Abstract
Various practices are considered by firms to enhance their employee
performance. Among these, one of the emerging practices is mindfulness.
Many studies discussed the immense impact of mindfulness on an
individual’s personality. However, little evidence in literature is available
about a leader’s mindfulness and its impact on employee performance
through the leader-member exchange (LMX). The study also considered
the suggested role of supportive and innovative organizational culture on
the relationship between leader-member exchange (LMX) and employee
performance (EP). Therefore, the purpose of this study was to examine
mediating and moderating role of LMX and supportive and innovative
organizational culture. To examine these effects, a causal study was
conducted and data was collected from 230 clinical care providers working
in different health care institutions of Rawalpindi and Islamabad through
convenience sampling technique. Results obtained from PROCESS
macros revealed that there exists a positive and significant relationship
between leader mindfulness and employee performance, leader
mindfulness and LMX, leader-member exchange (LMX), and employee
performance (EP). The results of the study also revealed that innovative
Journal of Behavioral Sciences, Vol. 31, No. 2, 2021
organizational culture significantly and positively moderates the
relationship between LMX and EP. However, the study did not support
any moderating effect of supportive organizational culture. To end with,
the study provided implications to theory and practice.
Aleena Amina, Noor Ul Hadi, Ajmal Waheed, Hina Fayyaz. (2021) The Effect of Leader Mindfulness on Employee Job Performance: Investigating the Mediating and Moderating Role of Leader-Member Exchange and Organization Culture, Journal of Behavioural Sciences, Volume-31, Issue-2.
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