Examining the relationship between grit, flow, and meditation to develop positive leaders

The aim of the study is to examine the role of meditation in facilitating grit and flow to develop positive leaders. A conceptual framework comprising of meditation, grit, flow and positive leaders as the key constructs was tested through three interrelated research questions, using longitudinal semi-structured interviews on a purposeful and convenient sample and applying qualitative methodology. Grit and flow were used as measures of positivity. Content was analysed using thematic and Straussian grounded theory. Full-time leaders working in large organisations from diverse industries and management levels and practicing meditation daily for twenty minutes over a minimum of eight weeks, were accepted as participants. Grit-S, Experience Sampling form and Flow-Q were used as interview guides, along with questions about meditation practice derived from five meditation techniques and questions derived from studies integrating five leadership styles. To solve the issues brought forth through the literature review, three research objectives were derived, aimed at solving the following questions -  What is the role of meditation in developing positive leaders? How is the relationship between grit, flow and meditation? How does the relationship between grit, flow and meditation play a role in developing positive leaders? Analysis of interviews with twenty participants yielded four key findings in which meditation facilitated: (1) meditation develops positive leaders; (2) manifestation of grit and flow in combination, where flow is the building brick of grit; (3) a relationship between grit and meditation through flow; (4) combined manifestation of grit-flow in relation with meditation develops positive leaders; which answered three research questions.   Integrating the findings led to the emergent theory that 'When flow is experienced repeatedly and is facilitated by meditation, grit is manifested, leading to the development of positive leaders'. This theory is the original contribution of this research, as are the development of a conceptual model and creation of the assessment tools: Grit-Flow Questionnaire and Positive Leaders Questionnaire. These two questionnaires are auxiliary contributions. The third auxiliary contribution was an indication that a leadership style, positive in nature, is an integration of authentic, ethical, servant, spiritual and transformational leadership styles. The findings contribute fresh knowledge to theoretical studies on grit, leadership and to the practical application of meditation. They confirm literature on flow and positive leadership. The use of these auxiliary contributions as assessment tools in the conceptual model suggest a future pathway in the development of a new leadership style.