be(com)ing real: a multi-source and an intervention study on mindfulness and authentic leadership

Although authentic leadership has been shown to inform a host of positive outcomes at work, the literature has dedicated little attention to identifying its personal antecedents and effective means to enhance it. building on strong theoretical links and initial evidence, we propose mindfulness as a predictor of authentic leadership. in 2 multi-source field studies (cross-sectional and experimental), we investigated (a) the role of leaders’ trait mindfulness and (b) the effectiveness of a low-dose mindfulness intervention for perceptions of authentic leadership. the results of both studies confirmed a positive relation between leaders’ trait mindfulness and authentic leadership as rated by both followers and leaders. moreover, the results of study 2 showed that the intervention increased authentic leadership via gains in leaders’ mindfulness, as perceived by both followers and leaders. in addition, we found that the intervention positively extended to followers’ work attitudes via authentic leadership. the paper concludes with a discussion of the study’s implications for leadership theory and leader development.