Improve Worker Psychological Well-Being with Mindfulness
By John M. de Castro, Ph.D.
“Mindful working means applying focus and awareness to everything you do from the moment you enter the office. Focus on the task at hand and recognize and release internal and external distractions as they arise. In this way, mindfulness helps increase effectiveness, decrease mistakes, and even enhance creativity.” – Rasmus Hougaard
Work is very important for our health and well-being. We spend approximately 25% of our adult lives at work. Indeed, the work environment has even become an important part of our social lives, with friendships and leisure time activities often attached to the people we work with. But work-related stress is epidemic in the western workplace. Almost two thirds of workers reporting high levels of stress at work. This stress can result in impaired health and can result in burnout; producing fatigue, cynicism, and professional inefficacy. To help overcome unhappiness, stress, and burnout, mindfulness practices have been implemented in the workplace. These mindfulness practices have been shown to markedly reduce the physiological and psychological responses to stress.
In today’s Research News article “Calm Down and Enjoy It: Influence of Leader-Employee Mindfulness on Flow Experience.” (See summary below or view the full text of the study at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9005140/ ) Feng recruited workers and leaders from Chinese companies and had them complete measures of mindfulness, rumination, problem solving pondering and flow.
They found that the higher the levels of both worker and leader mindfulness the lower the levels of rumination and the higher the levels of and flow. The higher the levels of flow the lower the levels of rumination and the higher the levels of problem-solving pondering problem-solving pondering. The higher the levels of leader mindfulness the stronger the relationship of worker mindfulness and rumination.
Flow refers to a state of mind that is characterized by a complete absorption with the task at hand, often resulting in enhanced performance. It appears that this experience in the workplace is positively associated with mindfulness of both the worker and the leader, with problem-solving pondering, and negatively with rumination. These results are correlative and future research should manipulate the variables to establish causation.
Mindfulness appears to be associated with greater psychological well-being at work.
“One way mindfulness can help is simply by allowing us to improve our focus. When we constantly flit from one task to another, the quality of our work can suffer. By practicing mindfulness — simply coming back to the present moment over and over again — we can train ourselves to become more focused.” – David Gelles
CMCS – Center for Mindfulness and Contemplative Studies
This and other Contemplative Studies posts are also available on Twitter @MindfulResearch
Study Summary
Feng X. (2022). Calm Down and Enjoy It: Influence of Leader-Employee Mindfulness on Flow Experience. Psychology research and behavior management, 15, 839–854. https://doi.org/10.2147/PRBM.S360880
Abstract
Purpose
This study aims to investigate the effect of mindfulness on flow at the organizational and individual levels. Based on perseverative cognition theory, we introduced work-related rumination (affective rumination and problem-solving pondering) as the transmitter in these processes.
Methods
This study conducted a three-wave longitudinal survey. The data of 458 employees and 114 leaders were collected from three software parks in China. Multilevel structural equation modeling and the Markov Chain Monte Carlo method were adopted to test all hypotheses.
Results
Employee mindfulness and leader mindfulness help reduce affective rumination by employees and increase their problem-solving pondering and flow experiences. Affective rumination and problem-solving pondering partially mediate the relationship between leader and employee mindfulness and flow. Leader mindfulness moderates the effects of employees’ mindfulness on their affective rumination and problem-solving pondering.
Conclusion
Our findings contribute to the current literature on mindfulness, work-related rumination and flow experience and extend the understanding of the effect boundary of mindfulness. This study also helps guide organizations to better design and carry out mindfulness and flow interventions.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9005140/