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Integrating theorizing across the mindfulness and negotiation literatures, we hypothesize that mindfulness increases cooperation in negotiations. We further propose that processes of self-transcendence, self-regulation, and self-awareness mediate this effect. We test these hypotheses in five studies across different forms of cooperation, in both distributive and integrative negotiation contexts, and for both measured and experimentally induced mindfulness. In Study 1a, individuals higher on measured state mindfulness displayed greater cooperative orientation measured as preference for pareto-optimal agreements. In Study 1b, experimentally induced mindfulness led to greater cooperative orientation measured as the recall of cooperative heuristics. In Study 2, a distributive (fixed-sum) negotiation, dyads who engaged in a mindfulness practice before the negotiation were more likely to reach cooperative agreements with more equal distribution of the bargaining zone than control condition dyads. In Study 3, an integrative negotiation, dyads who engaged in a mindfulness practice before the negotiation were more likely to reach win–win agreements than control condition dyads. Finally, in Study 4, another integrative negotiation, we found that mindful dyads achieved greater joint gains and the effect was mediated by self-transcendence. Overall, results provide substantial evidence that mindfulness is an effective intervention for increasing cooperation in negotiations.

Drawing on practices and concepts from Buddhist ethics, we developed a loving-kindness training. We investigated the state and longitudinal effects of this training on employees’ affective and motivational states at work in two studies. Study 1 tested this training program in a randomized controlled trial, comparing the effects of loving-kindness practice on employee affect and motivation with an active (mindfulness) and a passive (waitlist) control condition. Analyses focused on both longitudinal effects (increases in affect and motivation over the training period) and state effects (effects of practice on daily affect and motivation). Study 2 conducted a 1-week study to further probe the state effects of loving-kindness and the effectiveness of formal vs. informal practice. Results indicated mixed support for longitudinal effects, with individuals in the loving-kindness condition showing increases in work motivation, affective valence, and activation over time but the majority of these increases not being statistically different from trends in the two control conditions. Analysis of state (day-level) effects found consistent support for a beneficial effect of loving-kindness practice on daily affective valence and motivation. Analyses from study 2 replicated these day-level effects and provided evidence for the efficacy of both formal and informal practice-based training programs. This research provides initial support for the potential benefits of loving-kindness practice in a workplace context. We discuss theoretical and practical implications including the future of loving-kindness practice as a workplace training intervention.

Mindfulness has become an increasingly popular practice and in parallel scholarly research has grown considerably. However, the study of mindfulness at work remains limited and motivates this special issue on “Mindfulness at Work: Pushing Theoretical and Empirical Boundaries.” In this introduction to the special issue we offer a brief initial grounding in the literature on mindfulness at work and in organizations. We then turn attention to how the six articles in this special issue advance this nascent field. We use both as a point of departure for considering the benefits and limits of mindfulness in organizations as well as the contextual (e.g., leadership) moderators and boundary conditions on mindfulness. We also detail the emerging evidence on both the general cognitive and workplace-specific mechanisms through which mindfulness operates. We offer directions for future research that highlight both the interplay of individual mindfulness and interpersonal relations and organizing, as well as means of increasing mindfulness beyond traditional meditative practice. Finally, we conclude with a brief outlook to a promising future ahead for this growing field that we believe has the potential to substantially reduce suffering and increase flourishing at workplaces throughout the world.

The present research sought to examine the impact of narcissism, prediction accuracy, and should counterfactual thinking—which includes thoughts such as “I should have done something different”—on hindsight bias (the tendency to exaggerate in hindsight what one knew in foresight) and perceived learning. To test these effects, we conducted four studies (total n = 727). First, in Study 1 we examined a moderated mediation model, in which should counterfactual thinking mediates the relation between narcissism and hindsight bias, and this mediation is moderated by prediction accuracy such that the relationship is negative when predictions are accurate and positive when predictions are inaccurate after accurate predictions. Second, in Study 2 we examined a moderated sequential mediation model, in which the relation between narcissism and perceived learning is sequentially mediated through should counterfactual thinking and hindsight bias, and importantly, this sequential mediation is moderated by prediction accuracy. In Study 3 we ruled out could counterfactual thinking as an alternative explanation for the relationship between narcissism and hindsight bias. Finally, by manipulating should counterfactual thinking in Study 4, our findings suggest that this type of thinking has a causal effect on hindsight bias. We discuss why exhibiting some hindsight bias can be positive after failure. We also discuss implications for eliciting should counterfactual thinking. Our results help explain why narcissists may fail to learn from their experiences.

Heuristics are fast, frugal, and accurate strategies that enable rather than limit decision making under uncertainty. Uncertainty, as opposed to calculable risk, is characteristic of most organizational contexts. We review existing research and offer a descriptive and prescriptive theoretical framework to integrate the current patchwork of heuristics scattered across various areas of organizational studies. Research on the adaptive toolbox is descriptive, identifying the repertoire of heuristics on which individuals, teams, and organizations rely. Research on ecological rationality is prescriptive, specifying the conditions under which a given heuristic performs well, that is, when it is smart. Our review finds a relatively small but rapidly developing field. We identify promising future research directions, including research on how culture shapes the use of heuristics and how heuristics shape organizational culture. We also outline an educational program for managers and leaders that follows the general approach of “Don't avoid heuristics—learn how to use them.”

We examine the role of employee mindfulness in the context of highly monotonous work conditions. Integrating research on task monotony with theorizing on mindfulness, we hypothesized that mindfulness is negatively associated with the extent to which employees feel generally bored by their jobs. We further hypothesized that this lower employee boredom would relate to downstream outcomes in the form of job attitudes (job satisfaction and turnover intentions) and task performance. We examined both objective task performance quality and quantity to shed light on the complexity of the mindfulness-task performance relation, which has so far mostly been investigated using subjective supervisor ratings. In a sample of 174 blue-collar workers in a Mexican company, results showed that employee mindfulness was negatively related to boredom. Further, mindfulness was positively related to job satisfaction and negatively to turnover intentions, partly mediated through boredom. Mindfulness turned out to be a double-edged sword for task performance in monotonous jobs: Mindfulness was positively related to task performance quality but negatively related to quantity. Practitioner points In repetitive, monotonous jobs held by millions of people worldwide, more mindful employees perceive their job as less boring. Furthermore, mindful employees have higher job satisfaction and are less likely to quit. With regard to objective job performance, mindfulness can be a double-edged sword: It positively affects objective performance quality via boredom, but negatively affects objective performance quantity directly.

Heuristics are often viewed as inferior to “rational” strategies that exhaustively search and process information. Introducing the theoretical perspective of ecological rationality, we challenge th...

Despite much research on leader authenticity, its antecedents remain poorly understood. We develop a self-regulatory model of leader authenticity. The model explains how both mindful self-regulated attention and political skill, as well as their interaction, are important for leaders to be authentic, and ultimately effective. Mindful self-regulated attention—a core dimension of mindfulness defined as sustained attention centered on the present moment—helps leaders stay connected to their core self amid the busyness of their (work) lives, allowing leaders to feel authentic. And, particularly in combination with political skill—a social effectiveness construct—it helps leaders interact with their employees in a way that is experienced as authentic and effective. In an experimental study (Study 1), we found that leaders who mindfully self-regulate their attention feel more authentic. In a two-wave multi-source field study (Study 2), we found that leader self-regulated attention was positively associated with employee perceptions of leader authenticity and effectiveness. Further, this relation was stronger when leader political skill was high. We discuss theoretical and practical implications of this research.

Breach of the psychological contract between organization and employee often evokes employee hostility, which in turn can instigate deviant behaviors. We examine whether employee mindfulness attenuates these reactions to psychological contract breach. Specifically, we develop and test a two-stage moderated mediation model in which employee mindfulness moderates the mediational path from psychological contract breach via hostility to deviance by attenuating both emotional and behavioral reactions. Findings across four studies (with 872 employee participants) both measuring and manipulating breach and mindfulness demonstrate substantial support for the proposed model. Further analyses including alternative moderators, mediators, and dependent variables provide evidence for discriminatory and incremental validity. We discuss theoretical and practical implications as well as future research avenues. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

When labeling an infectious disease, officially sanctioned scientific names, e.g., “H1N1 virus,” are recommended over place-specific names, e.g., “Spanish flu.” This is due to concerns from policymakers and the WHO that the latter might lead to unintended stigmatization. However, with little empirical support for such negative consequences, authorities might be focusing on limited resources on an overstated issue. This paper empirically investigates the impact of naming against the current backdrop of the 2019–2020 pandemic. The first hypothesis posited that using place-specific names associated with China (e.g., Wuhan Virus or China Virus) leads to greater levels of sinophobia, the negative stigmatization of Chinese individuals. The second hypothesis posited that using a scientific name (e.g., Coronavirus or COVID-19) leads to increased anxiety, risk aversion, beliefs about contagiousness of the virus, and beliefs about mortality rate. Results from two preregistered studies [N(Study 1) = 504; N(Study 2) = 412], conducted across three countries with the first study during the early outbreak (April 2020) and the second study at a later stage of the pandemic (August 2020), found no evidence of any adverse effects of naming on sinophobia and strong support for the null hypothesis using Bayesian analyses. Moreover, analyses found no impact of naming on anxiety, risk aversion, beliefs about contagiousness of the virus, or beliefs about mortality rate, with mild to strong support for the null hypothesis across outcomes. Exploratory analyses also found no evidence for the effect of naming being moderated by political affiliation. In conclusion, results provide no evidence that virus naming impacted individual’s attitudes toward Chinese individuals or perceptions of the virus, with the majority of analyses finding strong support for the null hypothesis. Therefore, based on the current evidence, it appears that the importance given to naming infectious diseases might be inflated.

In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance—defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader–employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

Injustice is pervasive, but it is far more common to witness it perpetrated against others than to experience it oneself. Responding to injustice perpetrated against others is vital for the social ...

Employees’ performance provides the basis for many personnel decisions, and to make these decisions, managers often need to integrate information from different performance-related cues. We asked college students and experienced managers to make a series of performance-based personnel decisions and tested how well weighting-and-adding, compensatory logistic regression and lexicographic, noncompensatory fast-and-frugal trees (FFTs) could describe participants’ decision processes regarding both choices and reaction times. Results show that a significant proportion of the participants (i.e., nearly half of the college students and more than two-thirds of the experienced managers) applied FFTs to make such decisions, and that the majority of them adopted key features of FFTs adaptively in response to a manipulation of the required distributions of positive (bonus) or negative (termination) decisions. Overall, the process-oriented approach applied in our study provides insights on not only what cues managers use for performance-based personnel decisions, but also how they use these cues.

The role of mindfulness in the workplace has emerged as a legitimate and growing area of organizational scholarship. T he present research examined the role of employee emotional exhaustion in mediating the relationship of mindfulness with turnover intentions and task performance . Drawing on theory and empirical research on both organizational behavior and mindfulness, w e predicted that more mindful employees would show lower turnover intentions and higher task performance and that th e s e relationship s would be mediated by emotional exhaustion. We tested these hypotheses in two field studies in an Indian context. Study 1 was a field study of call center employees of a multinational organization, an industry in which turnover rates are very high. This study found that mindfulness was associated with lower turnover intentions and less emotional exhaustion , and that emotional ex haustion mediated the relationship between mindfulness and turnover intentions. Study 2 replicated these results in a sample of employees based in major Indian cities and drawn from different industries. In addition, it showed that mindfulness was positive ly related to supervisor - rated task performance, with e motional exhaustion again playing a mediating role. We discuss theoretical and practical implications of our findings , as well as future research directions .

How is it that some organizations can maintain nearly error-free performance, despite trying conditions? Within research on such high-reliability organizations, mindful organizing has been offered as a key explanation. It entails interaction patterns among front-line operators that keep them attentive to potential failures—and relies on them having the expertise and autonomy to address any such failures. In this study, we extend the mindful organizing literature, which emphasizes local interactions among operators, by considering the broader institutional context in which it occurs. Through interview, observational, and archival data of a high-reliability explosive demolitions firm in China, we find that external regulators can crucially enhance the mindful organizing of front-line operators as regulators and operators interact around safety rules. Regulators go beyond the interactions emphasized in institutional theory, whereby regulators help operators internalize the content of rules and follow the rules in practice. Rather, regulator interactions also help ensure the salience of rules, which enriches and distributes operator attention throughout the firm. We also find evidence of regulator learning, as interactions with operators help regulators improve rule content and the techniques by which rules remain salient. These findings expand our understanding of mindful organizing and the interactional dynamics of institutions. They also particularly speak to the debate over whether and how rules can enhance safety. Namely, through distinct practices that impact the content and salience of rules, regulators can increase standardization without diminishing operator autonomy.

Past research on dynamic workplace performance evaluation has taken as axiomatic that temporal performance trends produce naive extrapolation effects on performance ratings. That is, we naively assume that an individual whose performance has trended upward over time will continue to improve, and rate that individual more positively than an individual whose performance has trended downward over time—even if, on average, the 2 individuals have performed at an equivalent level. However, we argue that such naive extrapolation effects are more pronounced in Western countries than Eastern countries, owing to Eastern countries having a more holistic cognitive style. To test our hypotheses, we examined the effect of performance trend on expectations of future performance and ratings of past performance across 2 studies: Study 1 compares the magnitude of naive extrapolation effects among Singaporeans primed with either a more or less holistic cognitive style, and Study 2 examines holistic cognitive style as a mediating mechanism accounting for differences in the magnitude of naive extrapolation effects between American and Chinese raters. Across both studies, we found support for our predictions that dynamic performance trends have less impact on the ratings of more holistic thinkers. Implications for the dynamic performance and naive extrapolation literatures are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved)

Purpose – The primary purpose of this research was to investigate the role of anticipated regret in time-based work-family conflict decisions. Design/methodology/approach – A total of 90 working parents responded to a decision making problem describing a time-based conflict between a work event and a family event. Participants' preference for which event to attend constituted the dependent variable. Independent variables were participants' work and family centralities. Anticipated regret for choosing the work option and anticipated regret for choosing the family option were measured as hypothesized mediators. Findings – Structural equation modeling revealed that anticipated regret for choosing the family option mediated the relationship between work centrality and preference for the family option. Similarly, it was found that anticipated regret for choosing the work option mediated the relationship between family centrality and preference for the family option. Originality/value – This article contributes to work-family and decision making literatures by studying the intersection of the two fields. Although most work-family research studies ongoing conflict, this study focuses on one decision event. The findings suggest that anticipated regret plays a significant role in how individuals resolve time-based work-family conflict.

How is it that some organizations can maintain nearly error-free performance, despite trying conditions? Within research on such high-reliability organizations, mindful organizing has been offered ...

Mindfulness, or nonjudgmental awareness of and attention to present-moment experiences, has drawn growing interest among organizational scholars and practitioners. While research suggests mindfulne...

The present study examines antecedents and consequences of two aspects of mindfulness in a work setting: employee awareness and employee absent-mindedness. Using two samples, the study found these two aspects of mindfulness to be beneficially associated with employee well-being, as measured by emotional exhaustion, job satisfaction, and psychological need satisfaction, and with job performance, as measured by task performance, organizational citizenship behaviors, and deviance. These results suggest a potentially important role of mindfulness at the workplace. The study also found that organizational constraints and organizational support predicted employee mindfulness, pointing to the important role that the organizational environment may play in facilitating or hindering mindfulness at the workplace. The results further suggest that employee awareness and absent-mindedness are different constructs that have distinct nomological networks. Implications and future directions are discussed.

We examined the effect of mindful attention on negotiation outcomes in distributive negotiations across four experiments. In studies 1 and 2, participants who performed a short mindful attention exercise prior to the negotiation claimed a larger share of the bargaining zone than the control condition participants they negotiated with. Study 3 replicated this finding using a different manipulation of mindful attention. Study 4 again replicated this result and also found that mindful negotiators were more satisfied with both the outcome and the process of the negotiation. We discuss theoretical and practical implications, limitations, and future directions.

This research examines the influence of leaders’ mindfulness on employee well-being and performance. We hypothesized that supervisors’ trait mindfulness is positively associated with different facets of employee well-being, such as job satisfaction and need satisfaction, and different dimensions of employee performance, such as in-role performance and organizational citizenship behaviors. We also explored whether one measure of employee well-being, psychological need satisfaction, plays a mediating role in the relation between supervisor mindfulness and employee performance. We tested these predictions in two studies using data from both supervisors and their subordinates. Results were consistent with our hypotheses. Overall, this research contributes to our understanding of leadership by examining the foundation of supervisors’ effectiveness in their awareness and attention. It also contributes to our understanding of mindfulness by examining its interpersonal effects in a very important domain of human life: the workplace.

Compensation decisions have important consequences for employees and organizations and affect factors such as retention, motivation, and recruitment. Past research has primarily focused on mean performance as a predictor of compensation, promoting the implicit assumption that alternative aspects of dynamic performance are not relevant. To address this gap in the literature, we examined the influence of dynamic performance characteristics on compensation decisions in the National Basketball Association (NBA). We predicted that, in addition to performance mean, performance trend and variability would also affect compensation decisions. Results revealed that performance mean and trend, but not variability, were significantly and positively related to changes in compensation levels of NBA players. Moreover, trend (but not mean or variability) predicted compensation when controlling for future performance, suggesting that organizations overweighted trend in their compensation decisions. Theoretical and practical implications are discussed.

This research examines the moderating role of regret aversion in reason-based choice. Earlier research has shown that regret aversion and reason-based choice effects are linked through a common emphasis on decision justification, and that a simple manipulation of regret salience can eliminate the decoy effect, a well-known reason-based choice effect. We show here that the effect of regret salience varies in theory-relevant ways from one reason-based choice effect to another. For effects such as the select/reject and decoy effect, both of which were independently judged to be unreasonable bases for deciding, regret salience eliminated the effect. For the most-important attribute effect that is judged to be normatively acceptable, however, regret salience amplified the effect. Anticipated self-blame regret and perceived decision justifiability consistently predicted preferences and thus offer a parsimonious account of both attenuation and amplification of these reason-based choice effects.

Two distinct theoretical views explain the effects of action/inaction and social normality on anticipated regret. Norm theory (Kahneman & Miller, 1986) emphasises the role of decision mutability, the ease with which one can imagine having made a different choice. Decision justification theory (Connolly & Zeelenberg, 2002) highlights the role of decision justifiability, the perception that the choice was made on a defensible basis, supported by convincing arguments or using a thoughtful, comprehensive decision process. The present paper tests several contrasting predictions from the two theoretical approaches in a series of four studies. Study 1 replicated earlier findings showing greater anticipated regret when the chosen option was abnormal than when it was normal, and perceived justifiability mediated the effect. Study 2 showed that anticipated regret was higher for careless than for careful decisions. Study 3 replicated this finding for a sample holding a different social norm towards the focal decisio...

This randomized controlled field study explores the relationship of mindfulness to the personal resources of middle managers. Drawing on Job Demands-Resources (JD-R) theory, we anticipated that min...

The literature on mindfulness in organizations has largely proceeded along one of two streams. The first stream emphasizes individual-level psychological states, focusing on how people attend to in...

The present two studies integrate and extend the literatures on dynamic performance, performance attributions, and rating purpose, making several important contributions. First, examining attributions of dynamic performance, Study 1 predicted that performance mean and trend would affect judged ratee ability and effort and that performance variation would affect locus of causality; both predictions were supported by the results. Second, investigating the interaction between dynamic performance and rating purpose, Study 2 predicted that performance mean would have a stronger impact on administrative than on developmental ratings, whereas performance trend and variation would have a stronger impact on developmental than on administrative ratings; again, both predictions were borne out by the results. Third, both studies found that performance trend interacted with performance mean and variability to predict overall ratings. Fourth, both studies replicated main effects of dynamic performance characteristics on ratings in a different culture and, in Study 2, a sample of more experienced managers.

Decision makers can become trapped by myopic regret avoidance in which rejecting feedback to avoid short-term outcome regret (regret associated with counterfactual outcome comparisons) leads to reduced learning and greater long-term regret over continuing poor decisions. In a series of laboratory experiments involving repeated choices among uncertain monetary prospects, participants primed with outcome regret tended to decline feedback, learned the task slowly or not at all, and performed poorly. This pattern was reversed when decision makers were primed with self-blame regret (regret over an unjustified decision). Further, in a final experiment in which task learning was unnecessary, feedback was more often rejected in the self-blame regret condition than in the outcome regret condition. We discuss the findings in terms of a distinction between two regret components, one associated with outcome evaluation, the other with the justifiability of the decision process used in making the choice.

This article examines measurement equivalence of the Balanced Inventory of Desirable Responding (BIDR) across two nations (the United States and Singapore), two cultural values (horizontal individualism and horizontal collectivism) and two motivational conditions (standard and faking). One sample of undergraduate students from each country ( N Singapore = 158, N United States = 166) participated in this study, and a within-subject experimental design is used. Specifically, at Time 1, participants were simply asked to respond to the BIDR and the INDCOL (standard condition). At Time 2, the participants were instructed to engage in social desirability (faking condition). Multigroup confirmatory factor analyses are used to evaluate the equivalence of the BIDR. The authors found support for the equivalence of the BIDR across the two cultural values. However, there is weaker support for the equivalence of the BIDR across the two countries and the two motivational conditions. The implications of these findings are discussed.

Choosing the right counterpart can have a significant impact on negotiation success. Unfortunately, little research has studied such negotiation counterpart decisions. Three studies examined the influence of past negotiations on preferences to negotiate again with a counterpart. Study 1 found that the more favorable a past negotiated agreement the stronger the preference to negotiate with the counterpart in the future. Moreover, this relation was mediated through liking of the counterpart. Study 2 manipulated the difficulty of achieving a favorable agreement in the negotiation and found a significant effect of this situational factor such that subsequent counterpart preferences were less favorable when the negotiation was difficult. Similar to Study 1, this effect was mediated through liking of the counterpart. Study 3 examined the possibility of debiasing negotiator preferences from the biasing influence of situational characteristics by providing relevant information about the negotiation situation. Replicating the results of Study 2, negotiation difficulty affected counterpart preferences before additional information was given or when irrelevant information was given. However, once negotiators received relevant information on the negotiation situation, the effect of negotiation difficulty disappeared. Theoretical and practical implications are discussed.

It is well recognized that performance changes over time. However, the effect of these changes on overall assessments of performance is largely unknown. In a laboratory experiment, we examined the influence of salient Gestalt characteristics of a dynamic performance profile on supervisory ratings. We manipulated performance trend (flat, linear-improving, linear-deteriorating, U-shaped, and inverted U-shaped), performance variation (small, large), and performance mean (negative, zero, positive) within subjects and display format (graphic, tabular) between subjects. Participants received and evaluated information about the weekly performance of different employees over a simulated 26-week period. Results showed strong main effects on performance ratings of both performance mean and performance trend, as well as interactions with display format. Theoretical and practical implications of the results are discussed.

Mindfulness techniques, having long played an important role in contemplative traditions around the world, are now recognized as having the potential to transform workplaces. As interest in the role of mindfulness in organizational settings continues to increase, this timely book fills a gap in the literature by providing an overview of the latest theoretical and empirical research on workplace mindfulness. It brings together world-leading scholars to explore the foundations, key discussions, diversity of approaches and applications of mindfulness in organizations. It acts as a catalyst for future research on the topic by suggesting research directions and stimulating organizational researchers to embark on new projects involving mindfulness. Furthermore, it provides valuable ideas for implementing mindfulness programs in organizations, for teaching mindfulness in business contexts, and for coaching with mindfulness. This must-read book will appeal to researchers and professionals in the fields of organizational behavior, organizational psychology and employee well-being.

Introduction A recent Forbes article stated that “Mindfulness is hot right now – Hollywood hot, Davos hot, Main Street hot … For business leaders, encouraging mindfulness is more than just being tuned in; it's a strategy to improve person and company-wide performance and productivity” (Bruce 2014). Leadership is a perennially trendy topic, and its fusion with mindfulness creates a combination of potential uber-trendiness. But is this hype justified? Our endeavour in this chapter is to elaborate on the connections between mindfulness and leadership. A related goal is to take a critical look: generally both mindfulness and leadership are viewed in a positive light. Although “leadership” evokes ideas of strengths and charisma, transformation, and achievement. Yet at the same time, a “dark side” of leadership and leaders also surfaces in the form of leader arrogance, hubris, cronyism, abusive supervision, and outright dictatorships. Perhaps even more so than with leadership, mindfulness appears to be seen as almost universally positive. Indeed, a large number of studies have found beneficial effects of mindfulness for, among others, individual health, psychological wellbeing, and functioning (Chiesa and Serretti 2010; Eberth and Sedlmeier 2012). Also, as shown in the various chapters of this book and other work, a strong case can be made that mindfulness and mindfulness practice have substantial potential to improve the quality and outcomes of work life (see also Glomb et al . 2011). Finally, empirical research on the effects of leader mindfulness provides evidence of beneficial consequences for employees including increases in employee job performance, job satisfaction, and need satisfaction, and reductions in emotional exhaustion (Reb, Narayanan, and Chaturvedi 2014). Although we are in broad agreement with claims regarding the benefits of mindfulness in general and for leadership in particular, at the same time, one can wonder whether there are any downsides to leaders being mindful.

To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice (Cropanzano, Byrne, Bobocel, & Rupp, 2001), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed.

We examined the role of several characteristics of a dynamic performance profile in shaping performance ratings. In a laboratory experiment, we manipulated the performance trend (flat, upward, down...

Decision-related regret is a negative emotion associated with thinking about a past or future choice. The thinking component generally takes the form of a wish that things were otherwise and involves a comparison of what actually did or will take place with some better alternative--a "counterfactual thought." For predecisional (anticipated) regret, the thinking involves a mental simulation of the outcomes that might result from different choice options. Prior research has focused on regret associated with decision outcomes, addressing especially (a) the comparison outcome selected and (b) whether the outcome resulted from action or inaction. More recent research examines regret associated with the choice itself and with the preceding decision process. Interest here has focused on the justifiability of the choice made or the process used. In this article, the authors review current regret research and propose directions for extending it to cancer-related decisions.

During the past decade organizational scientists have devoted considerable research attention to the topic of workplace affect. Despite important advances, continued progress depends on a better understanding of the structure of affective experience. The goal of this paper is to review progress to date. In particular, we review evidence pertaining to four constructs that have been widely used to organize research on affect: positive affectivity, negative affectivity, hedonic tone, and affect intensity. We review various structural models pertaining to these four constructs, devoting special attention to integrative frameworks and future research needs.

Several studies have reported that parents are often reluctant to vaccinate their own or other people’s children, even when the balance of health risks and benefits clearly favors vaccination. This reluctance has been interpreted as a manifestation of “omission bias”, a general tendency to prefer inactive to active options even when inaction leads to worse outcomes or greater risks. The research raises significant public health concerns as well as worries about human decision biases in general. In this paper we argue that existing research on vaccination decisions has not convincingly demonstrated any general reluctance to vaccinate nor has it made the case that such a tendency, if found, would constitute a bias. We identify several conceptual and methodological issues that, we argue, cloud interpretation of earlier studies. In a new questionnaire-based study (Experiment 1) we examined the vaccination decisions of undergraduate students (N=103) and non-student adults (N=192). In both groups a clear majority chose to vaccinate when disease and vaccination risks were balanced. Experiments 2 and 3 identify several problems associated with the measures used in earlier studies, and show how these problems could have led to the misleading appearance of majority anti-vaccination preferences. In our data, vaccination intentions appear to be less a function of generalized preferences for action or inaction than they are of the regret respondents expect to feel if vaccination or non-vaccination were to lead to a poor outcome. Regret-avoiding choices led some respondents to favor vaccination, others to oppose it. In two follow-up studies, few respondents mentioned action or inaction per se in explaining their choices. We conclude that there is no convincing evidence that a generalized “omission bias” plays any important role in vaccination decisions.

The current study examines processes through which the negative impact of perceived organizational violation on deviance could be curbed. Specifically, this study introduces mindfulness to the psyc...