Mindfulness older workers and relational leadership

There is scant research examining both the psychological (individual) and leadership (environmental) influences on older workers. We firstly examine the influence of older workers' mindfulness on their job engagement, job satisfaction and turnover intentions. Secondly, we address effective leadership approaches for older workers, comparing two positive relational leadership styles, leader member exchange and leader autonomy support (LAS). We survey 1,237 participants from 28 organisations in New Zealand and employ structural equation modelling to test our hypotheses using AMOS 24.0. We find that mindful older workers enjoy greater wellbeing and are discerning of the leadership styles that most benefit their engagement, satisfaction and intentions to stay within the organisation. We find that mindfulness has direct importance and LAS has indirect importance on advancing the wellbeing of older workers. Mindful older workers exhibit greater work wellbeing than non-mindful workers, but they also demonstrate greater expectations and discernment of the leadership styles they encounter.

Automated summary

This article examines the influence of mindfulness and leadership on older workers, finding that mindfulness has a direct impact on their well-being, while leader autonomy support has an indirect impact. Mindful older workers exhibit greater work well-being and demonstrate discernment of leadership styles.