Mindfulness-Based Managerial Interventions for Reducing Workplace Burnout and Enhancing Decision-Making Quality
Keywords:
Mindfulness-based Interventions, Burnout, Decision-making Quality, Managerial Performance, Employee Well-being, Mediation Analysis, Organizational Effectiveness.Abstract
This study aims to assess whether mindfulness-based interventions (MBIs) can be effective in preventing workplace burnout and enhancing decision-making quality among managers. The changes in burnout and decision-making quality were measured using a pre- and post-intervention design. The Maslach Burnout Inventory (MBI) was used to measure burnout, the Decision-Making Competence (DMC) scale to determine decision-making quality, and the Five Facet Mindfulness Questionnaire (FFMQ) to measure mindfulness. Paired t-tests, regression tests, and mediation tests applied to the Sobel Test were used to perform statistical analysis. Mindfulness-based interventions led to a 30% decrease in burnout and a major improvement in decision-making quality (p < 0.05). Burnout negatively affected decision quality (β = -0.45, p < 0.01), and this effect was fully mediated by mindfulness (β = 0.30, p < 0.05). These results imply that mindfulness can improve decision-making by reducing burnout. MBIs are useful for reducing burnout and improving decision quality. Through mindfulness, organizations can improve managerial performance, reduce stress, and build a stronger, more productive employee population. Investing in mindfulness interventions to prioritize employees' well-being has long-term benefits for both employees and the organization. The stage that should follow the research is the analysis of the long-term implications of MBIs, their use in various industries and comparison of various mindfulness programs.
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