MINDFUL LEADERSHIP AS A STRATEGIC RESOURCE FOR ETHICAL DECISION-MAKING AND LONG-TERM ORGANISATIONAL RESILIENCE: A CONCEPTUAL AND ANALYTICAL STUDY

Abstract

In an era characterised by uncertainty, ethical complexity, and continuous organisational change, leadership effectiveness is increasingly judged not merely by performance outcomes but by the quality of decision-making and the organisation’s ability to sustain itself over the long term. Traditional leadership approaches, primarily focused on authority, control, and short-term results, are often inadequate to address contemporary ethical dilemmas and resilience challenges. Against this background, the present study examines mindful leadership as a strategic organisational resource that enhances ethical decision-making and strengthens long-term organisational resilience. The study adopts a conceptual and analytical research design, drawing extensively from established management, leadership, organisational behaviour, and business ethics textbooks and scholarly literature. It proposes an integrative framework linking mindful leadership practices with ethical judgement processes and resilience outcomes. The paper identifies key dimensions of mindful leadership, analyses their influence on ethical awareness and moral reasoning, and explains how such leadership contributes to adaptability, trust, and sustainability within organisations. The study concludes that mindful leadership is not merely a personal trait but a strategic capability that organisations can cultivate to achieve ethical integrity and long-term resilience.