Relational Mindfulness and Leadership Effectiveness: The Role of Embodied Presence
Document Type
Event
Faculty Mentor
Joe Lasley
Abstract
Leadership is widely recognized as a relational process, yet most mindfulness research in leadership has focused primarily on intrapersonal outcomes such as stress reduction, emotional regulation, and self-awareness. Far less attention has been given to how mindfulness is enacted in real-time interactions between leaders and others. This doctoral research advances a relational perspective by examining how interpersonal, or relational form of mindfulness is associated with leadership effectiveness. Grounded in Relational Leadership Theory, this quantitative study investigated whether four dimensions of relational mindfulness - Detachment from the Mind (freedom from cognitive distraction), Body Anchored Presence (embodied awareness in interaction), Attention to and Awareness of the Other Person, and Mindful Responding - are associated with effective leadership behaviors as measured by The Five Practices of Exemplary Leadership®: Modeling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, and Encouraging the Heart. Relational mindfulness was self-assessed using the Interpersonal Mindfulness Questionnaire (IMQ), and leadership behaviors were measured using the Leadership Practices Inventory (LPI-Self). Data were collected from 170 leaders across corporate, nonprofit, education, nonprofit, and government sectors. Results indicated that higher levels of relational mindfulness were significantly associated with stronger self-reported leadership behaviors. Among the four dimensions, Body Anchored Presence - the capacity to remain physically grounded and attuned during interactions - showed the strongest and most consistent association with leadership effectiveness. In contrast, higher cognitive preoccupation was negatively associated with leadership effectiveness in certain models, suggesting that mental distraction may undermine relational impact. By shifting mindfulness in leadership from an individual wellness practice to a relationally enacted capacity, this research highlights embodied presence as a foundational leadership resource. The findings suggest that leadership development efforts may benefit from cultivating relational and somatic awareness alongside cognitive and emotional competencies. This study contributes to emerging interdisciplinary conversations about embodiment, presence, and interpersonal attunement in contemporary leadership practice.
Relational Mindfulness and Leadership Effectiveness: The Role of Embodied Presence
Leadership is widely recognized as a relational process, yet most mindfulness research in leadership has focused primarily on intrapersonal outcomes such as stress reduction, emotional regulation, and self-awareness. Far less attention has been given to how mindfulness is enacted in real-time interactions between leaders and others. This doctoral research advances a relational perspective by examining how interpersonal, or relational form of mindfulness is associated with leadership effectiveness. Grounded in Relational Leadership Theory, this quantitative study investigated whether four dimensions of relational mindfulness - Detachment from the Mind (freedom from cognitive distraction), Body Anchored Presence (embodied awareness in interaction), Attention to and Awareness of the Other Person, and Mindful Responding - are associated with effective leadership behaviors as measured by The Five Practices of Exemplary Leadership®: Modeling the Way, Inspiring a Shared Vision, Challenging the Process, Enabling Others to Act, and Encouraging the Heart. Relational mindfulness was self-assessed using the Interpersonal Mindfulness Questionnaire (IMQ), and leadership behaviors were measured using the Leadership Practices Inventory (LPI-Self). Data were collected from 170 leaders across corporate, nonprofit, education, nonprofit, and government sectors. Results indicated that higher levels of relational mindfulness were significantly associated with stronger self-reported leadership behaviors. Among the four dimensions, Body Anchored Presence - the capacity to remain physically grounded and attuned during interactions - showed the strongest and most consistent association with leadership effectiveness. In contrast, higher cognitive preoccupation was negatively associated with leadership effectiveness in certain models, suggesting that mental distraction may undermine relational impact. By shifting mindfulness in leadership from an individual wellness practice to a relationally enacted capacity, this research highlights embodied presence as a foundational leadership resource. The findings suggest that leadership development efforts may benefit from cultivating relational and somatic awareness alongside cognitive and emotional competencies. This study contributes to emerging interdisciplinary conversations about embodiment, presence, and interpersonal attunement in contemporary leadership practice.
