Mindfulness Practices for Ethical Leadership in a Post Covid-19 World

Hema A Krishnan


Does embracing a practice of mindfulness nurture and sustain ethical leadership skills in top managers? In this conceptual paper, an attempt has been made to address the question. In the aftermath of Covid-19, existing leadership practices need to be reevaluated and revitalized to meet the expectations of an increasingly interdependent, uncertain, and rapidly changing global business environment. The business environment needs top managers who are able to sustain their ethical leadership skillset, which involves strategic thinking, the capacity to learn, the capacity to change, and managerial wisdom (Boal & Hooijberg, 2001). Drawing on upper echelons theory, and the ethical leadership framework, first, the characteristics of ethical leaders are outlined. Next, drawing on the theories of social and cognitive psychology, neuroscience, and medicine, the importance of mindfulness to cultivate ethical leadership qualities is highlighted. Finally, mindfulness tools are offered for managers for sustained ethical leadership.

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DOI: https://doi.org/10.5430/jms.v14n2p1

Journal of Management and Strategy
ISSN 1923-3965 (Print)   ISSN 1923-3973 (Online)


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