When Harsh Leaders Drain Drive: How Mindfulness Protects Performance

What is it about?

This study explores how abusive supervision—leaders who demean, insult, or verbally mistreat employees—diminishes job performance through two distinct pathways: one health-related and one motivational. Grounded in the job demands–resources (JD-R) model, the authors propose that abusive supervision impairs employees’ well-being by increasing emotional exhaustion and reducing work engagement, while also examining whether mindfulness, especially its attention–awareness component, can protect employees from these effects. Using three-wave data from employees and supervisors in Pakistani organizations, this study finds that abusive leadership undermines performance mainly by reducing motivation and engagement rather than harming mental health. When employees feel disrespected, they lose focus and commitment, withdrawing their effort. However, mindful employees—who stay present and nonjudgmental—manage emotional strain better and sustain performance. Thus, mindfulness serves as a psychological shield that preserves drive under stress. For organizations, the findings expose a damaging leadership paradox: while abusive supervisors may demand effort, their behavior ultimately erodes employees’ motivation and effectiveness. Managers should receive training in respectful communication and emotional regulation, as well as promote mindfulness practices through workshops or wellness programs. Building a mindful workforce can help employees stay engaged even when leadership failures occur, fostering resilience and sustained productivity across teams.

Featured Image

Photo by Lesly Juarez on Unsplash

Photo by Lesly Juarez on Unsplash

Why is it important?

This study is unique in distinguishing between two complementary mechanisms—emotional exhaustion and work engagement—that may explain how abusive supervision undermines performance. It also identifies mindfulness as a personal resource that softens the motivational and emotional costs of negative leadership, extending the JD-R model into the realm of interpersonal mistreatment. Its timeliness lies in addressing the urgent need to strengthen employee well-being in Pakistani organizations, where hierarchical work cultures can intensify the impact of abusive leadership. As global organizations increasingly emphasize mental health and ethical management, this research highlights mindfulness as both a personal and organizational strategy to sustain engagement and protect employees from psychological harm in toxic work settings.