Purpose Research has recently started to elucidate the benefits of mindfulness to important work-related outcomes. Surprisingly, the link between mindfulness and employee innovativeness has been disregarded. The present study attempts to fill this void by identifying work engagement as a mediating mechanism that is responsible for transmitting mindfulness’ positive effects on employee innovative work behaviour (IWB). Building on the conservation of resources theory, we propose that mindfulness, by promoting self-concordant choices and a reappraisal of work-related experiences as pleasurable or meaningful, would increase the likelihood of conserving valued resources and, consequently, being more engaged at work. Improved engagement, in turn, is expected to provide the energizing potential that instigates and sustains innovative efforts. Moreover, since mindfulness, work engagement and IWB represent changeable intra-individual construct, we also predict that increases in mindfulness lead to increases in work engagement and, indirectly, IWB. Methodology Three studies were conducted to test our hypotheses: a cross-sectional research on 177 employees from an Italian firm; a time-lagged study on 199 employees from various Canadian firms; and a diary study on 112 employees from the public and private sector in Portugal. Results Results supported our hypotheses. Limitations The self-report nature of our studies raises issues of common method variance. Research/Practical implications This research sheds light on the motivational processes linking mindfulness with IWB, and offers new insights into how employee can keep cultivate their innovative capacity at work. Originality/Value This is the first study to examine work engagement as a mechanism driving the static and dynamic effects of mindfulness on IWB.

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Mindfulness,work engagement,creativity