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Employees’ idea generation after idea rejection: The contingent roles of leader mindful awareness and acceptance

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  • Ni, Dan
  • Liu, Xin
  • Zheng, Xiaoming

Abstract

Our research utilizes cognitive appraisal theory of emotions to understand the impacts of idea rejection on subsequent idea generation. Specifically, we investigate whether two dimensions of leader mindfulness—mindful awareness and mindful acceptance—have differential effects on employees’ emotional and behavioral reactions to idea rejection. To explore these questions, we conduct a field survey utilizing a time-lagged and multisource design with a dyadic Chinese sample and two scenario-based experiments with a U.S. sample. Consistent with our expectations, the two dimensions of leader mindfulness are found to play different roles in the idea rejection process. Higher leader mindful awareness strengthens the indirect effects of idea rejection on idea generation via enhanced other-attribution and hostility toward leaders, while higher leader mindful acceptance strengthens the same effects via enhanced self-attribution and guilt. We discuss the theoretical and practical implications of these findings for the idea management and leader mindfulness field.

Suggested Citation

  • Ni, Dan & Liu, Xin & Zheng, Xiaoming, 2026. "Employees’ idea generation after idea rejection: The contingent roles of leader mindful awareness and acceptance," Journal of Business Research, Elsevier, vol. 210(C).
    • Handle: RePEc:eee:jbrese:v:210:y:2026:i:c:s0148296326001918
    DOI: 10.1016/j.jbusres.2026.116156
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