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On the basis of the notion that the ability to exert self-control is critical to the regulation of aggressive behaviors, we suggest that mindfulness, an aspect of the self-control process, plays a key role in curbing workplace aggression. In particular, we note the conceptual and empirical distinctions between dimensions of mindfulness (i.e., mindful awareness and mindful acceptance) and investigate their respective abilities to regulate workplace aggression. In an experimental study (Study 1), a multiwave field study (Study 2a), and a daily diary study (Study 2b), we established that the awareness dimension, rather than the acceptance dimension, of mindfulness plays a more critical role in attenuating the association between hostility and aggression. In a second multiwave field study (Study 3), we found that mindful awareness moderates the association between hostility and aggression by reducing the extent to which individuals use dysfunctional emotion regulation strategies (i.e., surface acting), rather than by reducing the extent to which individuals engage in dysfunctional thought processes (i.e., rumination). The findings are discussed in terms of the implications of differentiating the dimensions and mechanisms of mindfulness for regulating workplace aggression. (PsycINFO Database Record, ((c) 2018 APA, all rights reserved).)

Although studies have verified the beneficial effects of individual mindfulness in the workplace, the knowledge of how leader mindfulness crosses over to team members' interpersonal behavior via affective-related mechanisms as well as when leader mindfulness is ineffective remains limited. Based on motivated empathy theory and the mindfulness literature, this research develops a model in which leader mindfulness enhances leader empathic concern, thereby improving team members' empathic concern and, in turn, increasing their interpersonal organizational citizenship behavior and decreasing their interpersonal counterproductive work behavior. When workplace hindrance stressors within a team are lower (vs higher), the effect of leader mindfulness on leader empathic concern becomes ineffective. We tested this model using two studies: (1) a quasi-field experiment in which 72 front-line leaders were assigned to either a mindfulness intervention condition or a waitlist control condition and (2) a three-wave, time-lagged survey using a sample of 84 leaders and 697 members. Both studies provide consistent support for our hypotheses. [ABSTRACT FROM AUTHOR]

While mindfulness has garnered increasing attention in organizations, few studies have operationalized workplace mindfulness and developed a valid measurement of this construct. Given this limitation, it is difficult to obtain a comprehensive understanding of workplace mindfulness or to promote theoretical and empirical research investigating this construct. To address this issue, the current research aims to examine the conceptualization of workplace mindfulness and seeks to develop a psychometrically sound scale assessing this construct. Based on the mindfulness literature, we propose a multidimensional model of workplace mindfulness consisting of three dimensions: awareness, attention, and acceptance. Across seven phases with six independent samples, and using both qualitative and quantitative approaches, our results provide support for the proposed multidimensional structure and reveal sound reliability and validity of the developed scale. This new instrument will be a valuable tool for both researchers and practitioners to assess employees' mindfulness in working situations. [ABSTRACT FROM AUTHOR]

Summary: Why and when does team mindfulness help to reduce team relationship conflict? To answer this question, we develop and test a theoretical model that builds on Deutsch's theory of cooperation and competition. A two‐wave time‐lagged survey was conducted with 68 teams in an airline food service company located in China. The results showed that team mindfulness was negatively related to team relationship conflict via an increased cooperative conflict approach and a decreased competitive conflict approach. Further, high team job demands were shown to weaken the positive direct effect of team mindfulness on a cooperative conflict approach, as well as the indirect effect of team mindfulness on team relationship conflict via a cooperative approach. Theoretical contributions and practical implications are discussed. [ABSTRACT FROM AUTHOR]