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Purpose The paper intends to conceptualize the interpersonal effects of mindfulness within emergent organizational changes and explain how mindful leaders nurture support for such changes. Design/methodology/approach Grounded in conservation of resources (COR) theory and building explicitly on Badham and King's (2021) proposition of mindfulness as a contested and multidimensional construct and their call for moving towards a collective and relational dimension and substantive orientation, this research proposes a conceptual model on the influence of leader mindfulness in developing support for emergent changes. Findings The model explains how a mindful leader would enhance the quality of leader-member exchange (LMX) and augment the support for emergent changes. It also explains the moderating influence of mindset and meaningfulness at work. Research limitations/implications This research explores the twin underexplored areas – interpersonal effect of mindfulness and emergent changes – explaining the role of leader mindfulness as a resource in augmenting support for emergent changes, including the influence of state and contextual factors on emergent changes. Practical implications This research provides managers a potential toolkit to develop support for emergent changes, especially in a complex and dynamic business environment. Originality/value This paper provides a micro foundational perspective of the phenomenon of emergent changes, integrating interpersonal mindfulness and leadership in a dynamic environment demanding continuous changes. While Badham and King (2021) proposed the distinction between individual and collective forms of mindfulness and explained the tension between the instrumental and substantive orientation, this research extends their framework by conceptualizing the interpersonal mechanism (LMX) that translates leader mindfulness to support of employees for emergent changes.
Rona Elizabeth Kurian (Fri,) studied this question.