Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

Abstract

Purpose The purpose of this study is to examine the impact of paradoxical leader behavior (PLB) on leader effectiveness (LE). The authors propose an underlying mechanism of this relationship and examine if the stated relationship is moderated by job-related and structural uncertainty in the organization. Design methodology approach The authors draw on survey data from 127 employees working in public and privately owned organizations and analyze data using AMOS and SPSS. Findings Results offer partial support to the authors’ hypotheses indicating that paradoxical leader behavior is positively associated to LE. As expected, the relationship is negatively moderated by structural uncertainty indicating that LE is weakened where there is structural uncertainty in the organization. However, in contrast to our other assumption, the authors find a positive (rather than negative) moderating role of job-related uncertainty in the PLB–LE relationship. Originality value Paradoxes are everywhere and inherently embedded in complex and dynamic organizational systems. To deal with paradoxes, organizational leaders often seek to act paradoxically. However, not every leader has a paradoxical mindset, and where a leader has such, it remains unclear if they will prove to be effective leaders. What can further influence the effectiveness of such leaders is the uncertainty that organizations face in the today’s dynamic environments. In this study, the authors contribute to paradox theory and the paradoxical leadership literature by unfolding the boundary conditions which can influence paradoxical leader’s effectiveness.

Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality

“…Another notable aspect is the paradoxical behavior exhibited by grassroots supervisors in the domain of people management (Zhang et al, 2015). These leaders need to address both the structural requirements of organizations and the individual needs of their followers (Batool et al, 2023b). They should establish stronger connections with employees and exert direct influence on their behaviors.…”

“…, 2015). These leaders need to address both the structural requirements of organizations and the individual needs of their followers (Batool et al. , 2023b).…”