Paradoxical Leadership and Employee Task Performance: A Sense-Making Perspective

Zhang, Wei; Liao, Shudi; Liao, Jian; Zheng, Qi

doi:10.3389/fpsyg.2021.753116

Cited by 12 publications

(20 citation statements)

References 74 publications

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“…Third, by proposing a multilevel model to explain the indirect effect between paradoxical leadership and individual performance, which is mediated by work engagement, this study enriches current literature that attempts to explain the underlying mechanisms between paradoxical leadership and individual performance, which is still an unsolved issue in the paradoxical leadership literature (Sparr et al, 2022). In addition, the multilevel nature of organizations requires a multilevel approach to examine the transmission pathways between organizational leadership and individual-level outcomes in order to develop a better understanding of how paradoxical leadership leads to individual performance outcomes (Zhang et al, 2021). By adopting a multilevel research design, our research reduces the risk of common method bias and drawbacks of cross-sectional methodologies, thereby reinforcing the credibility and validity of the findings.…”

Section: Paradoxical Leadership and Individual Performancementioning

confidence: 73%

“…voice behavior and innovative work behavior) performance behavior. The relationship between paradoxical leadership and employee performance has been overlooked (Zhang et al, 2021); this is surprising given that service organizations (e.g. hotels) are continually dealing with dynamics that shape their operations (Tanova and Bayighomog, 2022).…”

Section: Paradoxical Leadership and Individual Performancementioning

confidence: 99%

“…, 2022). In addition, the multilevel nature of organizations requires a multilevel approach to examine the transmission pathways between organizational leadership and individual-level outcomes in order to develop a better understanding of how paradoxical leadership leads to individual performance outcomes (Zhang et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

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Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination

Kundi

Aboramadan²,

Abualigah³

2023

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PurposeLeaders in the hospitality industry encounter daily conflicting demands and paradoxes which call for adjusting their leadership philosophy from “either/or” to “both/and” leadership style. Therefore, drawing upon paradox, self-determination, social learning and job demands-resources perspectives, the purpose of this article is to examine the relationships between paradoxical leadership and employee in-role and extra-role performance outcomes. It also aims to explore the mediating effect of work engagement on the aforesaid linkages.Design/methodology/approachMultilevel analyses in Mplus 8.0 software were conducted on three-wave data from 238 employees working in 19 Pakistani hotels.FindingsThe authors found that paradoxical leadership influences employee in-role (job performance) and extra-role (innovative work behavior and voice behavior) performance directly and indirectly through employee work engagement.Originality/valueThis study addresses recent calls by highlighting the role of paradoxical leadership, an important yet underexplored leadership style in the hospitality literature. In addition, this is the first study examining the multilevel effect of paradoxical leadership on employees’ in-role and extra-role performance via work engagement.

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Section: Paradoxical Leadership and Individual Performancementioning

confidence: 73%

Section: Paradoxical Leadership and Individual Performancementioning

confidence: 99%

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Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination

Kundi

Aboramadan²,

Abualigah³

2023

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“…The capacity to approach those difficulties from a paradoxical standpoint gave a rise to the paradox theory of leadership. Paradox theory can explain the relationship between paradoxical leadership on employees’ motivations and behaviours at work (Zhang et al , 2021). Employees often exhibit both knowledge-sharing and hiding behaviours and it depends on the benefits and costs earned by employees.…”

Section: Introductionmentioning

confidence: 99%

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

Devi

2023

JKM

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Purpose This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity. Design/methodology/approach A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”. Findings This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity. Research limitations/implications Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators. Practical implications The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour. Originality/value This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

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“…However, research on the impact of paradoxical leadership on teams has a single perspective that mainly focuses on innovation ( Luo et al, 2015 , 2017 ; Dashuai and Bin, 2020 ; Zhang et al, 2022 ) and less on other team outcomes, in particular, team adaptation and team performance. Although, many studies have found that paradoxical leadership positively predicts employee performance (e.g., Zhang et al, 2021 ), team performance is not an aggregation of individual employee performance but one of the most critical indicators of team effectiveness, including interaction and coordination ( Yang et al, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

Paradoxical leadership, team adaptation and team performance: The mediating role of inclusive climate

Meng

Abuliezi

et al. 2023

Front. Psychol.

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In an increasingly complex and changing competitive environment, organizations inevitably face various conflicting demands, such as the contradiction between the psychological needs of employees and the organization’s performance requirements. Paradoxical leadership could focus on these competing needs of the organization and employees in multiple ways simultaneously. According to the trickle-down effect of social learning theory, we investigated whether and how paradoxical leadership may increase team adaptation and team performance. The study had a time-lagged survey design and included 254 team members and 60 leaders in 60 work teams in mainland China. The results of the structural equation modeling analysis indicated that paradoxical leadership is an essential predictor of team adaptation and performance, and that inclusive climate is mediating in this relationship. Our findings reveal a mechanism underlying the benefits of paradoxical leadership on team adaptation and team performance from a team-level perspective.

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Paradoxical Leadership and Employee Task Performance: A Sense-Making Perspective

Cited by 12 publications

References 74 publications

Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination

Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

Paradoxical leadership, team adaptation and team performance: The mediating role of inclusive climate

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