Paradoxical leader behaviour effects on employee taking charge: A moderated – mediating model

Living with tensions in the workplace: a grounded theory of paradoxical leadership in cultivating subordinates' paradox mindset

“…Although previous research found that paradoxical leaders positively influence their followers through role models and increasing self-efficacy (Shao et al. , 2019; Feng et al. , 2022), this study extended prior research by revealing the critical role of the perception of organizational culture in stimulating paradoxical leaders' interpretation of competing and tensions-setting situations at work, which guides their role models (Peterson and Smith, 2000).…”

“…Research has drawn great attention to paradoxical leader behaviours in recent years because employees must confront contradictions and tensions merging from the COVID-19 pandemic (Feng et al. , 2022).…”

“…As paradoxical leaders manage conflicting demands flexibly and constructively, such behaviours enhance employees' beneficial outcomes by stimulating their flexible cognition, positive psychological states, initiative, and challenging future-oriented behaviours (Feng et al. , 2022).…”

“…, 2015), were found to be positively related to various subordinates' positive outcomes such as employees' self-efficacy, psychological safety, voice behaviour, and taking charge (Xue et al. , 2020; Feng et al. , 2022).…”

“…Notably, paradoxical leader behaviours (PLBs), defined as seemingly competing, yet interrelated behaviours to meet structural and follower demands simultaneously and over time (Zhang et al, 2015), were found to be positively related to various subordinates' positive outcomes such as employees' self-efficacy, psychological safety, voice behaviour, and taking charge (Xue et al, 2020;Feng et al, 2022). Thus, paradoxical leadership has a significant impact on subordinates' attitudes and behaviours toward tensions.…”