The foundation for effective leadership is the relationship between the leader and others (Good et al., 2016). Trust is at the core of this relationship. Trust in a leader stems from the belief that a leader can and will act in alignment with his or her words, actions, and decisions (Good et al., 2016). When we trust a leader, we become more vulnerable to the actions of this person.

Over the past few decades, research has shown that trustworthiness depends on the others’ perception that the leader is competent, has integrity, and puts others’ interest above their own (Stedham & Skaar, 2019).

Let’s break down each of these categories and see how they relate to your mindfulness practice.

Competency. When we pay attention on purpose and non-judgmentally, we are able to see reality clearly, without emotional attachment. This clarity allows leaders access to knowledge and skills which result in improved problem-solving and decision-making (Stedham & Skaar, 2019).
Integrity. Integrity involves the perception that the leader adheres to a set of principles that others find acceptable and are in alignment with their view. This requires a leader to be self-aware and able to regulate their emotions and behavior, instead of acting automatically. In other words, true leaders are role models and have high standards of moral and ethical conduct (Parker et al., 2015; Shapiro et al., 2012).
Put others’ interest above their own. Another word for putting others’ interest first is benevolence. A benevolent leader is perceived to be a caring, warm person who is aware of and concerned with the needs and well-being of others. A leader is trusted and seen as benevolent if he or she cares for others and communicates to each of them that they matter (Stedham & Skaar, 2019).

Mindfulness increases an individual’s ability to recognize and regulate their emotions. With mindfulness, you gain control over your attention, allowing a leader to be more purposeful in their words and actions. By having more mental space to observe what is happening without judgment, the leader is able to make better decisions and do what is in the best interest of others.

While your mindfulness practice is a personal experience, there are many opportunities to demonstrate to others your care and concern for their well-being. Below are two of our “Mindful Moments for Teams” practices that work well in a group setting. These practices can be done with a group at work or in your personal life. We hope you take the time at your next opportunity – whether it’s at the beginning of a meeting or a daily huddle – to share one of these practices with others.

“MINDFUL MOMENTS FOR TEAMS” IMPORTANT INSTRUCTIONS: For each team practice, leaders should prepare by printing the associated Leader’s Guide and listening to the audio BEFORE they conduct it with their team. The audio is meant to help them prepare in advance, so they’re able to lead the practice without the audio.

SOURCES

Good, D. J., Lyddy, C. J., Glomb, T. M., Bono, J. E., Brown, K. W., Duy, M. K., et al. (2016). Contemplating mindfulness at work: an integrative review. J. Manag. 42, 114–142. doi: 10.1177/0149206315617003.

Parker, S. C., Nelson, B. W., Epel, E. S., and Siegel, D. J. (2015). “The science of presence: a central mediator of the interpersonal beneﬁts of mindfulness,” in Handbook of Mindfulness: Theory, Research, and Practice, eds K. W. Brown, J. D. Creswell, and R. M. Ryan (New York, NY: Guilford Press), 225.

Shapiro, S. L., Jazaieri, H., and Goldin, P. R. (2012). Mindfulness-based stress reduction effects on moral reasoning and decision making. J. Posit. Psychol. 7, 504–515. doi: 10.1080/17439760.2012.723732.

Stedham, Y., & Skaar, T. B. (2019). Mindfulness, Trust, and Leader Effectiveness: A Conceptual Framework. Frontiers in Psychology, 10.