Employees' perceived leader mindfulness and employee resilience: the role of psychological safety and perceived hostile team climate

Purpose Drawing on social information processing theory, this study explores the relationship between employees' perceived leader mindfulness and employee resilience via psychological safety, and the moderating role of perceived hostile team climate. Design/methodology/approach Hypotheses were tested via a two-wave survey of 334 employees from four organizations in China, analyzed using Mplus 9.0. Findings Employees' perceived leader mindfulness was positively related to employee resilience, mediated by psychological safety, and moderated by perceived hostile team climate. Practical implications Organizations should train leaders to demonstrate observable mindful behaviors and foster psychological safety to build employee resilience. Proactive monitoring and interventions targeting hostile team climates are also recommended to sustain these benefits. Originality/value This study advances understanding of how employees' perceived leader mindfulness relates to employee resilience and identify perceived hostile team climate as a boundary condition.