Giving sense about paradoxes: paradoxical leadership in the public sector

Backhaus, Leonie; Reuber, A. Rebecca; Vogel, Dominik; Vogel, Rick

doi:10.1080/14719037.2021.1906935

Cited by 27 publications

(30 citation statements)

References 69 publications

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“…For example, paradoxical leadership positively influences followers’ job satisfaction and work engagement. 56 This study integrates the perspective of perceived insider status and psychological entitlement to explore the dual mediating paths of paradoxical leadership’s impact on organizational citizenship behavior. The internal mechanism of paradoxical leadership affecting organizational citizenship behavior is further deepened.…”

Section: Discussionmentioning

confidence: 99%

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

Chenchen¹,

Meng²,

Fei³

2022

PRBM

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Purpose Drawing on social exchange theory and attribution theory, this study aims to explore the influencing mechanism of paradoxical leadership on organizational citizenship behavior. Participants and Methods According to the research purpose, this study selects enterprises in the manufacturing, financial and high-tech industries in Shandong Province as the research objects, and collects data on the leaders and employees of the human resources departments and marketing departments in the enterprises. Data were collected from 77 leaders and 473 employees in China by a two-wave questionnaire survey. Hierarchical regression analysis and structural equation model approach were employed to test hypotheses. Results This study found that perceived insider status and psychological entitlement play mediating roles about paradoxical leadership and organizational citizenship behavior; Collectivism moderates the relationship between paradoxical leadership and perceived insider status, and moderates the positive mediating role played by perceived insider status in the relationship of paradoxical leadership and organizational citizenship behavior; Leader-member exchange differentiation moderates the relationship about paradoxical leadership and psychological entitlement, and moderates negative mediating role played by psychological entitlement in the relationship of paradoxical leadership’s and organizational citizenship behavior. Conclusion The findings of this study offer guidance for managers to better undermine the negative effects of paradoxical leadership, and improve organizational citizenship behavior. Innovations First, this study extends the literature on paradoxical leadership by verifying the double-edged sword effect of paradoxical leadership to organizational citizenship behavior. Second, this study enriches one’s understanding of the “black box” underlying the link between paradoxical leadership and its consequences by demonstrating the mediating roles of perceived insider status and psychological entitlement. Third, by verifying the moderating roles of collectivism and leader-member exchange differentiation, this study provides insights into the boundary conditions of the impact of paradoxical leadership.

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Section: Discussionmentioning

confidence: 99%

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

Chenchen¹,

Meng²,

Fei³

2022

PRBM

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“…The framework has been used in other research with public leaders and managers (e.g. Hartley and Manzie 2020;Alford et al 2017;Hartley, Parker, and Beashel 2019;Waring et al 2022) where a variety of stakeholders and interests exist and where public leaders must try to discern and navigate those interests in trying to achieve constructive social or organizational outcomes (Backhaus et al 2021).…”

Section: Leadership With Political Astutenessmentioning

confidence: 99%

Public leadership to foster peacebuilding in violently divided societies

Khalil

Hartley

2022

Public Management Review

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This paper examines public leadership for peacebuilding in divided societies emerging from severe violence. It deploys two theories of leadership: social identity and political astuteness, to investigate peacebuilding leadership processes. The paper investigates contradictions in social identity leadership, since peacebuilding leaders reach out beyond their own group to outgroups in hostile contexts. Semi-structured interviews with 32 leaders in Northern Ireland and in Bosnia Herzegovina, reveal that leading for peacebuilding exhibits inverse processes of social identity leadership and that political astuteness is also critical to navigate integration and differentiation within/across groups. Wider implications for public leadership in societies containing division are discussed.

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“…Ambidextrous leadership reflects a style that describes the flexible switching between opening and closing behaviors depending on tasks and situational requirements. Combining such behaviors with leaders' ambidexterity (i.e., the interaction of opening and closing behaviors) can foster both explorative and exploitative behaviors in their employees (Backhaus et al, 2022; Rosing et al, 2011) enabling them to generate and implement new ideas (Klonek et al, 2020; Oluwafemi et al, 2020). Applying a ‘both/and’ approach ambidextrous leaders can support employees to deal with the complex and ambiguous situations towards innovation encountered in times of public administration transformation (Backhaus et al, 2022; Trong Tuan, 2017).…”

Section: Introductionmentioning

confidence: 99%

The ambidextrous leadership‐innovative work behavior relationship in the public sector: The mediating role of psychological ownership

Kousina

Voudouris

2023

Public Administration Review

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Ambidextrous leadership reflects a style that combines opening and closing behaviors, which can stimulate employees to engage in both exploration and exploitation. Drawing from tenets of ambidextrous theorization of leadership for innovation, this study examines whether the exhibition of ambidextrous leadership by public sector managers fosters public servants' innovative behavior and whether psychological ownership feelings with the unit mediates such effect. Utilizing multisource and multilevel data from 317 public servants across 109 working units, we find that ambidextrous leadership, —that is, the interaction of opening and closing behaviors—affects employees' innovative performance such that innovative work behavior is highest when both opening and closing behaviors are high. We also find that promotive‐oriented feelings of psychological ownership mediate such a relationship. In light of our findings, important implications for policy makers, public managers, and public sector's promotion procedures are discussed.

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Giving sense about paradoxes: paradoxical leadership in the public sector

Cited by 27 publications

References 69 publications

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

Public leadership to foster peacebuilding in violently divided societies

The ambidextrous leadership‐innovative work behavior relationship in the public sector: The mediating role of psychological ownership

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