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  1. Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress.Jochen Reb, Sankalp Chaturvedi, Jayanth Narayanan & Ravi S. Kudesia - forthcoming - Journal of Business Ethics:1-19.
    In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that (...)
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  • Reaping the Fruits of Another’s Labor: The Role of Moral Meaningfulness, Mindfulness, and Motivation in Social Loafing.Katarina Katja Mihelič & Barbara Culiberg - forthcoming - Journal of Business Ethics:1-15.
    Despite the popularity of teams in universities and modern organizations, they are often held back by dishonest actions, social loafing being one of them. Social loafers hide in the crowd and contribute less to the pooled effort of a team, which leads to an unfair division of work. While previous studies have mostly delved into the factors related to the task or the group in an attempt to explain social loafing, this study will instead focus on individual factors. Accordingly, the (...)
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