A dual‐path model linking leader mindfulness to follower resilience: Team virtuality as a boundary condition

Abstract Although emerging studies have documented the benefits of leader mindfulness in the workplace, the mechanisms by which it enables employees to cope with adversity remain unknown. Drawing on conservation of resources theory and social learning theory, I suggest that mindful leaders can enhance subordinates' resilience through a resource‐enhancing pathway (indicated by employee psychological empowerment) and an indirect learning pathway (reflected in leader role modeling). I posit, however, that these positive effects of leader mindfulness are weakened in more highly virtual teams. I tested this model across two studies. Study 1 was a multi‐wave, multi‐source survey based on a sample of 89 leaders and 424 followers. Study 2 was a field experiment in which 112 leaders were assigned to either a mindfulness intervention or a control condition. The results of both studies fully supported my theory. Theoretical and practical implications are discussed.