1. University of Delhi, India, Malaysia; faizul901@gmail.com

*             Correspondence: faizul901@gmail.com

Keywords: ethical leadership, mindfulness, employees, well-being

1- INTRODUCTION

The notion of mindfulness finds its roots in a range of scholarly fields, encompassing clinical psychology, sociology, philosophy, and various branches of the natural sciences, including mathematics and neuroscience. Nevertheless, it is important to acknowledge that the current corpus of research pertaining to the implementation of this concept in the context of management and human resource management practices is constrained [1]. Many academics have employed the philosophical and psychological frameworks of mindfulness in the context of leadership to improve understanding and implementation within organizational settings [2]. The aforementioned phenomenon has a significant impact on the productivity of employees, thus warranting additional research in this particular domain. The origins of the practice of mindfulness can be traced back to ancient times, where it was considered a foundational aspect of its establishment [3].The notion of mindfulness is firmly rooted in multiple academic fields, encompassing clinical psychology, sociology, philosophy, and various branches of the natural sciences, including mathematics and neuroscience. Nevertheless, it is important to acknowledge that the current corpus of research pertaining to the implementation of this concept in the context of management and human resource management practices is constrained [1]. Many academics have employed the philosophical and psychological viewpoints of mindfulness in the context of leadership to improve understanding and implementation within the organizational environment [2]. The aforementioned phenomenon has a significant impact on the productivity of employees, thus warranting additional research in this domain. The origins of the practice of mindfulness can be traced back to ancient times, where it was considered a foundational aspect of its establishment [3]. It is a mental state in which the leader is very aware of what is going on around them and is paying close attention to it. Although the concept of awareness is quite distinct from other mental perspectives, such as emotions, motives, and cognition, awareness is still considered to be an essential component when describing mindfulness. The importance of mindfulness has been emphasized by a number of theorists representing a number of different multidimensional schools of psychotherapy and personality [4]. These theorists have supported open awareness, attention, and being observant of one’s own well-being and self-regulation. There have been many empirical studies conducted on ethical leadership, with a particular focus on incorporating leadership theories and models. On the other hand, there aren’t a lot of studies out there that look at how the mindfulness of leaders affects employees [5]. Leaders in today’s world are confronted with a myriad of challenges, the most prominent of which are the rapid evolution of social norms, the emergence of new technologies, and the passing of generations [6]. Furthermore, these demands are not higher than the capabilities of the leaders, and they require new strategies and procedures that can make the leaders cater to the challenges and take advantage of the opportunities presented by the outside world. The impact of mindfulness on employee autonomy, engagement, satisfaction, and commitment is also present [7], as is its explanation of the Role that mindfulness plays in the well-being of employees in recent studies. Meaningfulness of work is thought to enhance performance-related consequences, and as a result, it is getting more attention from researchers in the recent research literature. When people talk about how meaningful their work is, they are referring to the significant and positive contributions that their jobs make to their lives. Additionally, it refers to how content the worker is with his or her position [8]. The issues related to employees, such as turnover, absenteeism, low productivity, lack of motivation, and commitment toward the organization, continue to be a constant source of concern for the organization. As a result, researchers place a greater emphasis on the factors that have the potential to produce intrinsic motivation. Because of its central role in determining employee engagement, commitment, loyalty, and affective attachment [9], researchers are strongly encouraged to concentrate their efforts on the meaningfulness of work. The relationship between ethical leaders’ mindfulness and employee meaningfulness of work is explained using the Self-Determination Theory (SDT). SDT assumes that psychological well-being is affected by the motivational orientation of the individual. SDT separates the intrinsic and extrinsic motivators based on the motives of the behavior. Employees who are self-determined and autonomous are enthusiastic, which has a positive effect on well-being. The leader’s mindfulness and employee meaningfulness of work is of direct relationship. Employee behavior gets increases towards the work positively if his leader is mindful [10]. The performance level, motivational level, and well-being of the employees also depend on the leader. An unaware or less mindful leader will have lesser chances of knowing what is happening, what needs to be done, how it should be done, when it should be done, and with whom it can be done. Thus, the mindfulness of the leader is of significant importance. Ethical leadership mindfulness and meaningfulness of work from employees’ perspectives haven’t been studied in the existing literature. Since the meaningfulness of the tasks has been found to be linked with job satisfaction, and organizational commitment, it is necessary to assess the leadership’s Role to improve the work’s meaningfulness.

2- LITERATURE REVIEW

Mindfulness can be defined as a cognitive state in which an individual exhibits heightened awareness and attention towards the intrinsic value and significance of their work, objectives, or overarching purpose. The concept in question has been extensively acknowledged in scholarly literature as a fundamental aspect or quality of the human experience, whereby individuals possess an elevated awareness and comprehension of their own emotions, thoughts, and sentiments. The extant corpus of literature stemming from clinical and psychological research has provided evidence that mindfulness is a characteristic that functions as a gauge of an individual’s degree of mental and physical wellness [12]. Mindfulness is a cognitive state characterized by complete awareness and consciousness, which exhibits variability among individuals and across different temporal contexts [13]. This study examined the concept of mindfulness within the context of the workplace, focusing specifically on its impact on individual well-being and career advancement. The authors put forth the notion that the achievement of a certain level of personal exertion, encompassing both cognitive and intentional aspects, is necessary [14]. It is a multidimensional phenomenon that integrates several components, such as non-judgmental acceptance of the events, internal physical processes, and awareness of the internal and external environment, indications, and opening oneself to new experiences. Contemporary studies from organizational psychology have asserted that mindfulness is a form of learned behavior. Hence, from the integration of training and conscious practices, an individual can learn to exhibit mindfulness [15]. Ethical leadership revolves around managing and inspiring individuals through the adoption of appropriate behaviors. The people-centric approach towards management is connected with the achievement of goals and objectives in contemporary organizations, which is aligned with the concept of self-awareness of a leader to understand the needs of subordinates [16]. A study assessed mindfulness as a personal characteristic of the leader and its impact on their well-being. The perspective of a mindful leader is someone who abstains from a judgmental attitude at the workplace, avoiding filtering the behaviors and conducts of employees based on past experiences and already holding stereotypical information in mind. It described that a mindful leader is aware of their internal and external environmental processes and has been better able to attend, stimulate and inspire subordinates [17]. Awareness of self and the outer world is one of the basic aspects of mindfulness. It aids in assessing the employees’ present needs and supporting them to achieve their goals and objectives based on a non-biased and non-judgmental attitude [18]. A study defined mindful leaders as flexible, adaptable, and supportive because they are not likely to make use of cognitive filtration to draw stances about employees and their behaviors [19]. It has characterized mindfulness as a leadership approach that welcomes or is open to new experiences, as it implies showing a dynamic willingness of the leader to experience and face new situations. These challenges tend to be both pleasurable and hostile. Such leaders can act as role models for their employees by showcasing and teaching subordinates, which implies improving the individual ability to face and cope with uncertainty with patience and tolerance [20]. A recent study asserted that a mindful leader has certain values and goals, which implies developing understandings and actions under these underlying value systems. This mindfulness aspect enables leaders to transform their visions into reality by integrating information processing with goals and value systems. Since mindful leaders are open to new experiences, they can better communicate their vision by analyzing internal processes and making sense of the external world [21]. Humans search to find meaning in their lives, and understanding it is endless. It asserted that meaningfulness search has four drivers, a sense of self-worth and efficacy, a sense of purpose, and defining values that act as guidelines for behavior and provide valid justifications for certain conducts [22]. Organizations are making efforts to attract and retain talented people to achieve their goals and objectives. However, it is undeniable that people possessing exceptional capabilities and skills require meaningful work to remain affiliated with an organization [23]. A study attempted to provide a more specific view of work meaningfulness by integrating the value of a work or objective and its assessment made by an individual based on their values and standards. Constructs developed by [24] have three pillars of meaningfulness: personal capabilities, values that act as a guide, and intrinsic personal motivations [25]. The view is that a person derives meaning from his work when he can understand his work with a broader sense of purpose. Drivers of Meaningfulness of work in the workplace have been strengthened and justified by several theories, such [26] model that has integrated various personal values and work dimensions that motivate and satisfy individuals. Concerning the workplace, the importance of meaningfulness has been established in past theories of motivation. For example, Herzberg two factor theories have attempted to identify extrinsic and intrinsic factors that impact employee job satisfaction [27]. It believes that when people have a positive perception of their work, they tend to focus their efforts and are better able to achieve their goals than those who consider their work less important and meaningful to themselves and others [28]. Similarly, they have asserted that work’s meaningfulness acts as a coping agent to face and recover from challenges in challenging situations. On the other side, a lack of meaningfulness is less likely to allow people to self-expression and exhibit motivating behavior leading to ineffective and inefficient use of personal and organizational resources [29]. This study has successfully identified and examined three distinct aspects of employees’ perception regarding the meaningfulness of their work. The initial dimension pertains to the concept of self, specifically the demonstration of specific workplace competencies leading to a state of contentment [30]. The concept of work is intricately linked to the perceived value of a job to an individual, as well as the extent to which the job aids in the achievement of organizational goals and objectives. The third tier pertains to the establishment of equilibrium in the realms of cognition, physicality, and spirituality, with the aim of attaining the organizational objective. The aspects identified by the source [31] indicate that the perception of task meaningfulness is a prominent factor. The concept under consideration pertains to the humanitarian aspect of an individual’s perception of their job within a workplace setting, and the subsequent development of their understanding of the meaningfulness inherent in their work.

Figure 01: Dimensions of Leader Mindfulness developed by [11]

Human Resource Management has been exposed to transformation, which has negatively impacted the balance of personal and professional lives. An employee often demands more than an employment opportunity from their organization, and acknowledgment of such job-related demands is necessary to increase job commitment [33]. Since jobs have become more complex and are linked with employee stress and fatigue, adopting strategies has become a necessity to be undertaken by organizations to reduce the psychological and physical burden on employees [34]. Studies have been of the view that employees spend most of their daily time at the workplace. Hence, the sense of belongingness and the relationship they develop at the workplace is of significant importance, as it is directly linked with the meaningfulness that they derive from their work; hence their moral and ethical conduct directly impact the organization [35]. When an employee finds such an aware leader who notices even what is happening within him, that creates a positive impact on the employee’s personality in terms of self-awareness and meaning-making (first internally and then professionally) as he is under the influence of his leader and would like to adopt his style [35].

H1: Inner awareness of the leader is positively associated with Meaningful Work for Employees

The leader, through his charismatic personality, impresses his followers by proving himself in difficult times by handling himself (at the time of anger or other external factors) due to his ability to be mindful. That requires meaning-making, which would be, for instance, “My anger will help me make a mistake; it is better to stay calm and think about what should be done.”Thus, this meaning-making would influence his followers, and they would learn how to respond and progress [37].

H2: Outer awareness of the leader is positively associated with Meaningful Work for Employees

It’s never easy to feel accepted by the surroundings. Leaders’ quality of knowing their capabilities, acceptance for their deeds, both good and bad, and resentment for mistakes sets examples for their followers in meaning-making of themselves, which further makes it work like, “my leader did not get carried away due to his blunder, he faced us everyone with courage, and without judging himself, thus we have no more issues with him, this is what makes him a great leader [38].”

H3: Leaders’ ability to accept is positively associated with Meaningful Work for Employees

How and why should the leader deal with his emotions and manage his anger or fear? A solution to this would make an employee know about tactics (meaning-making) that will help him overcome these distractions and distressing modes, which is an outcome of leaders’ openness to experience [39].

H4: Leaders’ ability to be open is positively associated with Meaningful Work for Employees

Observing and understanding attitude comes up with a price of more and more thoughts, feelings, and emotions. So, when to react and what to react to is the key to being a mindful leader. This attitude of a mindful leader encourages their employees to learn it with reasoning, which opens the door to meaningfulness in work [40].

H5: Decentering of the leader is positively associated with Meaningful Work for Employees

A mindful leader always gives himself the liberty to accept that he may be proved wrong, things can change, things can go wild, he may not be right every time, and so forth. Still coping with it and making the call is what great and mindful leaders do. Thus, this behavior in a leader helps employees to first follow it and then understand it (meaning-making).

H6: Relativity of thoughts of the leader is positively associated with Meaningful Work for Employees

When the leader works, he works like nothing can divert his attention, and thus efficiency is achieved. This ability of the leader helps employees do the same, which further leads to meaning-making like, “Due to my focus on work and not on the controversy going on, I will achieve that.”

H7: The ability to act with awareness of the leader is positively associated with Meaningful Work for Employees

The time when a leader identifies and understands his self-created problems, or his needlessly made difficulties, makes him a mindful leader. Making his employees do the same for themselves makes the work meaningful for them.

H8: Insightfulness of the leader is positively associated with Meaningful work for Employees.

Figure 02: Dimensions of Meaningful Work developed [32]

3- MATERIALS AND METHODS

Using managers’ support, leaders were identified. Only those selected for this study who has an industrial experience of at least 20 Years in oil refinery situated from India. Structured questionnaires were administered: one to the leaders, each leader received a questionnaire enquiring to self-assess his/her ability to be mindful. His managers were asked to rate their leader’s ability to be mindful and their self-assessment of finding the meaning of their work. Structural equation model (SEM) is utilized for this study, Snowball Sampling was utilized, and an initial group of employees was selected at random. They were asked to identify others and their leader who belong to the target population of interest. Subsequent respondents are selected based on the referrals. The scale for all the variables discussed was adopted. The questions regarding the Mindfulness of Work Scale (CHIME) consist of 37 questions and are adopted from [41]. The questions regarding the meaningfulness of work are adopted. As a whole, the questionnaire was composed of a single section, and 47 questions were required to rate their degree of agreement with the respondents, in which “1” represented “Almost Never,” “2” represented “Never,” “3” represented “Sometimes Disagree,” “4” represented “True,” and “5” represented “Almost Always .”After the questionnaires were filled, data was entered in SPSS, and type, values, and measures were also allocated to each of the questions, and reverse questions were also converted. Then the data was cleaned, and all the questionnaires having missing values were eliminated. Moreover, outliers were also checked to clear typo errors, and further normality checks were also performed. As suggested by [42], all items below the threshold value of 0.50 shall be deleted from the model. Thus, the following values were below the threshold and hence were deleted.

4- RESULTS AND DISCUSSION

For validity and reliability, different tests are done, and values are analyzed; CR is a measure of the overall reliability of a collection of heterogeneous but similar items, and its threshold is CR > 0.70. AVE (Average Variance Extracted) is the degree to which a latent variable discriminates from the other latent variable. Its threshold value is > 0.50; another requirement for AVE is that AVE for each variable should be greater than the shared variances of the other factors in the model. This indicates the discriminant validity of the scale. MSV (Maximum Shared Variance) is defined as to what extent a variable can be explained in another variable. ASV (Average Shared Variance) states how much variance captured by the latent variable in a structural equation model is shared among other variables.

Table 01: Validity & Reliability

As the value of CR is greater than 0.7 for each variable, this proves the reliability of the scales. Similarly, as the value of AVE is greater than 0.5, this proves the convergent validity of the scales. For Discriminant validity, the value of MSV should be less than AVE, the value of ASV should be less than AVE and the square root of AVE should be greater than inter-construct correlations. Thus, as per the thresholds, no validity and reliability concerns were identified. The following tests were conducted to evaluate the data’s model fitness, Normed Chi-Square measures for evaluating overall model fit by minimizing the impact of sample size on the Model Chi-Square [43]. CFI (Comparative Fit Index) statistic assumes that all latent variables are uncorrelated (null/independence model) and compares the sample covariance matrix with this null model. RMSEA= Root means the square error of approximation tells us how well the model, with unknown but optimally chosen parameter estimates, would fit the population covariance matrix.

Table 02: Model Fitness

After completion of the CFA, the following model was constructed to test the hypothesis.

Table 03: Hypothesis Testing

Estimates are also known as beta values and show that an increase in one variable causes an increase or decrease in the other variable. As the value is positive, it shows that the relationship is directly proportionate. Similarly, the P-value proves less significant. If the p-value is less than 0.05, it proves that the relationship is significant. While *** shows the value is less than 0.001, which means 99.99% sure that the relationship exists and is positive.

5- CONCLUSION

The aim of this research was to investigate the association between mindful leadership and the implementation of meaningful work by employees, and to determine the extent of this relationship. The existing body of literature concerning the topic of mindfulness in leadership indicates that leaders who engage in mindfulness practices have a discernible impact on employee commitment and job satisfaction. The findings of this study indicate that employees’ perception of a leader’s mindfulness capacity can have a substantial impact on the extent to which they perceive their work as meaningful. The assessment of employees’ level of engagement, commitment, and satisfaction heavily relies on the importance of the work to them. The leader’s capacity to engage in mindfulness practices holds the potential to foster an organizational culture that does not prioritize the leader’s personal beliefs above those of their followers. Consequently, this can serve as a catalyst for motivating employees to actively participate in work that is purposeful and fulfilling. The notion of mindfulness encompasses a disposition to carefully contemplate a wide array of viewpoints and an openness to innovative ideas. One fundamental attribute that a leader must demonstrate is this particular quality. When a leader exhibits transparency within their team, it fosters a strong connection, thereby leading to heightened employee commitment and involvement. The degree of openness exhibited by a leader has a notable impact on the establishment of more robust connections with employees and the augmentation of their level of engagement. Consequently, this leads to heightened levels of employee motivation and an enhanced perception of purposeful engagement. The significance of motivation in cultivating a sense of meaningfulness in the workplace is widely recognized. The findings of the research suggest that the different facets of leader mindfulness exert a noteworthy influence on the dimensions of work meaningfulness, with the exception of inner awareness. This phenomenon occurs as a result of the restricted or inadequate understanding held by employees within an organization regarding the leader’s internal cognitive state. Moreover, empirical research has demonstrated a noteworthy association between the engagement in meaningful work and several other aspects, including an increased awareness of external experiences, the adoption of a nonjudgmental attitude, the practice of nonreactive decentering, the display of openness to new experiences, the cultivation of awareness regarding one’s thoughts, and the promotion of insightful understanding. Based on this empirical observation, it can be deduced that the degree to which employees place importance on their work is directly impacted by the level of mindfulness exhibited by their leader. The significance of the relationship between management and staff members is a pivotal element in the effective execution of organizational change. It is crucial for organizations to place significant importance on both enhancing the skill sets of their employees and revamping their leadership methodologies and educational offerings for their workforce. The potential for cultivating mindfulness among leaders can be facilitated through the implementation of training and development initiatives. This can enable leaders to enhance their self-awareness and expand their comprehension of the external environment. The present study suggests augmenting the current model to incorporate an investigation into the impact of meaningful work variables on Employee Development. Moreover, the incorporation of a moderator or mediator in the analysis is considered to be of substantial importance. Similarly, the application of longitudinal data for research purposes can lead to significant discoveries. Furthermore, this study focused on the wider industry in its entirety and required supplementary empirical evidence through the analysis and comparison of diverse industries. The research is conducted solely within a designated geological area. Additional investigation is necessitated by scholars hailing from both developed and underdeveloped regions.

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