Team mindfulness, team commitment and team respectful engagement: the lens of the conservation of resources theory and the broaden-and-build theory

Abstract

Purpose This conceptual paper aims to present a model and propositions regarding the positive effect of team mindfulness on team commitment and how team respectful engagement moderates the positive effect of team mindfulness on team commitment. Design/methodology/approach This is a conceptual study that presents a model and propositions from an exploration of the previous literature by using the conservation of resources (COR) theory and the broaden-and-build theory. Findings The contribution of this study shows that team mindfulness has a positive effect on team commitment. Then, when team respectful engagement is high, it strengthens the positive effect of team mindfulness on team commitment. When team respectful engagement is low, it weakens the positive effect of team mindfulness on team commitment. Research limitations/implications The limitation of this research is that it only explains the causal relationships related to team mindfulness, team commitment and team respectful engagement through propositions built from the synthesis of various previous studies, without empirically confirming those relationships. Practical implications Teams should consider mindfulness training, such as mindfulness-based stress reduction. In addition, managers should also pay great attention to team respectful engagement, so that the interactions within the team are based on respect. Originality/value Limited research has been conducted to propose the model and propositions related to team mindfulness, team commitment and team respectful engagement by using the COR theory and the broaden-and-build theory.