Paradoxical leadership: a meta-analytical review

Lee, Allan; Lyubovnikova, Joanne; Zheng, Yinhe; Li, Z.

doi:10.3389/forgp.2023.1229543

Cited by 3 publications

(2 citation statements)

References 30 publications

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“…Numerous studies have confirmed that PL can significantly enhance employees' creativity and inspire them to engage in more innovative behaviors (Lee et al, 2023). At the same time, considerable body of research on leadership also has provided evidence that the actions of leaders have a substantial impact on the behavior of employees, both directly and indirectly by affecting their emotional and cognitive states (Hofstee et al, 2021).…”

Section: The Mediating Role Of Harmonious Work Passionmentioning

confidence: 99%

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

Lin,

Zhou,

Hou

2024

LODJ

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PurposeThe process of fostering and enhancing employee creativity (EC) is multifaceted and involves various challenges and contradictions, with paradoxical leadership (PL) playing a crucial role. However, previous research has neglected the importance of employee emotions, resulting in an incomplete understanding of the underlying mechanisms. To address this gap, this study draws upon the triadic reciprocal determinism of social cognitive theory to construct a moderated mediation model. The objective is to investigate the mediating role of harmonious work passion (HP) in the relationship between PL and EC. Furthermore, the study aims to explore the moderating effect of proactive personality (PP).Design/methodology/approachTwo surveys were carried out in eight enterprises situated in China. A total of 337 employees took part in the questionnaire survey to explore the correlation between PL, PP and HP. Additionally, 42 supervisors participated in evaluating the creativity of their subordinates. To test the proposed hypotheses, this study utilized hierarchical regression analysis on a sample of supervisor-subordinate pairs.FindingsParadoxical leadership is positively correlated with employee harmonious work passion. Harmonious work passion is positively correlated with employee creativity. Harmonious work passion plays a mediating role between paradoxical leadership and employee creativity. Proactive personality moderates the relationship between paradoxical leadership and harmonious work passion. Proactive personality moderates the indirect effect of harmonious work passion on the relationship between paradoxical leadership and employee creativity.Practical implicationsThe results of this study provide practical suggestions for improving EC. For example, organizations can select supervisors who exhibit PL qualities and enhance the training programs for leaders in the domain of paradoxical thinking. Furthermore, it is crucial for leaders to prioritize the development of employees' HP and to be attentive to the distinct individual variations present within their workforce.Originality/valueThis study enriches the research on the mediating and moderating mechanism between PL and EC and opens the black box from the perspective of emotion. Moreover, this research examines the boundary condition under which PL functions. The study reveals the interaction of environment, personality, cognition and emotion on creativity and provides a new perspective and empirical support for future research.

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Section: The Mediating Role Of Harmonious Work Passionmentioning

confidence: 99%

“…Numerous studies have confirmed that PL can significantly enhance employees' creativity and inspire them to engage in more innovative behaviors (Lee et al. , 2023).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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

Lin,

Zhou,

Hou

2024

LODJ

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The manner in which you craft your job depends on the context: evidence from Poland and China

Wojtczuk-Turek,

Turek,

Tan

et al. 2024

CCSM

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PurposeDrawing on the job demands-resources theory (JD-R), this study aims to discuss the relationship between paradoxical leadership and job crafting (approach and avoidance), considering the moderating role of overwork climate and organisational identification in two cultural context (China and Poland).Design/methodology/approachThe research was conducted on employees from diversified organisations in two different cultural context: China (N = 408) and Poland (N = 400). Statistical verifications of the three-way interaction effect were conducted with Jamovi version 2.3 and multigroup analysis with SPSS AMOS version 29.FindingsThe results showed that employees who perceive high levels of paradoxical leadership and overwork climate as well as possess a high level of organisational identification engage stronger in job crafting, both approach and avoidance. Moreover, the results demonstrated that the dimensions of culture: individualism-collectivism moderate the relationship between the variables tested, in such a way that the relationship is stronger with the lower level of individualism.Research limitations/implicationsThis study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.Originality/valueThe study expands knowledge of the relationship between paradoxical leadership and job crafting in two different cultural contexts.

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The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

Silva,

Duarte,

Simões

2024

Administrative Sciences

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As the organizational environment becomes more volatile, uncertain, complex, and ambiguous, and the economy becomes increasingly knowledge-based, organizational knowledge management is key for companies’ success. This is especially important as organizational ties are weaker and job-hopping becomes a more prevalent phenomenon. As human resource mobility increases, companies must ensure that knowledge remains within the company despite employee exit. In this context, the current study sought to understand how leaders’ actions can facilitate employee knowledge sharing, focusing on paradoxical leadership. Besides examining the impact of paradoxical leadership on employees’ propensity to adopt knowledge-sharing behaviors, this study also explored the effects of one potential intervening variable (i.e., promotive voice behavior) and one potential boundary condition (i.e., trust in the leader) on this relationship. A two-wave time-lagged correlational study was conducted with a sample of 154 workers from various sectors. The results of moderated mediation analysis suggest that paradoxical leaders indirectly promote greater knowledge-sharing among subordinates by fostering their promotive-voice behaviors, but only for those with high levels of trust in the leader. The implications of these findings for current organizational challenges regarding knowledge management are discussed.

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Paradoxical leadership: a meta-analytical review

Cited by 3 publications

References 30 publications

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

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

The manner in which you craft your job depends on the context: evidence from Poland and China

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

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