This study explores team mindfulness as an emergent state within the input–mediator–output framework, examining its antecedents, mediating processes, and outcomes. Data were collected from 38 teams (239 members) across 12 organizations in China over three time points. Results indicate that task independence is negatively associated with team mindfulness, while individual mindfulness, particularly the facet of nonreactivity, is positively related to the development of team mindfulness. Team mindfulness is also associated with enhanced interpersonal processes, such as conflict management, motivation, and affect regulation, which mediate its relationships with team performance, engagement, and learning. By situating team mindfulness within an established team effectiveness framework, this study contributes to the literature on emergent states and offers practical insights for fostering team success through mindfulness-based strategies.
