing business environment and increased stakeholder scrutiny.

Social Entrepreneurship The relationship between social entrepreneurship, mindfulness, and authentic leadership has received a growing amount of attention in academic research in recent years. Social entrepreneurship refers to the creation and implementation of innovative and sustainable solutions to social and environmental problems, while mindfulness is the practice of being fully present and aware of one’s thoughts, feelings, and experiences at the moment, and authentic leadership is a leadership style that emphasizes transparency, self-awareness, and a deep connection to one’s values and purpose. Studies have shown that mindfulness can have a positive impact on social entrepreneurship. Mindfulness can help social entrepreneurs to be more focused, creative, and resilient in the face of challenges and setbacks and to better understand their motivations and strengths. For example, a

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study by Van der Riet et al. found that mindfulness can improve decisionmaking and increase emotional intelligence among social entrepreneurs (Van der Riet et al., 2018). Another study by Chiesa and Serretti found that mindfulness-based interventions can reduce stress and burnout among social entrepreneurs (Chiesa & Serretti, 2011). Authentic leadership has been shown to have a positive impact on social entrepreneurship. Authentic leaders are often more visionary and inspirational, and they are better able to engage with and motivate their employees, partners, and stakeholders. For example, a study by Avolio and Gardner found that authentic leaders are more likely to create a positive and supportive work environment, which can lead to greater employee engagement and stakeholder support (Avolio & Gardner, 2005). Another study by Walumbwa and colleagues found that authentic leadership is positively associated with organizational performance and that this relationship is strongest in social entrepreneurial organizations (Walumbwa et al., 2008). The combination of mindfulness and authentic leadership can also have a synergistic effect on social entrepreneurship, as the two practices can reinforce and amplify one another. For example, mindfulness can help social entrepreneurs develop greater self-awareness and introspection, which can help them become more authentic leaders. Authentic leadership can help social entrepreneurs create a more positive and supportive work environment, which can further enhance their mindfulness and well-being. However, while there is a growing body of research on the relationship between social entrepreneurship, mindfulness, and authentic leadership, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of mindfulness and authentic leadership on social entrepreneurship may vary depending on the individual, the industry, and the cultural context. Overall, the relationship between social entrepreneurship, mindfulness, and authentic leadership is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that mindfulness and authentic leadership can have a positive impact on social entrepreneurship and that social entrepreneurs who cultivate these skills and attitudes are likely to be more successful and fulfilled in their personal and professional lives.

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Cultural Leadership Ideals and Social Entrepreneurship The relationship between cultural leadership ideals and social entrepreneurship has received increasing attention in academic research, particularly from an international perspective. Cultural leadership ideals refer to the values, beliefs, and norms that are associated with effective leadership in a particular cultural context, while social entrepreneurship refers to the creation and implementation of innovative and sustainable solutions to social and environmental problems. Research has shown that cultural leadership ideals can have a significant impact on the development and success of social entrepreneurship initiatives. For example, a study by Schaltegger et al. found that cultural values such as individualism and collectivism can influence the types of social entrepreneurship initiatives that are pursued, as well as the ways in which they are structured and governed (Schaltegger et al., 2016). Another study by Nguyen et al. found that cultural values such as power distance, individualism, and femininity can impact the level of social entrepreneurship activity in different countries (Nguyen et al., 2009). At the same time, social entrepreneurship can also have an impact on cultural leadership ideals, as it can challenge traditional notions of leadership and promote new and innovative ways of thinking about social and environmental problems. For example, a study by Vickers found that social entrepreneurship can help promote a more collaborative and participatory style of leadership in which all stakeholders are involved in the decision-making process (Vickers, 2010). However, while there is a growing body of research on the relationship between cultural leadership ideals and social entrepreneurship, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of cultural leadership ideals on social entrepreneurship may vary depending on the cultural context, as well as the specific social and environmental problems that are being addressed. Overall, the relationship between cultural leadership ideals and social entrepreneurship is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another.

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However, the evidence to date suggests that cultural leadership ideals can have a significant impact on social entrepreneurship and that social entrepreneurship can in turn challenge and reshape cultural leadership ideals.

Founder Centrality and Top Management in Mexican Family Firms The relationship between founder centrality and the top management group in Mexican family firms has received attention in academic research, particularly with regard to its effects on firm culture, strategic vision and goals, and performance. Founder centrality refers to the extent to which the founder of a firm continues to play a central role in the firm’s operations and decision-making processes, while the top management group refers to the group of senior executives who are responsible for the overall strategy and direction of the firm. Studies have shown that founder centrality can have a significant impact on the culture, strategic vision, and goals of Mexican family firms, as well as their performance. For example, a study by Espinoza Aguiló and Espinoza Aguiló found that founder centrality is positively associated with the level of family influence in the firm and that this relationship is positively related to firm performance (Espinoza Aguiló & Espinoza Aguiló, 2012). Another study by Athanassiou et al. found that founder centrality is positively associated with the level of entrepreneurship in Mexican family firms and that this relationship is positively related to firm performance (Athanassiou et al., 2002). At the same time, the top management group can also have an impact on founder centrality, as firms that have a more professional and nonfamily top management group may be less likely to retain the founder in a central role. For example, a study by Athanassiou et al. found that firms with a more professional top management group are more likely to have a non-founder CEO, while firms with a more family-dominated top management group are more likely to have a founder-led management team (Athanassiou et al., 2002). However, while there is a growing body of research on the relationship between founder centrality and the top management group in Mexican family firms, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of founder centrality on the top

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management group, and vice versa, may vary depending on the specific industry, cultural context, and historical context of the firm. The relationship between founder centrality and the top management group in Mexican family firms is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that founder centrality and the top management group are interrelated and can have a significant impact on the culture, strategic vision, goals, and performance of Mexican family firms.

David McClelland and Cultural Leadership Ideals David McClelland’s work on cultural leadership ideals and authentic leadership, specifically his research on Mexican and US profiles for nAch (need for achievement), nPow (need for power), and nAff (need for affiliation), has received significant attention in academic research. McClelland’s work focuses on the importance of individual needs and motivations in shaping leadership behavior and style. According to McClelland, individuals with a high need for achievement (nAch) are motivated by a desire to achieve personal success and overcome challenges. Individuals with a high need for power (nPow) are motivated by a desire to have influence and control over others. Individuals with a high need for affiliation (nAff) are motivated by a desire for social connectedness and a strong sense of community. McClelland’s research has shown that these individual needs and motivations can vary greatly between different cultural groups and that these differences can have a significant impact on leadership behavior and style. For example, McClelland’s research has found that Mexican leaders tend to have a higher need for affiliation (nAff) compared to US leaders and that this difference is related to differences in cultural values and attitudes toward social relationships and community. While McClelland’s work has provided valuable insights into the relationship between individual needs and motivations and leadership behavior, it is also important to consider the limitations of this research. For example, McClelland’s research has been criticized for being overly reductionistic and for oversimplifying the complex and multifaceted nature of leadership. Additionally, his work has been criticized for oversimplifying the cultural differences between Mexican and US leaders, and

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for not fully taking into account the historical and political context of these differences. David McClelland’s work on cultural leadership ideals and authentic leadership provides valuable insights into the relationship between individual needs and motivations and leadership behavior. However, it is important to consider the limitations of this research when evaluating its findings and implications. Additionally, further research is needed to fully understand the ways in which individual needs and motivations, cultural values and attitudes, and historical and political context interact and shape leadership behavior and style.

Family-Based Competitive Advantage in Mexican Family Businesses The relationship between authentic leadership and family-based competitive advantage in Mexican family businesses has received significant attention in academic research. Authentic leadership refers to the ability of leaders to lead in a way that is congruent with their values and beliefs and to act in the best interests of all stakeholders. Family-based competitive advantage refers to the unique strengths and capabilities that are inherent in family-owned businesses and that can be leveraged to achieve success in the marketplace. Studies have shown that authentic leadership can have a significant impact on family-based competitive advantage in Mexican family businesses. For example, a study by Athanassiou et al. found that authentic leadership is positively associated with the level of family influence in Mexican family businesses and that this relationship is positively related to family-based competitive advantage (Athanassiou et al., 2002). Another study by Athanassiou et al. found that authentic leadership is positively associated with the level of entrepreneurship in Mexican family businesses and that this relationship is positively related to family-based competitive advantage (Athanassiou et al., 2002). At the same time, while there is a growing body of research on the relationship between authentic leadership and family-based competitive advantage in Mexican family businesses, much of this research is still in its early stages, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of authentic leadership on family-based competitive advantage may vary depending

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on the specific industry, cultural context, and historical context of the business. The relationship between authentic leadership and family-based competitive advantage in Mexican family businesses is complex and multifaceted, and further research is needed to fully understand the ways in which these concepts interact and influence one another. However, the evidence to date suggests that authentic leadership can play a significant role in enhancing family-based competitive advantage in Mexican family businesses.

References Arregle, J. L., Hitt, M. A., Sirmon, D. G., & Very, P. (2007). The development of organizational social capital: Attributes of family firms. Journal of Management Studies, 44(1), 73–95. Aronoff, Craig E., Stephen L., McClure., & John, L. Ward. (2003). Family business succession: The final test of greatness. No. 1. Family Enterprise Publisher. Athanassiou, N., Crittenden, W. F., Kelly, L. M., & Marquez, P. (2002). Founder centrality effects on the Mexican family firm’s top management group: Firm culture, strategic vision and goals, and firm performance. Journal of World Business, 37 (2), 139–150. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. Baer, R. A., Smith, G. T., Hopkins, J., Krieder, R., & Toney, L. (2006). Using self-report assessment methods to explore facets of mindfulness. Assessment, 13(1), 27–45. Cameron, J. E. Dutton, & R. E. Quinn (Eds.). (2003). Positive organizational scholarship: Foundations of a new discipline (pp. 241–261). San Francisco, CA: Berrett-Koehler Publishers. Chiesa, A., & Serretti, A. (2011). Mindfulness-based interventions for chronic pain: A systematic review of the evidence. The Journal of Alternative and Complementary Medicine, 17 (1), 83–93. Espinoza Aguiló, T. I., & Espinoza Aguiló, N. F. (2012). Family business performance: Evidence from Mexico. Cuadernos de Administración, 25(44), 39–61. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87 (4), 765–780. McClelland, D. C. (1961). The achieving society. Van Nostrand.

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McClelland, D. C. (1973). Testing for competence rather than for “intelligence.” American Psychologist, 28(1), 1–14. Miller, D., & Le Breton-Miller, I. (2005). Managing for the long run: Lessons in competitive advantage from great family businesses. Harvard Business School Press. Nguyen, T. V., Bryant, S. E., Rose, J., Tseng, C. H., & Kapasuwan, S. (2009). Cultural values, market institutions, and entrepreneurship potential: A comparative study of the United States, Taiwan, and Vietnam. Journal of Developmental Entrepreneurship, 14(01), 21–37. Pirson, M., Langer, E. J., Bodner, T., & Zilcha-Mano, S. (2012). The development and validation of the Langer mindfulness scale-enabling a socio-cognitive perspective of mindfulness in organizational contexts. Fordham University Schools of Business Research Paper. Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2016). Business models for sustainability: A coevolutionary analysis of sustainable entrepreneurship, innovation, and transformation. Organization & environment, 29(3), 264– 289. Van der Riet, P., Levett-Jones, T., & Aquino-Russell, C. (2018). The effectiveness of mindfulness meditation for nurses and nursing students: An integrated literature review. Nurse Education Today, 65, 201–211. Vickers, I. (2010). Social enterprise and the environment: a review of the literature. Third Sector Research Centre Working Paper, 22. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.

CHAPTER 17

Coaching for Mindfulness and Authentic Leadership: Practical Steps

Coaching for mindfulness has been gaining popularity in recent years, and when paired with authentic leadership, the results are even more powerful. This chapter looks at various approaches and real-life examples—from the existential-systems approach to the ten roles of managers, to the GROW model, to specific case studies—that illustrate practical applications in organizational management.

Existential-Systems Approach to Managing Organizations The existential-systems approach to managing organizations is a relatively new and innovative perspective in the field of organizational management and leadership. This approach combines existential philosophy and systems thinking to provide a holistic and humanistic perspective on organizational life and management (Kelly & Kelly, 1998). Existential philosophy focuses on the meaning and purpose of human existence and the ways in which individuals can find meaning and fulfillment in their lives. Systems thinking, on the other hand, focuses on the interconnections and interdependencies between different components of a system and the ways in which small changes in one part of the system can have large impacts on the entire system. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4_17

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Studies have shown that an existential-systems approach to managing organizations can have a significant impact on organizational performance and employee well-being. For example, a study by Olivares et al. found that an existential-systems approach to leadership is positively associated with employee engagement and job satisfaction, and this relationship is strongest in organizations that have a supportive and empowering organizational culture (Olivares et al., 2007). Another study by Müller and Kubátová found that an existentialsystems approach to management is positively associated with innovation and creativity, and this relationship is strongest in organizations that have a supportive and empowering organizational culture (Müller & Kubátová, 2022). At the same time, while there is a growing body of research on the existential-systems approach to managing organizations, much of this research is still in its early stage, and more studies are needed to fully understand the nature and extent of these relationships. Additionally, the impact of an existential-systems approach to management may vary depending on the specific industry, cultural context, and historical context of the organization. Overall, the existential-systems approach to managing organizations provides a holistic and humanistic perspective on organizational life and management, and the evidence to date suggests that this approach can have a significant impact on organizational performance and employee well-being. However, further research is needed to fully understand the nature and extent of these relationships and to determine the conditions under which an existential-systems approach to management is most effective.

The Ten Roles of Managers The ten roles of managers, as outlined by Henry Mintzberg, provide a useful framework for understanding the various responsibilities and activities that are central to the role of a manager. These ten roles can also be used as a framework to develop authentic leaders, as they provide a comprehensive and practical guide for understanding the skills and qualities that are necessary for effective leadership. Mindfulness and authentic leadership are two key concepts that are relevant to the ten roles of managers, and they can be used to enhance the development of effective leaders. Mindfulness refers to the ability to

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be fully present and aware at the moment and to understand one’s own thoughts, feelings, and emotions. Authentic leadership refers to the ability to lead in a way that is congruent with one’s values and beliefs and to act in the best interests of all stakeholders. By incorporating mindfulness and authentic leadership into the ten roles of managers, leaders can develop a more effective and meaningful approach to leadership. For example, the role of “monitor” requires leaders to be aware of their surroundings and to gather information from a variety of sources. By incorporating mindfulness into this role, leaders can cultivate a greater sense of awareness and presence and be better equipped to gather and analyze information in a more meaningful way. Similarly, the role of “disseminator” requires leaders to communicate information and ideas effectively to others. By incorporating authentic leadership into this role, leaders can be more confident and genuine in their communication and be better able to connect with others and build trust. Overall, the ten roles of managers provide a useful framework for understanding the skills and qualities that are necessary for effective leadership. By incorporating mindfulness and authentic leadership into these roles, leaders can develop a more meaningful and effective approach to leadership and be better equipped to address the challenges and opportunities of the modern business environment.

GROW Model of Executive Coaching The GROW model is a well-established model of executive coaching that provides a structured framework for coaching sessions. The acronym GROW stands for Goal, Reality, Options, and Way forward. This model can be applied to coaching for mindfulness and authentic leadership to help individuals develop their leadership skills and improve their overall effectiveness. The first step in the GROW model is setting a goal. In the context of coaching for mindfulness and authentic leadership, this would involve identifying specific areas of focus for the individual, such as developing their mindfulness practices, increasing their self-awareness, or improving their interpersonal skills. The second step is reality, which involves examining the current situation and understanding the individual’s current level of mindfulness and

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leadership skills. This can involve reflecting on past experiences, identifying strengths and weaknesses, and exploring the individual’s motivations and goals. The third step is options, which involves exploring different strategies and approaches for developing mindfulness and authentic leadership. This could involve exploring mindfulness practices, learning new leadership skills, or seeking feedback from others. The fourth and final step is the way forward, which involves developing a plan for achieving the goal and taking action. This could involve setting specific, measurable goals, establishing a timeline, and creating a plan for continuous learning and improvement. In summary, the GROW model can be applied to coaching for mindfulness and authentic leadership by providing a structured approach to developing these skills and improving overall effectiveness. By focusing on goal setting, reality-checking, exploring options, and taking action, individuals can develop their mindfulness practices, increase their selfawareness, and improve their leadership skills.

Case Study: Elon Musk and Greta Thunberg---Influential Leaders Elon Musk and Greta Thunberg, two of the most influential leaders of our time, are known for their innovative and transformative approaches to leadership. Both are highly regarded for their commitment to making a positive impact on the world and for their willingness to challenge the status quo and push boundaries. However, despite their many similarities, there are also important differences in their styles and philosophies of leadership, particularly with regard to the concepts of self-awareness and holding values. Elon Musk, the CEO of Tesla and SpaceX, is known for his innovative and ambitious approach to leadership. He has a strong sense of selfawareness and is unafraid to take bold and calculated risks in pursuit of his goals. For example, he has publicly stated his goal of colonizing Mars and has taken a number of steps toward making that a reality, including founding SpaceX and developing reusable rockets. Musk’s self-awareness also extends to his personal life, where he is known for his unconventional and sometimes controversial behavior, including his outspokenness on social media.

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In contrast, Greta Thunberg, the Swedish climate activist, is known for her authenticity and unwavering commitment to her values. She has a strong sense of self-awareness and is deeply committed to addressing climate change. This is evident in her activism, where she has taken a leadership role in organizing and participating in global climate strikes, and in her speeches, where she has been vocal in her criticism of world leaders and corporations for their lack of action on climate change. Thunberg’s self-awareness and commitment to her values have made her a powerful and inspiring leader and have helped to bring attention to the urgent need for action on climate change. One can conclude that Elon Musk and Greta Thunberg are two highly influential leaders who are making a significant impact on the world. While they have many similarities, including their innovative and transformative approaches to leadership, they also have important differences, particularly with regard to the concepts of self-awareness and holding values. Both leaders demonstrate the importance of self-awareness and authenticity in effective leadership, and their examples serve as inspiration for others seeking to make a positive impact on the world.

Case Study: Dr. Zandra Johnson---Famous Psychologist and Manager Meet Dr. Zandra Johnson, a renowned psychologist and manager who has made a significant impact on the field of leadership. Dr. Johnson has extensive experience in the fields of psychology and management and has a deep understanding of the complexities of modern-day leadership. She has become a sought-after speaker and consultant known for her expertise in authentic leadership and mindfulness. Dr. Johnson started her career as a psychologist, working with individuals and organizations to help them improve their mental and emotional well-being. Over time, she became interested in the broader impact of leadership on organizational health and performance and decided to pursue a master’s degree in management. With her background in psychology and her new expertise in management, Dr. Johnson quickly rose through the ranks and became a manager in a large multinational corporation. It was in this role that Dr. Johnson first became aware of the growing importance of authentic leadership and mindfulness in the twenty-first century. She noticed that many of the traditional leadership approaches

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are no longer effective in today’s rapidly changing and complex business environment. Today’s leaders are facing new challenges, such as increased employee disengagement, declining trust in organizations, and the need to be more agile and responsive to changing market conditions. Dr. Johnson realized that her distinctive combination of psychological training and management expertise made her uniquely qualified to address these twenty-first-century leadership challenges. She began to incorporate her knowledge of authentic leadership and mindfulness into her work as a manager, and the results were impressive. Her team became more engaged, motivated, and productive, and her organization experienced significant improvements in performance, innovation, and customer satisfaction. Dr. Johnson’s success as a manager led to numerous speaking engagements and consulting opportunities, where she shared her insights and expertise with other leaders and organizations. Through her work, she has helped countless leaders and organizations to better understand the importance of authentic leadership and mindfulness and to develop more effective leadership approaches that are better suited to the twenty-firstcentury business environment. Dr. Sarah Johnson is a psychologist and manager who is uniquely qualified to address the twenty-first-century leadership challenges faced by organizations around the world today. With her deep understanding of psychology and management and her expertise in authentic leadership and mindfulness, she is helping leaders and organizations to become more effective, engaged, and successful.

References Kelly, J., & Kelly, L. (1998). An existential-systems approach to managing organizations. Quorum Books. Müller, M., & Kubátová, J. (2022). Existential values and insights in western and eastern management: Approaches to managerial self-development. Philosophy of Management, 21(2), 219–243. Olivares, O. J., Peterson, G., & Hess, K. P. (2007). An existentialphenomenological framework for understanding leadership development experiences. Leadership & Organization Development Journal, 28(1), 76–91. Whitmore, J. (2010). Coaching for performance: Growing human potential and purpose: the principles and practice of coaching and leadership. Hachette UK.

CHAPTER 18

Profiles in Authentic Leadership and Mindfulness

Authentic leadership and mindfulness were not always labeled as such. However, throughout history, there have been outstanding authentic leaders, many of whom exemplify mindfulness and other related attributes discussed in this book. Certain modern leaders are still in the throes of developing their leadership styles but exhibit some, if not all, of these attributes. The profiles included in this chapter are meant to inspire and raise questions to ponder.

Historical Leaders Certain individuals have gone down in history as indisputable authentic leaders, who lived true to their values and continue to inspire people to this day. Eleanor Roosevelt Eleanor Roosevelt was a prominent American political figure and one of the most important leaders of the twentieth century. She was the longestserving First Lady of the United States, and she used her position to advocate for a wide range of social and political causes. Roosevelt was

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an authentic leader who was known for her integrity, compassion, and commitment to justice. Born in New York City in 1884, Roosevelt was the niece of President Theodore Roosevelt and the wife of President Franklin D. Roosevelt. She grew up in a privileged and wealthy family, but she faced personal challenges, including the death of her parents at a young age and a difficult marriage. Despite these challenges, Roosevelt was determined to make a difference in the world. She was an active advocate for women’s rights, civil rights, and social justice, and she used her position as First Lady to advance these causes. Roosevelt was also known for her genuine concern for others and her willingness to speak out on difficult issues. She was not afraid to challenge the traditional role of a First Lady and to speak her mind on controversial issues. She was a strong and independent woman who used her position and influence to advocate for the rights of others. Throughout her life, Roosevelt was involved in numerous organizations and committees, including the United Nations General Assembly, where she served as the first chairperson of the Commission on Human Rights. She was also a prolific writer, publishing numerous articles, books, and columns on a wide range of topics. She used her writing to promote her beliefs and to educate the public on important issues. Roosevelt’s legacy as an authentic leader continues to inspire and influence people around the world. She was a trailblazer who paved the way for future women leaders and who used her position and influence to make the world a better place. Marin Luther King, Jr. Martin Luther King Jr. was an American Baptist minister and civil rights activist who played a key role in the American civil rights movement. He is best known for his role in the advancement of civil rights using nonviolent civil disobedience based on his Christian beliefs. One interesting vignette of King as an authentic leader is the story of his participation in the Montgomery Bus Boycott. In 1955, King was a young minister in Montgomery, Alabama when Rosa Parks was arrested for refusing to give up her seat on a bus to a white person. King helped to organize a boycott of the Montgomery bus system to protest segregation and discrimination. The boycott lasted for more than a year and

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ultimately led to a Supreme Court ruling that segregation on public buses was unconstitutional. Another example that illustrates King’s authenticity as a leader is the story of the Greensboro sit-ins. In 1960, four African American college students in Greensboro, North Carolina sat down at a whites-only lunch counter and refused to leave until they were served. Their peaceful protest sparked a movement of sit-ins and boycotts across the South, and King praised the students for their courage and nonviolence. Throughout his life, King faced many challenges and dilemmas as he worked to bring about social change. He faced violence, intimidation, and death threats, but he remained committed to his beliefs and his mission of creating a more just and equal society. King’s leadership and activism ultimately helped to bring about significant changes in laws and societal attitudes, including the Civil Rights Act of 1964 and the Voting Rights Act of 1965. King was awarded the Nobel Peace Prize in 1964 for his efforts to end racial segregation and discrimination. He was assassinated in 1968 at the age of 39.

Modern Leaders There are many authentic leaders currently on the scene, striving to leave their mark and make a difference in the world. In some cases, the jury is still out. Jacinda Arndt Jacinda Ardern is the Prime Minister of New Zealand and one of the most prominent leaders of her generation. She is known for her authenticity, empathy, and commitment to social justice. Born in 1980 in Hamilton, New Zealand, Ardern grew up in a small town in the Waikato region. She attended the University of Waikato, where she studied politics and public relations. After graduation, she worked as a researcher for the Labour Party before being elected to Parliament in 2008. As a member of Parliament, Ardern quickly made a name for herself as a passionate and articulate advocate for social justice and equality. She was appointed to several high-profile positions, including the Labour Party’s spokesperson for children, and she gained a reputation as a rising star in the party.

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In 2017, Ardern was elected as the leader of the Labour Party and became the youngest person to hold the position in over 150 years. She led the party to a landslide victory in the general election later that year, becoming the youngest Prime Minister in New Zealand’s history. Since taking office, Ardern has been known for her authenticity and her commitment to making a positive difference in the lives of New Zealanders. She has implemented a number of progressive policies, including increasing funding for mental health services and taking action to address climate change. She has also been a vocal advocate for the rights of women, refugees, and other marginalized groups. Ardern’s leadership style has been praised for its empathy and authenticity. She is known for her ability to connect with people on a personal level and for her willingness to listen and engage with diverse viewpoints. She has also been praised for her transparent and open communication style, and for her ability to inspire and motivate others. In short, Jacinda Ardern is an authentic leader who is committed to making a positive difference in the world. She is an inspiring role model for people of all ages and backgrounds, and she continues to lead New Zealand with integrity, compassion, and a clear vision for the future. Mackenzie Scott Mackenzie Scott is a young American author, activist, and leader who is known for her authenticity and her commitment to social justice. Born in 1994, Scott grew up in a small town in Kentucky. She was an avid reader and writer from a young age, and she attended the University of Louisville, where she studied English and creative writing. After graduation, she worked as a bookseller and a librarian before publishing her first novel, This Monstrous Thing, in 2016. Scott is a passionate and articulate advocate for social justice and equality. She is a vocal supporter of LGBTQ rights, and she has used her platform as an author to raise awareness about important issues, including mental health, race, and gender. She has also been involved in a number of organizations and campaigns that work to promote social justice and inclusion. As an author and a public figure, Scott is known for her authenticity and her ability to connect with others. She is open and transparent about her own experiences and struggles, and she uses her writing and social media presence to engage with readers and coworkers in a genuine and

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meaningful way. She is also a skilled communicator and an engaging speaker, and she is able to inspire and motivate others with her words and her actions. In short, Mackenzie Scott is an authentic leader who is committed to making a positive difference in the world. She is an inspiring role model for young people and a powerful advocate for social justice and equality. She continues to use her talents and her platform to make a positive impact and inspire others to do the same. Jeff Bezos Jeff Bezos is the founder and former CEO of Amazon, one of the largest and most successful companies in the world. As a leader, Bezos has been known for his innovative and forward-thinking approach to business, and he has played a key role in shaping the modern e-commerce industry. There are a few key characteristics that are often associated with authentic leadership, including self-awareness, transparency, and a strong sense of purpose. It is difficult to fully assess whether Bezos is an authentic leader based on the information that is publicly available, as he is a private individual and does not share all aspects of his personal beliefs and values. However, here are a few points to consider when thinking about Bezos and authenticity: • Self-awareness: Bezos is known for being extremely intelligent and analytical, and he has a reputation for making data-driven decisions. This suggests that he may have a high level of self-awareness and may be able to accurately assess his own strengths and weaknesses. • Transparency: Bezos has generally been seen as a private person and has not shared much about his personal life or beliefs with the public. This may make it difficult to determine how transparent he is as a leader. • Sense of purpose: Bezos has stated that one of Amazon’s core values is to “be customer-centric,” and the company has a long history of focusing on customer satisfaction. This suggests that Bezos may have a strong sense of purpose and may be motivated by a desire to create value for others.

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Overall, it is difficult to determine with certainty whether Bezos is an authentic leader based on the information that is publicly available. However, his intelligence, analytical approach, and focus on customer satisfaction suggest that he may have some of the characteristics associated with authentic leadership. One of the words of wisdom Bezos has shared is the idea that your success is determined more by your choices than your talent. This mindset describes the self-reflective and self-aware aspect of an authentic leader who makes choices in alignment with one’s moral values. To be an authentic leader, one must be aware that one is making choices consistent with passion, purpose, and values. It all starts with an awareness that one is making choices. Elon Musk Elon Musk is the CEO of SpaceX and Tesla, and he is known for his ambitious and innovative approach to business and technology. He has played a key role in the development of electric vehicles and space exploration, and he has a reputation for being a visionary and a thought leader. There are a few key characteristics that are often associated with authentic leadership, including self-awareness, transparency, and a strong sense of purpose. Here are a few points to consider when thinking about Musk and authenticity: • Self-awareness: Musk has a reputation for being confident and selfassured, and he is known for having a clear vision for the future. However, he has also acknowledged his own limitations and has admitted to making mistakes in the past. This suggests that he may have a high level of self-awareness and may be able to accurately assess his own strengths and weaknesses. • Transparency: Musk is known for being open and candid, and he has shared a lot of information about his personal life and beliefs with the public. For example, he has been open about his struggles with mental health and has talked candidly about the challenges he has faced as a leader. • Sense of purpose: Musk has stated that one of his primary motivations is to improve the world and make a positive impact on humanity. He has pursued a number of ambitious projects, such as

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electric vehicles and space exploration, that are aimed at addressing major global challenges. This suggests that he may have a strong sense of purpose and may be motivated by a desire to make a difference. Overall, it seems that Musk may be an authentic leader based on his selfawareness, transparency, and sense of purpose. However, he has also faced criticism and controversy in the past, and not everyone may agree with his leadership style or his vision for the future. However, this story is only beginning to be written because Elon Musk will most likely have a long and fruitful career and he has just gotten started. He has accelerated the popularity and adoption of the electric vehicle through his innovative and visionary work at Tesla. Yet, his tenure as CEO at Twitter has done much to damage his reputation due to decisions he has made that involved removing journalists from the platform with no clear criterion and reason why. He has also done much to dismantle the safety protocols that were in place to minimize the negative impact of Twitter on society and individuals. On the other hand, there are many who believe that Musk’s position as what he described as a “free speech absolutist” means that he is moral in his decision-making by protecting freedom of expression, which is so fundamental to democracy. As a society, we have launched ourselves headlong into the social experiment and see social media with very little regard for how it may affect our greater society. For example, teen girls who are subject to eating disorders find inspiration to pursue their deadly quest for the perfect body and the illusion of a perfectly controlled life through social media. People of color and women are persecuted through the feeding frenzy of in-group and out-group behavior on social media. In his strategic decision-making as a new CEO at Twitter, Musk has disregarded the potential harm that comes from unbridled free speech. So the moral dimension of Elon Musk’s authentic leadership is certainly one that can be debated, grappled with, and may change over the course of his career. Practicing authentic leadership benefits from not thinking of things in black and white moral terms, so this awareness should be applied to Musk’s leadership. One thing that could help Musk in his authentic leadership journey is to practice greater metacognition.

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Oprah Winfrey Oprah Winfrey is a media executive, actress, and philanthropist who is known for her work as a television host and her advocacy for social causes. She has a reputation for being a successful and influential leader, and she has used her platform to inspire and empower others. Here are a few points to consider when thinking about Oprah and authenticity: • Self-awareness: Oprah has been open about her personal journey and has shared her struggles and challenges with her audience. She has also spoken about the importance of self-awareness and personal growth, and she has encouraged others to be honest with themselves and to seek help when needed. This suggests that she may have a high level of self-awareness and may be able to accurately assess her own strengths and weaknesses. • Transparency: Oprah is known for being open and candid, and she has shared a lot of personal information with her audience over the years. She has been honest about her struggles with weight, relationships, and other challenges, and she has encouraged others to be open and vulnerable as well. • Sense of purpose: Oprah has used her platform to promote a number of social causes and to inspire and empower others. She has also established a number of philanthropic initiatives, such as her leadership academy for girls in South Africa, which are aimed at making a positive impact on the world. This suggests that she may have a strong sense of purpose and may be motivated by a desire to make a difference. Overall, it seems that Oprah may be an authentic leader based on her self-awareness, transparency, and sense of purpose. She has a track record of inspiring and empowering others, and she has used her platform to promote important causes and make a positive impact on the world.

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Jack Welch Jack Welch is a business executive who served as the CEO of General Electric from 1981 to 2001. He is known for his leadership and innovation in the business world, and he has a reputation for being a tough and demanding leader. It is difficult to fully assess whether Welch is an authentic leader based on the information that is publicly available, as he is a private individual and does not share all aspects of his personal beliefs and values. However, here are a few points to consider when thinking about Welch and authenticity: • Self-awareness: Welch is known for being intelligent and analytical, and he has a reputation for making data-driven decisions. This suggests that he may have a high level of self-awareness and may be able to accurately assess his own strengths and weaknesses. He was a very tough competitor who wanted to climb the corporate ladder and was very open about his ambition. • Transparency: Welch has generally been seen as a private person and has not shared much about his personal life or beliefs with the public. This may make it difficult to determine how transparent he is as a leader. However, the fact that we know so little about him suggests he was strictly speaking an authentic leader, i.e., someone who is comfortable with self-disclosure. Later in life, when Jack had left his first wife and married his second wife (who was his biographer), he started to explore more of his inner experience as being one of the most financially successful CEOs in the history of American enterprise. For example, Welch was able to increase the stock market value of GE by 4000%. This was previously unheard-of financial productivity. • Sense of purpose: During his tenure as CEO of General Electric, Welch implemented a number of strategic initiatives that were aimed at improving the company’s performance and positioning it for long-term success. He was known for his focus on efficiency and shareholder value, and he was credited with turning around the company’s fortunes. This suggests that he may have a strong sense of purpose and may be motivated by a desire to create value for the company and its stakeholders.

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Overall, it is difficult to determine with certainty whether Welch is an authentic leader based on the information that is publicly available. However, his intelligence, analytical approach, and focus on long-term value creation suggest that he may have some of the characteristics associated with authentic leadership. Anne Mulcahy Anne Mulcahy is a business executive who served as the CEO of Xerox from 2001 to 2009. She is known for her leadership and innovation in the business world, and she has a reputation for being a strong and decisive leader. Here are a few points to consider when thinking about Mulcahy and authenticity: • Self-awareness: Mulcahy is known for being intelligent and analytical, and she has a reputation for making data-driven decisions. This suggests that she may have a high level of self-awareness and may be able to accurately assess her own strengths and weaknesses. • Transparency: Mulcahy has generally been seen as a private person and has not shared much about her personal life or beliefs with the public. This suggests she is not the most authentic leader and that she embraces more traditional leadership styles, i.e., leadership is not about the personal identity and preferences of the leader, values included, but more about objective, rational decision-making. • Sense of purpose: During her tenure as CEO of Xerox, Mulcahy implemented a number of strategic initiatives that were aimed at improving the company’s performance and positioning it for longterm success. She was known for her focus on innovation and customer satisfaction, and she was credited with turning around the company’s fortunes. This suggests that she may have a strong sense of purpose and may be motivated by a desire to create value for the company and its stakeholders. Overall, it is difficult to determine with certainty whether Mulcahy is an authentic leader based on the information that is publicly available. However, her intelligence, analytical approach, and focus on long-term value creation suggest that she may have some of the characteristics associated with authentic leadership.

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Everyday Case Studies Profiles of ordinary people leading their personal and professional lives with authenticity are also worth examining. Nurse Angela Nurse Angela had been working at a large, well-respected hospital in Los Angeles for over five years. As a highly skilled and compassionate nurse, she had always been highly respected by her colleagues and patients. However, over the past year, Angela had started to notice a change in the way she was being treated at work. It started with small, subtle comments from some of the doctors. They would question her decisions, even when she knew they were the right ones. They would make dismissive remarks about her experience, as if they didn’t think she was capable of handling complex cases. Angela tried to brush it off, telling herself that perhaps they were just having a bad day. But as time went on, the comments and behaviors became more and more blatant. Angela overheard one of the doctors making a racist joke about her in the break room. She was passed over for promotions that she knew she was qualified for, in favor of less experienced white nurses. And when she tried to speak up about the unfair treatment, she was met with resistance and even hostility from her supervisors. Angela was at a crossroads. She loved her job and the sense of purpose it gave her, but she couldn’t continue to work in an environment where she was treated unfairly because of her race and gender. She knew that if she stayed, she would be compromising her own values and integrity. But if she left, she would be giving up the career she had worked so hard to build. It was a difficult decision, and Angela knew that whatever path she chose would have far-reaching consequences. As she struggled to find the right course of action, she knew that she needed to be true to herself and her values as an authentic leader. Her therapist encouraged her to speak up, using “I” statements. She tried this with doctors, and they responded positively. This gave her a sense that she could make a difference by staying.

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Sgt. Juan Garcia Sergeant Juan Garcia was a seasoned Marine with over 10 years of service under his belt. He had always been a dedicated and loyal member of the Corps and worked his way up through the ranks to become a respected leader among his peers. But despite his successes, Sergeant Garcia began to feel disillusioned with the way things were being done in Afghanistan. As he watched his fellow Marines being sent out on dangerous missions, only to return injured or worse, he started to question the tactics being used by their commanders. It was then that Sergeant Garcia remembered something he had learned during his undergraduate studies in human resources: the importance of caring for and respecting the people you work with. He knew that his troops were not just faceless soldiers, but real people with families and loved ones back home. So, Sergeant Garcia made a bold decision. He would start publishing biographies of each of his marines, highlighting their unique stories and experiences. He hoped that by bringing a human element to the conflict, he could remind his superiors that they were dealing with real people who deserved to be treated with dignity and respect. At first, his efforts were met with resistance. Many of his superiors saw his actions as a sign of weakness, and his evaluations suffered as a result. But Sergeant Garcia refused to back down. He knew that he was doing the right thing, and he was determined to see it through. Over time, his biographies began to make a real difference. As the higher-ups read about the lives and experiences of their troops, they began to understand the human cost of the conflict in a way they had never before. And slowly but surely, Sergeant Garcia’s evaluations started to improve. Today, Sergeant Garcia is still a sergeant in the Marines, but he is a much different leader than he was before. He has learned to be authentic and to stand up for what he believes in, even if it means going against the grain. And his troops love him for it, knowing that he always has their best interests at heart.

Index

A Ableism, 77 academic, business, military, and healthcare fields, 194 Adaptive decision-making, 204, 205, 207 Adolescent development, 131 Advancement of humanity, 209 Adversity, 37, 54, 94, 95, 127, 146, 147, 154 African American leaders, 168 African American man, 78 Age, 42, 132, 171, 245, 246, 294, 296 Age impacts, 171 AI and ML models, 248 AI ‘arms race’, 231 AI development process, 237 AI researcher of color at Google, 229 Alibaba Group, 102 an action-learning training methodology, 59

Antecedents, 4, 6, 8, 11, 13, 32, 36, 38, 61, 62 Ardern, Jacinda, 153, 295, 296 Artificial intelligence (AI), 9, 13, 134, 156, 157, 161, 227–250 Asian American, 169, 170 Asian American leaders, 169, 170 Asian cultures, 157 astrocytes, 88, 89 attentive listening, 238 Attitude, 7, 28, 40, 60, 71, 76, 83, 84, 96, 98, 113, 115, 125, 127, 131, 170, 174, 181, 182, 239, 263, 280, 283, 284, 295 authenticity, 1–4, 6, 9–12, 24, 28–30, 38–41, 54, 55, 87, 94, 96, 97, 99, 101, 102, 108, 111–113, 116, 128, 149, 170, 171, 193, 194, 202, 231, 233, 242, 264, 291, 295–298, 300–302 authentic leader, 7, 22, 24–26, 35, 36, 59, 71, 78, 85, 87, 95, 97,

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023 L. Kelly, Mindfulness for Authentic Leadership, Palgrave Studies in Workplace Spirituality and Fulfillment, https://doi.org/10.1007/978-3-031-34677-4

305

306

INDEX

98, 115, 128, 135, 145, 147, 148, 166, 294, 296–303 Authentic leadership, 6–13, 17, 19, 21–24, 27–32, 34, 36, 37, 39–42, 53–58, 60–62, 65, 69–71, 73–76, 90, 93, 94, 96–102, 107–115, 121, 123–125, 127, 129, 131, 133, 137, 138, 145–150, 152, 154–162, 165–175, 179, 180, 183–190, 193, 194, 196–209, 215, 217–223, 227, 228, 230, 232, 234, 238, 241, 247, 250, 260, 262–271, 275, 276, 279, 280, 283–285, 287–292, 297–299, 302 Authentic Leadership Questionnaire (ALQ), 57, 98 Autism, 172 Autocratic approaches, 222 automation, 228 B balanced processing, 3, 23, 26, 32, 36, 57, 75, 84, 87, 98–100, 149, 152–154, 166, 218, 221, 222, 228, 234 “beginner’s mind”, 239 Behavior control, 241 being present and aware in the moment, 124 Bezos, Jeff, 297 biases, 9–12, 75, 76, 110, 152, 175, 179, 220, 234, 238, 239, 247, 249, 260, 278 Big Five personality characteristics, 85 “Big Five” personality traits, 126 boardroom, 244 Boss-worker relationships, 128 brain plasticity, 83 brain types, 89, 90 breathing, 71, 119, 236

Buddhist Abhidharma psychology, 235 Building Trust and Credibility, 202 bullying, 88 Burnout, 6, 188, 196, 199, 218, 220, 267–269, 275, 280 C Canada, 129 capitalism, 23, 137 career, 8, 9, 12, 13, 37, 55, 78, 132–134, 137, 146, 221, 291, 299, 303 CEO’s effectiveness, 121 challenging situations, 10, 54, 119, 120, 122, 123, 125 Character traits, 215 Chatgpt, 231, 240 Chief executive officer (CEO), 27, 65, 66, 77, 109, 110, 115, 119–122, 133, 134, 137, 153, 186, 187, 231, 233, 240, 268, 290, 297–299, 301, 302 Childcare, 219, 220 China, 98, 103, 158 Chinese government, 102, 103 Chinese hotel industry, 266 coach, 62, 101 coaching, 9, 13, 93, 96–101, 287, 289, 290 coaching protocol, 9, 13 cognitive characteristics, 122 Cognitive clarity, 205, 207 cognitive flexibility, 77, 181, 184, 205, 237, 239, 259, 260, 268 collaboration, 3, 7, 9, 11, 33, 76, 78, 86, 123, 159, 160, 180, 197, 201–203, 238, 242 collective mindfulness, 61, 108, 270, 271 collective thriving, 61, 270, 271 Communication Gaps, 201

INDEX

communication skills, 96, 125, 127, 199, 201 community, 41, 93, 95, 119, 129–132, 174, 183, 248, 283 compassion, 2, 10, 12, 19, 73, 198, 232, 239, 250, 294, 296 competitive industries, 155 computer science called artificial intelligence, 227 conflict resolution, 93, 96, 97, 126, 128 Conflict Resolution and Collaboration, 201 conscious, 55, 71, 77, 116, 155, 231, 235, 248, 250, 260 conscious leadership tactics, 231 contemporary leadership theory, 85 controversial issues, 55, 150–152, 294 Cook, Tim, 137 Corporate America, 66 corporate leadership, 114, 195, 243 corporate scandals, 70 COVID-19 Pandemic, 55, 135, 216, 219, 220, 222, 265 COVID-related public health, 37 coworker mindfulness, 60, 61 coworker well-being, 60, 61 Creative arts, 197, 198 creativity, 99, 108, 110, 128, 175, 180, 181, 183–186, 198, 204, 206, 207, 222, 237, 244, 276, 278, 288 Creativity and Morality, 184 crucibles, 27, 30–32, 34, 59, 74, 93–95, 98, 145, 146, 241 cultural identity, 169, 170 Cultural intelligence, 76 culture, 165, 166, 170 culture of authenticity, 28 culture of candor, 108–110 Customer service, 65, 125, 245, 259–269, 271, 272

307

D Data Management, 246 decision-making, 4, 13, 29, 35, 69, 70, 72–75, 77, 85, 89, 97, 101, 108–110, 112, 120–125, 130, 146, 153, 155, 165, 166, 184, 187, 188, 193, 198, 200, 203, 205–208, 219, 222, 227, 228, 234, 237, 243, 246, 259, 275, 277, 280–282, 299, 302 Dehumanization, 88 Digital Age, 230 digital data, 230 Disability Impacts, 173 disabled leaders, 174 diverse, 1, 3, 9, 13, 34, 40, 76, 110, 111, 153, 165, 167, 170, 172, 174, 193, 194, 204, 228, 260, 262, 296 Diversity and Inclusiveness, 110 Diversity, equity and inclusion (DEI), 165–167 domestic labor, 220

E Eastern wisdom, 207–209 economic decision-making, 76 economic growth, 2, 136, 187, 188 Education Sector, 197 Embracing Failure and Learning, 205 emotional awareness and regulation, 203, 205 Emotional Energy and Inspiration, 204 emotional expression, 59, 204 emotional intelligence (EI), 3, 4, 11, 12, 24, 34, 36, 40, 53, 54, 56, 58, 61, 62, 97, 120, 121, 123, 124, 127, 180, 193, 195, 199, 206, 207, 218, 219, 227, 228, 247, 268, 275, 279, 280

308

INDEX

Emotional Intelligence and Gut Feelings, 206 emotional regulation, 6, 10, 13, 17, 58, 96, 119–125, 194, 197, 202, 204, 237, 264 emotions, 7, 10, 11, 17, 22, 24, 25, 36, 39, 42, 53, 54, 56, 58, 59, 62, 76, 78, 86, 96, 107, 108, 112, 115, 116, 119, 120, 122, 123, 126, 127, 148, 150–152, 170, 180, 186, 194, 203–205, 231, 234, 237–240, 242, 245, 260–262, 276, 278, 289 emotions and behaviors, 24 Empathy, 6, 10, 12, 13, 21–23, 25, 26, 30, 32, 33, 56, 58, 61, 69, 70, 76, 77, 88, 89, 97, 100, 138, 153, 188, 196, 201, 204, 206, 218, 221, 242, 250, 251, 260–262, 296 Empathy and emotional intelligence, 204, 205 Empirical research, 14, 56, 58, 61, 218–220, 222, 260 employee performance, 112, 223 empower others, 232, 300 empowers diverse leaders, 110, 111 Engineers, 198, 199 Enhancing Employee Engagement and Well-being, 202 entrepreneur, 7, 8, 62, 71, 74, 133, 134, 136, 156, 183, 187, 188, 275, 280 entrepreneurial, 7, 27, 276, 277 Entrepreneurial Worship, 187 Erikson’s, 31, 39, 73 Erikson’s model, 32 ethical crises, 56, 95 ethical decisions, 23, 69, 221, 228 Ethical leadership, 28, 29, 70, 71, 74–76, 85, 101, 121, 149

Ethics, 3, 70, 72, 113, 155, 166, 184, 239, 264 Evidence-based leadership coaching (EBLC), 60 Evolution of Values, 147 exaggerated self-enhancement, 150 executive coach, 116, 289 existential, 26, 30, 34, 39, 95, 135, 166, 251, 287 existential-systems approach, 287, 288 experiences and memories, 35 Exploration and exploitation, 186, 187 F feedback, 12, 13, 33, 96, 109, 112, 151, 152, 205, 290 female leader, 10, 11, 36, 37, 167 flexible, inclusive, and humanistic, 222, 223 followers, 6, 11, 23, 24, 27, 29, 32, 33, 40, 56, 60, 61, 69, 71, 75, 85, 87–89, 96, 99, 101, 102, 107, 109–115, 168, 171, 173, 186 follower well-being, 61, 107 Formation environments, 93, 95 formative experiences, 95 from existential theory, 71 Frontline workers and individual performers, 125–128 FTX’s, 233 G Gandhi, Mahatma, 146 Gendered expectations, 159, 160 gender inequalities, 219, 220 gender stereotypes, 167, 168 General Mills, 196, 232, 268, 269 generational context, 158, 159 Generational Impacts, 170

INDEX

genuine self, 42, 234 Gen X and Gen Z, 159 Gen Z and the Millennial, 37 Glial, 88, 89 glorification of tech entrepreneurs, 155–157 Goal, Reality, Options, and Way Forward (GROW), 98, 100, 101, 287, 289, 290 Goldenberg, Seth, 183 Google, 199, 249, 268, 269 Greek wisdom and philosophy, 54 GROW coaching model, 101 GROW model, 100, 289 H Hastings, Reed, 27, 77, 109, 110 Health, 2, 55, 87, 88, 166, 184, 199, 200, 220, 221, 249, 250, 278, 291, 296, 298 health and well-being, 2 Healthcare industry, 196 Holding values, 65, 146, 147, 290, 291 honesty, 29, 36, 75, 111, 150, 152, 154, 156–158, 160, 200 hope, 6, 10, 58, 183, 194 Hotel and hospitality industry, 265, 266 Humanized Management, 245 humankind, 43 Hybrid work environments, 218, 219 I Implicit leadership models (ILMs), 157–160 inclusiveness, 110, 111 inclusivity, 10–12, 39, 159–161, 228, 264 Indigenous peoples, 129 individual’s performance, 58

309

individuation, 34, 95 Innovation, 3, 5, 8, 11, 30, 33, 77, 93, 108, 110, 114, 133–137, 156, 157, 175, 179, 180, 183–187, 197, 198, 203–209, 215, 244, 245, 267–269, 276, 278, 288, 292, 301, 302 innovation climate, 186, 187 innovative work behavior (IWB), 30, 179–181, 185 Intelligence cycle, 230 internalized moral perspectives, 34 Internal marketing, 271, 272 internal moral viewpoint, 57 Interpersonal capabilities, 201, 203 interpersonal relations, 87, 167 intrapersonal, interpersonal, and developmental, 27 intrinsic abilities, 98 intuitive, 84, 182, 205–209

J James, William, 41, 42, 181, 182 Japan, 158 job satisfaction, 9, 11, 13, 99, 102, 114, 125, 127, 148, 149, 195, 196, 200, 202, 220, 222, 223, 266, 268, 275, 288 Jobs, Steve, 42, 134, 146, 207–209 Jungian theory, 38

K Kabat-Zinn, Jon, 20, 59, 218, 228 Kelly, Louise, 101 Kenya, 98 King Jr., Martin Luther, 147, 294 King, Reatha Clark, 232

L labor market, 219, 220, 249

310

INDEX

Langer, E.J., 77, 231, 235 Latinx, 168, 169 Leader self-perception, 114, 149, 154 leadership behaviors and skills, 101 leadership experiences, 38 Leadership self-perception, 150–152, 154 Lean Startup-tool, 183 learning, growth, and experimentation, 180 LGBTQ+ leadership, 131, 136 LGBTQ+ on authentic leadership, 170 life events, 59, 241 life experience, 27, 35, 39, 94, 99 life philosophy, 27, 35 lifespan of a career, 132 life stages, 8, 12, 34 Life story methodology, 35, 93, 98, 101

M Ma, Jack, 102, 103 Machiavellianism, 73, 74 managerial effectiveness, 7 managers, 7, 8, 12, 13, 57, 60, 74, 100, 113, 114, 123–125, 201–203, 205–207, 220, 221, 246, 287–289 Marginalized communities, 3, 8, 10–13 Marine, 304 McKinsey, 248 meaningful lives, 250 medical workers, 237 mental health, 87, 88, 167, 199, 220, 296 Microsoft, 23, 153, 231, 240, 247 Middle managers, 119, 123–125, 201, 202 military veteran, 137

Millennial men, 64 Millennials, 2, 155, 159, 171, 232 mindful, 3, 20, 39, 42, 54, 72, 73, 95, 97, 107, 109, 114, 121, 179, 199, 202, 204, 205, 208, 209, 219–221, 223, 228, 231, 232, 236, 238, 240–242, 247 mindful awareness, 42, 95 mindfulness, 1–6, 8–10, 12, 13, 17–21, 32, 34–36, 38–42, 53, 54, 59–62, 69–74, 76, 77, 83, 84, 95–97, 107–109, 113, 114, 116, 119–125, 127, 128, 148, 179–181, 183, 184, 186, 187, 193–199, 201–209, 217–219, 221–223, 228–232, 235–242, 247–250, 259, 260, 263–265, 267–269, 271, 272, 275–277, 279, 280, 287, 289–293 mindfulness-based cognitive therapy (MBCT), 181 Mindfulness-Based Stress Reduction (MBSR), 2, 127, 128, 181 mindfulness of followers, 107 mindfulness practices, 6, 10, 41, 54, 120–123, 181, 201–205, 207, 259, 260, 264, 265, 267, 268 minorities, 36 mirror neurons, 85 Model Safety, 248 model’s hazards, 247 moral component, 21 Moral dimension, 21, 30, 70, 72, 299 moral dimension of life, 70 more present and focused, 179 motivational, 85 Mulcahy, Anne, 302 Musk, Elon, 30, 65, 77, 133–135, 137, 290, 291, 298, 299

INDEX

N Nadella, Satya, 128, 153, 240, 241, 247 Narcissistic leadership, 187–189 negative effects, 33, 55, 76, 88, 174, 175, 187–189, 238 negative results, 99 negative work environment, 153, 154 Netflix, 27, 77, 109, 110 neurodiversity, 172 neurofeedback, 83 neuroleadership, 86, 87 Neuroscience, 83, 84, 86 newer generations, 232 nonjudgmental, 32, 36, 59, 70, 71, 96, 181, 196, 202, 218, 228, 235, 239 nonjudgmental awareness of present-moment experiences, 181 Nonprofit sector, 198 nurse, 94, 199, 200, 303 Nurses and Healthcare Workers, 199 O observational learning, 85 Older leaders, 133, 171, 172 open communication, 11, 26, 151, 185, 218, 221, 222, 234, 296 opportunities for employee involvement, 185 optimism, 6, 10, 53, 58, 182 organizational citizenship behavior, 57, 112, 127, 200, 267 organizational outcomes, 33, 40, 41, 76, 121, 202, 222, 223, 229 overcoming adversity, 145 P Pandemic-Specific Challenges, 265 partisans, 55 past experiences, 35, 290

311

Patagonia, 155 personalities, 21, 232 perspective-taking, 261 philosophy of life, 65 physical activity, 113 pitfalls, 102, 278 political choices, 55 positive changes, 62, 147 Positive psychology, 4, 24, 53, 54, 58, 62, 84 prefrontal cortex, 88, 89 privilege, 26, 66, 70, 75, 76, 294 proactive customer service, 61, 259, 260, 262, 263, 265, 266, 271 productivity, 6, 55, 58, 112, 116, 131, 196, 197, 217–220, 243, 245, 301 professional settings, 196 professions, 9, 12, 13, 196, 198, 200, 245, 250 prosocial goals, 73 prosociality, 61 Prosocial work behavior, 266, 267 psilocybin mushrooms and MDMA, 138 psychedelic experience, 138 psychobiology of leadership, 84 psychological capacities, 36, 53, 58, 234 psychological capital (PsyCap), 4, 6, 8, 10, 13, 58, 83, 200, 270, 271 psychological flexibility, 184 psychological safety, 185, 189, 190 psychologist, 38, 291, 292 Q qualitative interviewing, 38 quality of life, 1, 71 R racial discrimination and bias, 168

312

INDEX

Radical curiosity, 183 Rational and intuitive thinking, 205, 207 reflections, 39, 95 regulatory frameworks, 193 relational social capital, 200 relational transparency, 7, 11, 13, 32, 34, 36, 57, 75, 84, 98, 99, 149–152, 218, 220–222, 228, 234 religion, 70, 72, 165 remote and hybrid work arrangements, 217, 218 Remote work, 215–217, 219–223, 242 resilience, 6, 10, 13, 21, 34, 37, 38, 53, 58, 59, 95, 127, 138, 202, 205, 263, 264, 268 Resiliency, 3, 4, 54, 61, 74, 96, 238, 240 restaurant work, 64 Risk Management, 246 ritual, 115 Robot, 249 Role ambiguity and stress, 203 Roosevelt, Eleanor, 293 S satisfaction, 7, 11, 29, 84, 99, 107, 114, 115, 123–125, 127, 166, 195, 237, 238, 262, 263, 265, 266, 268, 272, 297, 298, 302 scholarly research, 56, 57, 203 Schutte Self-Report Emotional Intelligence Test (SSEIT), 57 Scott, Mackenzie, 296, 297 secular interpretation, 72 self-aggrandizing, 155, 156 self-awareness, 3, 4, 6, 9–13, 22–25, 27, 32, 34, 36, 39–41, 53, 54, 57, 59, 60, 62, 75, 84, 85, 89, 94–100, 108, 111, 119–123,

145, 148–150, 152, 154, 156–158, 160, 168–171, 185, 188, 193, 196, 199, 202, 207, 208, 218–222, 227, 228, 232–234, 237, 242, 251, 259, 260, 264, 275, 278–280, 289–291, 297–302 self-centered bias, 73 self-efficacy, 6, 10, 37, 58, 101, 199, 200 self-expression, 111, 150 self-interests, 167 self-perception, 146, 152, 155, 156 self-reflection, 6, 10, 12, 13, 27, 35, 41, 94, 95, 148, 149, 202, 231, 241 sensemaking, 34, 35 Sense of purpose, 25, 39, 41, 145, 146, 196, 202, 262, 270, 297–303 sentiments, 38, 39, 183, 241 sexual harassment, 161, 162 Shakespeare’s, William, 54 Silicon Valley, 23, 231, 233 Silicon Valley Bank’s, 233 Social and Self-awareness, 242 social capital, 72, 122, 130, 217 social entrepreneurship, 5, 7, 73, 75, 279–281 Social media, 65, 156, 157, 230, 290, 296, 299 social support, 88 societal expectations, 42, 78, 167, 168, 170 Socrates, 233 SpaceX, 65, 77, 134, 290, 298 spirituality, 6, 38–41, 72, 84, 166, 208 spontaneity, 72, 128 stages of human development, 39 strategic decision-making, 120, 203, 299

INDEX

strategic viewpoint, 93 stress responses, 58 Stuck in the Middle, 201

T Taiwan’s semiconductor industry, 200 team members, 6, 10, 11, 29, 33, 54, 78, 96, 112, 114, 122, 123, 151, 153, 204, 238 team performance, 9, 11, 29, 123, 124, 237, 238 Technology Field, 197 technology firm, 109 Tech startup company, 115 Ten roles of managers, 287–289 theoretical, 2, 4, 5, 14, 32, 60, 72, 73, 84, 113, 166, 218, 220, 222, 235 theoretical models, 200 The Principles of Psychology, 42 Thiel, Pete, 133, 136, 137 think creatively, 179, 180 third-wave, 22, 74, 85 Thunberg, Greta, 290, 291 top management, 119, 123, 282, 283 top management team (TMT), 121–123 Tough and Tender Minded, 181 Traditional leadership approaches, 70, 291 training, 2, 54, 59, 60, 64, 69–73, 93, 96–101, 103, 107, 111, 113, 119, 124, 125, 127, 150, 194, 196, 199, 235, 237, 238, 242, 250, 251, 260, 267, 268, 292 traits of leaders, 61 transformational leadership, 3, 26, 29, 30, 37, 57, 74, 98, 123, 124, 149, 160, 167, 168, 171, 175, 186, 187, 242 transgender, 132

313

transparency, 2–4, 7, 10, 12, 13, 26, 29, 36, 53, 75, 77, 87–89, 99, 100, 110, 150–152, 154, 156–158, 160, 166, 185, 188, 196, 230, 237, 262, 264, 270, 279, 297–300 triggers, 34, 95, 260 true self, 17, 87, 147, 234 Twitter, 65, 66, 77, 133–135, 299

U unethical behaviors, 33, 187–190 United States, 55, 63, 98, 132, 147, 158, 194, 216, 293 University of La Verne Randall Lewis Center for Well-being and Research, 101 unlearning, 23, 240 unrealistic expectations, 171 User-centric design, 209

V value-creating, 38 value development, 34 values, 3, 4, 6–8, 10–13, 17, 22–30, 40–42, 53, 55, 59, 62, 64, 65, 71, 74–77, 85, 93–97, 100, 102, 108–111, 115, 116, 119, 124, 129, 132–135, 137, 145–152, 154–156, 158, 166, 180, 183–186, 196, 197, 202, 204, 206, 207, 234, 241, 249, 251, 259, 264, 279, 281, 283, 284, 289, 291, 293, 297, 298, 301–303 virtues, 53, 54, 62 Volunteering, 138, 251, 266 vulnerability, 22, 23, 38, 39, 78, 97, 152–154

314

INDEX

W weaponization of technology, 228 Welch, Jack, 301 well-being, 6, 9–13, 17, 19, 20, 29, 40–42, 53, 54, 59, 61, 84, 87, 88, 107, 127–129, 149, 166, 187–189, 196–198, 200, 202, 203, 217–223, 228, 238, 240–242, 263–265, 267–271, 280, 288, 291 Western rationality, 207–209 Wilde, Oscar, 232 Winfrey, Oprah, 146, 300 Wise mind, 205–207

women of color, 162 work from home (WFH), 55, 215, 217 work from home (WFH) movement, 55, 215 workplace outcomes, 60, 98, 237 world’s best companies, 84

Y Yogananda, P., 208 Yousafzai, Malala, 147 Youth leadership, 130, 131 youth volunteerism, 130