Table 2.
The main qualities addressed in the 19 research articles reviewed in our study.
| Reference | Year | Journal | Title | Method | Atte. | Awar. | Auth. |
|---|---|---|---|---|---|---|---|
| Arend et al. | 2019 | Front. Psychol. | Mindfulness and leadership: communication as a behavioral correlate of leader mindfulness and its effect on follower satisfaction | Quantitative | X | ||
| Baron | 2016 | J. Mana. Psychol. | Authentic leadership and mindfulness development through action learning | Mixed method | X | ||
| Brendel et al. | 2016 | J. Manag. | Cultivating leadership dharma. Measuring the impact of regular mindfulness practice on creativity, resilience, tolerance for ambiguity, anxiety, and stress | Quantitative | X | X | |
| Burmansah et al. | 2020 | EU-JER | Mindful leadership: the ability of the leader to develop compassion and attention without judgment—a case study of leader of Buddhist higher education institute | Qualitative | X | ||
| Chesley and Wylson | 2016 | J. Chang. Manag. | Ambiguity: the emerging impact of mindfulness for change leaders | Mixed method | X | X | |
| Decuypere et al. | 2018 | Front Psychol | When mindfulness interacts with neuroticism to enhance transformational leadership: The role of psychological need satisfaction | Quantitative | X | ||
| Ehrlich | 2017 | Organ. Dyn. | Mindful leadership: Focusing leaders and organizations | Conceptual | X | X | X |
| Hunter and Chaskalson | 2013 | Book chapter | Making the mindful leader: Cultivating skills for facing adaptive challenges | Conceptual | X | X | |
| Kersemaeker et al. | 2020 | BMC Med. Educ. | Effectiveness and feasibility of a mindful leadership course for medical specialists: a pilot study | Quantitative | X | ||
| King and Badham | 2018 | Asia Pac. J. Hum. Resour. | Leadership in uncertainty: The mindfulness solution | Conceptual | X | X | |
| King and Harr | 2017 | Asia Pac. J. Hum. Resour. | Mindfulness and job performance: a study of Australian leaders | Quantitative | X | X | |
| Lange and Rowald | 2019 | Gr Interakt Org | Mindful leadership: evaluation of a mindfulness-based leader intervention | Quantitative | X | X | |
| Lippincott | 2018 | Leadersh. Organ. Dev. J. | Deconstructing the relationship between mindfulness and leader effectiveness | Qualitative | X | X | |
| Mohapel | 2018 | HMF | The neurobiology of focus and distraction: The case for incorporating mindfulness into leadership | Conceptual | X | ||
| Nübold et al. | 2020 | J. Bus. Psychol. | Be(com)ing real: a multi-source and an intervention study on mindfulness and authentic leadership | Qualitative | X | ||
| Reitz et al. | 2020 | J. Manag. Dev. | Developing leaders through mindfulness practice | Qualitative | X | X | |
| Rupprecht et al. | 2019 | Front Psychol. | Mindful leader development: How leaders experience the effects of mindfulness training on leader capabilities | Qualitative | X | X | X |
| Stedham and Skaar | 2019 | Front Psychol. | Mindfulness, trust, and leader effectiveness: A conceptual framework | Conceptual | X | X | |
| Verdorfer | 2016 | Mindfulness | Examining Mindfulness and Its Relations to Humility, Motivation to Lead, and Actual Servant Leadership Behaviors | Quantitative | X | X | X |