Drawing on the social information processing theory, this study aims to investigate the impact of leader mindfulness on team resilience within the context of team-based work structures, exploring the mediating role of team knowledge inertia and the boundary condition of multitasking.
This study used a multi-source, multi-wave design. Study 1 involved 252 employees from 39 teams within a technology company based in China, while Study 2 included 365 employees from 53 teams across multiple industries in the USA. Structural equation modeling and bootstrapping techniques were used to test the proposed hypotheses.
The findings indicate that leader mindfulness is negatively associated with team knowledge inertia, thereby enhancing team resilience. Team multitasking amplifies the effect of leader mindfulness on reducing team knowledge inertia and further reinforces the indirect effect of leader mindfulness on team resilience through team knowledge inertia.
To the best of authors’ knowledge, they are among the first to explore the impact of leader mindfulness on the formation of team resilience, thereby expanding research on leader-related antecedents of team resilience. The authors pioneer the investigation of the mechanisms through which leader mindfulness influences team resilience from a knowledge management perspective. By doing so, the authors contribute to the literature on team knowledge management, mindfulness and team resilience.
