ABSTRACT
This chapter explores the experience of leaders practicing mindfulness in their leading. Using conversation as the research tool, the chapter follows the experience of four leaders in their daily lives. The aim of the chapter is to show how mindfulness helped these leaders (and by extension, may help other leaders) lead self and others in their leadership practice. Part 1 of the chapter explains how the research conversations unfolded. Part 2 interprets the conversations using Heideggerian phenomenology (Heidegger, 1927/62). I believe that moving beyond mere chatter into true conversation and a space of meaningfulness is deeply significant, not just because it develops better leaders and leading, but also because it assists individuals in their increasingly busy lives.
