The Influence of Mindfulness on the Link between Self-Efficacy and Transformational Leadership among National Youth Service Corps in Oyo State, Nigeria
Keywords:
Transformational leadership, self-efficacy, MindfulnessAbstract
The study examined the moderating effect of mindfulness on the link between self-efficacy and transformational leadership among National Youth Service Corps (NYSC) members serving in Oyo state Nigeria. The participants in the study were 400 youths drawn from 2011 Batch ‘A’ corps members deployed to the State. Three valid and reliable instruments were used to assess mindfulness, self-efficacy and transformational leadership. Descriptive statistics, Pearson Product Moment Correlation and hierarchical regression analysis were used to analyse the data. The result demonstrated that mindfulness and selfefficacy significantly correlated with transformational leadership. The moderating effect of mindfulness on the relationship between self-efficacy and transformational leadership was also found to be significant. On the basis of the findings, it is suggested that NYSC administrators and policy makers should make conscious efforts to consider incorporating mastery-based experiences in mindfulness skills and self efficacy into service policy and training programmes at the orientation training and service delivery levels.
References
Adeyemo, D. A. and Agokei, R. C. (2009). The effects of Circadian typology, Emotional
Intelligence and Creativity on the Academic Self-Efficacy of secondary school
students in Delta State. African Journal of educational Research, 13, 1 /2, 203 –
Adeyemo, D. A. and Agokei, R. C. (2010). The moderating effect of mindfulness on the link
between counseling and self efficacy counseling effectiveness among pre-practice
trainees in some Nigerian Universities. Nigerian Journal of Applied Psychology,
-18.
Adeyemo, D. A. and Agokei, R. C. (2011) Effects of Social Cognitive Training and
Mindfulness Technique on Self efficacy of Pre-service Counselors in Nigerian
Universities. Journal of Social and Management Sciences, 1 (1), 91-97.
Agokei R. C. and Umar I. T. (2012) Ethnic Identity, Self Efficacy, Cultural Intelligence and
Transformational Leadership: A Panacea for Peaceful Co-Existence in Oyo State,
Nigeria. Oyo State Journal of Counselling and Behavioural Studies, 2, 22 -31.
Avolio, B. J., Waldman, D. A. and Yammarino, F. J. (1991), Leading in the 1990s: The Four
I’s of Transformational Leadership. Journal of European Industrial Training, 15.
Baer, R. A. (2003). Mindfulness practice as a clinical intervention: A conceptual and empirical
review. Clinical Psychology: Science and practice, 10, 125–143.
Baer, R. A., Smith, G. T., Hopkins, J., Krietemeyer, J. and Toney, L. (2006). Using selfreport assessment methods to explore facets of mindfulness. Assessment, 13(1), 27–45.
Bandura, A. (1997). Self-efficacy. New York, NY: W.H. Freeman and Company.
Bass, B. M. (1999). Two Decades of Research and Development in Transformational
Leadership. European Journal of Work and Organizational Psychology, 8 (1), 9–32.
Bass, B. M. and Avolio B. J. (1990). The implications of transactional and transformational
leadership for individual, team, and organizational development. Research in
Organizational Change and Development, 4, 231–272.
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free
Press.
Bass, B. M. (1990). From Transactional to Transformational Leadership: Learning to Share
the Vision, Organizational Dynamics, Vol. 18 (winter).
Bentley, D. P. (2007) Mindfulness and Counselling Self-Efficacy: The Mediating Role of
Attention and Empathy. An unpublished Doctoral theses Submitted to the Faculty
of the Graduate School at The University of North Carolina at Greensboro.
Bishop S. R., Lau M., Shapiro S., Carlson L., Anderson N. D. and Carmody J. (2004).
Mindfulness: A proposed operational definition. Clinical Psychology: Science
and Practice, 11, 230– 241.
Brown, K. W. and Ryan, R. M. (2003). The benefits of being present: Mindfulness and its
role in psychological well-being. Journal of Personality and Social Psychology,
, 822-848.
Burns, J. M. (1978). Leadership. New York, Harper and Row Publishers.
Cayer, M. and Baron C. (2005) Developing Post-Conventional Leadership through A
Mindfulness Program: An Exploratory Research
Chemjong, M. (2004). Transactional or transformational leader? Spot light, 24(2).261-63.
Davidson R., Kabat-Zin J., Schumacher J., Rosenkranz M., Muller D., Santorelli S.,
Urbanowski F., Harrington A., Bonus K, and Sheridan J. (2003). Alterations in
Brain and Immune Function Produced by Mindfulness Meditation. Psychosomatic
Medicine, 65: 564-570.
Dike V. E. (2006) Revisiting Instrumental Leadership Problem in Nigeria. athttp://
www.nigeriavillagesquare.com/articles/victor-dike/revisiting-instrumentalleadership-problem-in-nigeria.html. Retrieved on 13/07/12
Dimidjian, S. and Linehan, M. M. (2003). Defining an agenda for future research on the
clinical application of mindfulness practice. Clinical Psychology: Science and
Practice, 10(2), 166–171.
Fagbadebo, O. (2007) Corruption, Governance and Political Instability in Nigeria. African
Journal of Political Science and International Relations, 1 (2), 028-037.
Fitzgerald, S. and Nicola Schutte, S. (2010). Increasing transformational leadership through
enhancing self-efficacy. Journal of Management Development, 29: 5, pp.495 –
Fulton, P. R. (2005). Mindfulness as clinical training. In C.K. Germer, R. D. Siegel, & P. R.
Fulton (Eds.) Mindfulness and psychotherapy. New York: Guilford Press. 248.
Ghafoor, A., Qureshi, T., Khan, M.A. and Hijazi, S. T. (2011). Transformational leadership,
employee engagement and performance: Mediating effect of psychological
ownership. African Journal of Business Management, 5(17), 7391–7403
Hardy, L., Arthur, C. A., Jones, G., Shariff, A., Munnoch, K., Isaacs, I. and Allsopp, A. J.
(2010). The relationship between transformational leadership behaviors,
psychological, and training outcomes in elite military recruits. Leadership
Quarterly, 21(1), 20-32.
House, R. J. and Shamir, B. (1993). Toward the integration of transformational,
charismatic, and visionary theories. In M. M. Chemers and R. Ayman (Eds.),
Leadership theory and research: Perspectives and directions (pp. 81-108). San
Diego: Academic Press.
Kabat-Zinn, J. (2003). Mindfulness-based interventions in context: Past, present, and future.
Clinical Psychology: Science and practice, 10, 144–156.
Kark R. and Dijk D. (2007). Motivation to lead, motivation to follow: the role of the selfregulatory focus in leadership processes. Academy of Management Review, 32,
–528.
Larson, L. M., Clark. M. P., Wesley, L. H., Koraleski, S. F., Daniels, J. A. and Smith, P. L.
(1999). Video versus role plays to increase counseling self-efficacy in Prepractical
trainees. Counselor Education and Supervision, 38, 237-248.
LeBlanc P., Schaufeli W. B., Salanova M., Llorens S. and Nap R. E. (2010) Efficacy beliefs
predict collaborative practice among intensive care unit nurses. Journal of
Advanced Nursing, 3, 583– 594.
Mohammad, S. I. S, AL-Zeaud, H. A. and. Batayneh, A. M. E. (2011). The relationship
between transformational leadership and employees’ satisfaction at Jordanian
private hospitals. BEH – Business and Economic Horizons, 5 (2), 35-46.
Munir F. and Nielsen K. (2009) Does self-efficacy mediate the relationship between
transformational leadership behaviour and healthcare workers’ sleep quality? A
longitudinal study. Journal of Advanced Nursing, 9, 1833–1843.
Nwagbara, U. (2010) Towards a Paradigm Shift in the Niger Delta: Transformational
Leadership Change in the Era of Post Amnesty Deal. Journal of Sustainable
Development in Africa, 12 (3), 387-400.
Olendzki, P. (2005). The roots of mindfulness. In C.K. Germer, R. D. Siegel, & P. R. Fulton
(Eds.), Mindfulness and psychotherapy (pp. 241-261). New York: Guilford Press.
Oyewumi K. (2010) Education and leadership: A philosophical perspective. Educational
Research and Reviews, 5 (5), 201-204
Salanova M., Lorente M. L., Chambel M. J. and Marti´nez I. M. (2011) Linking
transformational leadership to nurses’ extra-role performance: the mediating role
of self-efficacy and work engagement. Journal of Advanced Nursing, 67(10), 2256–
Sarros J. C., Gray J. H., and Denstan L. (2001). Australian Business leadership Survey.
Management research series, No. 1.
Schwarzer, R. and Jerusalem, M. (1995). Generalized Self-Efficacy scale. In J. Weinman,
S. Wright & M. Johnston (ed), Measures in health psychology: A user’s portfolio.
Causal and control beliefs (pp. 35-37). Windsor, UK: NFER-NELSON.
Valente, V. and Marotta, A.(2005). The impact of yoga on the professional and personal life
of the psychotherapist. Contemporary Family Therapy, 27, 65-80.
Waddock, S. (2001). Integrity and Mindfulness: Foundations of Corporate Citizenship. In
J. A. a. M. McIntosh (Ed.), Perspectives on Corporate Citizenship: Context,
Content, and Processes. 332. Sheffield, UK: Greenleaf Publishing.
Walumbwa F. O., Bruce J., Avolio B. and Zhu W. (2008). How transformational leadership
weaves its influence on individual job performance: the role of identification and
efficacy beliefs. Personnel Psychology, 61, 793–825.
Walumbwa F. O., Wang P., Lawler J. J. and Shi K. (2004) The role of collective efficacy in
the relations between transformational leadership and work outcomes. Journal of
Organizational and Occupational Psychology, 77, 515–553.
Wilber, K. (2000). Integral Psychology. Boston: Shambhala.
