Ambiguity: the emerging impact of mindfulness for change leaders

Abstract

It is well established that ambiguity occurs in most transformational organization change efforts; however, we do not fully understand how change leaders cope with ambiguity and in particular the impact mindfulness may have on managing ambiguity. We explore this phenomenon through a mixed method design. Our findings suggest that leaders who draw on mindfulness deal with ambiguity in new and different ways. More specifically mindfulness enhances leaders’ abilities to interact with others, maintain perspective, and attune with others’ emotional states. Mindful change leaders also appear to more frequently practice self-awareness and self-care, as well as focus on building capacity through increased resilience. Our findings have important implications for change leaders as well as organizational members in general.

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