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Xingyu Feng1,2 1Faculty of Management, Xian Jiaotong University, Xian, People’s Republic of China; 2Application Research Laboratory, Xiamen Guoxin Credit Big Data Innovation Research Institute, Xiamen, People’s Republic of ChinaCorrespondence: Xingyu Feng, Application Research Laboratory, Xiamen Guoxin Credit Big Data Innovation Research Institute, Unit 304, No. 53, Zone B, Chengyi North Street, Phase III, Xiamen Software Park, Xiamen, Fujian, People’s Republic of China, Tel +86 18829041621, Fax +86 592-2969716, Email 454306937@qq.comPurpose: This study aims to investigate the effect of mindfulness on flow at the organizational and individual levels. Based on perseverative cognition theory, we introduced work-related rumination (affective rumination and problem-solving pondering) as the transmitter in these processes.Methods: This study conducted a three-wave longitudinal survey. The data of 458 employees and 114 leaders were collected from three software parks in China. Multilevel structural equation modeling and the Markov Chain Monte Carlo method were adopted to test all hypotheses.Results: Employee mindfulness and leader mindfulness help reduce affective rumination by employees and increase their problem-solving pondering and flow experiences. Affective rumination and problem-solving pondering partially mediate the relationship between leader and employee mindfulness and flow. Leader mindfulness moderates the effects of employees’ mindfulness on their affective rumination and problem-solving pondering.Conclusion: Our findings contribute to the current literature on mindfulness, work-related rumination and flow experience and extend the understanding of the effect boundary of mindfulness. This study also helps guide organizations to better design and carry out mindfulness and flow interventions.Keywords: leader mindfulness, employee mindfulness, flow experience, work-related rumination