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

Abstract

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.

Igniting work innovation: performance pressure, extraversion, feedback seeking and innovative behavior

“…With a total of 17 items used in the study, the minimum required sample size would be 85. Our research design incorporated two rounds, with each round separated by a three-week interval, aligning with the approach of previous studies that have employed multiple-round designs (Kundi et al. , 2023).…”

“…With a total of 17 items used in the study, the minimum required sample size would be 85. Our research design incorporated two rounds, with each round separated by a three-week interval, aligning with the approach of previous studies that have employed multiple-round designs (Kundi et al, 2023). Podsakoff et al (2012) suggest that collecting data at multiple time points, spaced apart, effectively reduces the risk of common method bias.…”

Modeling innovative work behavior through leadership behaviors in the hospitality industry; the role of work–family enrichment

“…These two streams of leadership behaviors were focused on because scholars argue that authentic and empowering leadership are effective leadership approaches for hotels in the hospitality industry when compared to servant leadership, directive leadership, transformational leadership, and participative leadership (Elkhwesky et al, 2022;Huertas-Valdivia et al, 2019). This is not surprising since authentic and empowering leadership behaviors cultivate a culture that prioritizes adaptability and innovation which are paramount for maintaining competitiveness within the hospitality industry (Kundi et al, 2023). Interestingly, the association between ALB and IWB (Gelaidan et al, 2023;Kafeel et al, 2023;Sengupta et al, 2023) and between ELB and IWB (Hassi et al, 2022;Lin et al, 2022;Na-Nan and Arunyaphum, 2021) has been considered in Leadership behaviors in hospitality industry prior research.…”

“…, 2019). This is not surprising since authentic and empowering leadership behaviors cultivate a culture that prioritizes adaptability and innovation which are paramount for maintaining competitiveness within the hospitality industry (Kundi et al. , 2023).…”

Is it fair? How and when exploitative leadership impacts employees' knowledge sharing

“…Leader behavior plays a very important role in employee behavior and decision-making (Cropanzano et al ., 2016; Gan et al ., 2023; Kundi et al ., 2023; Kumar et al ., 2023). Exploitative leadership, a new destructive leadership structure proposed in recent years, is selfish in nature and regards followers as a means to achieve selfish ends (Schmid et al ., 2019).…”