The effects of self-leadership and mindfulness training on leadership development: A systematic review.
By Tenschert, J., Furtner, M., & Peters, M.
Tenschert, J., Furtner, M., & Peters, M. (2024, June 4). The effects of self-leadership and mindfulness training on leadership development: A systematic review. Management Review Quarterly. https://doi.org/10.1007/s11301-024-00448-7
In this scholarly article, Tenschert, Furtner, and Peters present a systematic review of existing research regarding the intersection of self-leadership, mindfulness, and leadership development. The authors analyze a wide range of empirical studies to determine how internal self-regulation and awareness training impact a leader's external performance and interpersonal effectiveness. The review suggests that mindfulness training significantly enhances a leader’s ability to manage stress, improve focus, and demonstrate empathy, which collectively leads to better team outcomes. Furthermore, the researchers identify self-leadership—the process by which individuals influence themselves to achieve their goals—as a critical mediator in the success of leadership training programs. By synthesizing diverse data points, the article provides a robust, evidence-based argument for incorporating contemplative practices into formal leadership curricula. This research is particularly relevant for academics and HR professionals who are responsible for designing and evaluating leadership development initiatives. It highlights a clear shift toward more holistic, psychologically grounded approaches to professional growth in the corporate world.