Authentic leadership and mindfulness development through action learning
Abstract
Purpose
The purpose of this paper is to evaluate a three-year training program based on action learning principles with regard to its effectiveness in fostering authentic leadership (AL) and mindfulness among the participants.
Design/methodology/approach
Data were obtained using a mixed-method design. Quantitative data were collected using a quasi-experimental sequential cohort design with comparison group, in which 143 participants responded to a self-evaluation questionnaire up to six times over a three-year period. Semi-structured interviews were also conducted with 24 managers.
Findings
The results indicate that, as participants evolved through the leadership development program, self-reports of AL and mindfulness increased significantly and linearly as determined using repeated measures ANOVA, paired t-tests, and content analysis of interviews.
Practical implications
The results suggest that a leadership development program based on action learning principles can foster the development of AL and mindfulness. The core elements of action learning (i.e. working on real problems, gaining new insights in a supportive and confrontational environment of one’s peer) appear to be key to bringing about real changes in the behavior of participating managers and maximizing the chances of generating lasting effects.
Originality/value
This is the first longitudinal study to demonstrate that the development of mindfulness and AL – which calls for internalization of attitudes and behaviors – can be fostered by a leadership development program. The question of whether AL can be developed through planned interventions is paramount for advancing theory and research on AL.
Keywords
Acknowledgements
This research was supported by a grant from the Fonds de recherche du Québec société et culture du Québec (FRQSC).
Citation
Baron, L. (2016), "Authentic leadership and mindfulness development through action learning", Journal of Managerial Psychology, Vol. 31 No. 1, pp. 296-311. https://doi.org/10.1108/JMP-04-2014-0135
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited