Trust in, isolation out: the impact of collective mindfulness on individual trust, perceived isolation, and employees’ feelings of energy at work

Abstract

In dynamic, frequently digitally mediated workplaces, employees often experience isolation, which can deplete energy at work. Building individual trust is crucial for addressing these challenges. This study introduces collective mindfulness—the workforce’s shared mindfulness perception—as a key factor. Applying social exchange theory (SET) and the attention-based view, we examine how individual trust and collective mindfulness interact to shape perceived isolation and employees’ feelings of energy at work. Our analysis of 3,644 employees across 92 German organizations shows that high collective mindfulness has contrasting effects: combined with low trust, it increases isolation, while combined with low isolation, it enhances employees’ feelings of energy at work. The strongest isolation occurs under low trust, and the strongest energy at work under low isolation. These findings highlight the complex role of collective mindfulness in shaping individual energy at work and offer valuable insights for researchers and practitioners interested in organizational dynamics and employee experiences.