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RESEARCH PRODUCT
Developing mindful organizing in teams: a participation climate is not enough, teams need to feel safe to challenge their leaders
Inés TomásJosé M. PeiróFrancisco J. GraciaMichelle Reneclesubject
Organizational Behavior and Human Resource Managementparticipation climateMindfulnessSocial Psychologyturnover intentionmedia_common.quotation_subjectlcsh:BF1-990Sample (statistics)03 medical and health sciencesMindful organizing0302 clinical medicineCollective mindfulness0502 economics and businessEmployee engagement030212 general & internal medicinejob satisfactionmedia_commonTurnover intentionbusiness.industry05 social sciencesCitizen journalismPublic relationsmindful organizinglcsh:PsychologyUnexpected eventsWork (electrical)Job satisfactionperceived safety for upward dissentJob satisfactioncollective mindfulnessDissentPsychologybusinessParticipation climate050203 business & managementPerceived safety for upward dissentdescription
ABSTRACT Mindful organizing (also known as collective mindfulness) is a collective capability that allows teams to anticipate and swiftly recover from unexpected events. This collective capability is especially relevant in high-risk environments where reliability in performance is of utmost importance. In this paper, we build on current mindful organizing theory by showing how two front-line communication and participatory conditions (perceived safety for upward dissent and climate for employee engagement) interact to predict mindful organizing. We shed light on the controversy around mindful organizing’s effect on team’s subjective experience at work by showing that it leads to greater team job satisfaction and thus lowers individual turnover intentions. These relationships were tested using a time-lagged design with two data-collection points using a sample of 47 teams within the nuclear power industry.
| year | journal | country | edition | language |
|---|---|---|---|---|
| 2020-11-01 |