Abstract
Employing emotional regulation theory, this study explores the complex dynamics between a leader’s mindfulness and project performance in managing projects. Additionally, it focuses on the mediating roles of psychological safety and workplace loneliness and the moderating role of project team members’ mindfulness. Utilizing a multi-source sample of 690 project leaders and team members, time-lagged data were analyzed using SPSS and AMOS to validate our model. The findings demonstrate that leaders’ mindfulness significantly improves project performance by enhancing psychological safety, rather than by reducing workplace loneliness. Furthermore, project team members’ mindfulness amplifies the leader’s influence on psychological safety; however, it does not mitigate workplace loneliness. The collaborative effect of the leader’s mindfulness and the project team member’s mindfulness enhances workplace loneliness. Theoretically, this study's findings highlight the importance of mindfulness for project performance and, practically, the adoption of mindfulness practices for project leaders and team members for positive outcomes.