Paradoxical Leadership and Involvement in Creative Task via Creative Self-Efficacy: A Moderated Mediation Role of Task Complexity

Abstract

Modern organizational environments encounter serious competition and paradoxical situations. This study discusses the effect of paradoxical leadership on overcoming competitive and paradoxical situations happening in the Korean workplace. More specifically, it investigates the dynamic relationship between paradoxical leadership and involvement in creative tasks in a Korean context and examines whether creative self-efficacy positively mediates this relationship. Our research design addresses the moderating role and moderated mediating role of task complexity in the relationship between paradoxical leadership and the involvement in creative tasks via creative self-efficacy. The main hypotheses were tested by using a cross-sectional design and administering questionnaires to 268 employees working in Korean firms. Empirical analysis revealed that paradoxical leadership is positively related to involvement in creative tasks and creative self-efficacy and that creative self-efficacy positively mediated the relationship between paradoxical leadership and involvement in creative tasks. Importantly, as the relationship between paradoxical leadership and creative self-efficacy depends on task complexity, the mediated relationship was effective under high task complexity. Uncovering the relationship between paradoxical leadership and involvement in creative tasks with the mediating role of creative self-efficacy and the moderated mediating role of task complexity can provide useful theoretical and managerial implications.

Does paradoxical leadership influence employees’ proactive work behavior? A study based on employees in Chinese state-owned enterprises

“…Conversely, a “sense of closeness” can foster a harmonious organizational atmosphere. This duality promotes mutual understanding, facilitates exchange of ideas, and increases the likelihood of identifying common ground ( Jung et al, 2022 ). As a result, employees’ trust in the leadership strengthens, leading to a chain reaction where employees take initiative to improve the organization through their own actions, including maintaining a positive work environment and promoting active work behavior ( Nevicka et al, 2018 ).…”

“…Third, self-efficacy plays a mediating role between paradoxical leadership and employees’ active work behaviors. The premise for employees taking initiative in their work behavior is trust in the organization and confidence in their own abilities ( Jung et al, 2022 ). Once individuals commit to proactive work behavior, they must feel capable of executing it successfully, known as self-efficacy.…”

“…According to social cognitive theory, self-efficacy is a form of personal cognition that affects employee behavior and is influenced by the manner and attributes of managers ( Shao et al, 2019 ; Jung et al, 2022 ). An individual’s inclination toward proactive work behaviors is contingent upon their faith in the organization and their personal abilities ( Hsieh et al, 2016 ).…”

“…The most direct product of this process is the superior-subordinate guanxi ( Zhao and Zhou, 2021 ). Paradoxical leadership, which treats subordinates equally yet uniquely, underlines a benign, harmonious superior-subordinate guanxi ( Jung et al, 2022 ). High-quality superior-subordinate guanxi cultivates employees’ trust in the organization, promoting an open communication environment ( Ma, 2022 ), thereby impacting employees’ proactive work behavior.…”

“…In the organization, employees anticipate that their input (such as hard work) will be rewarded (such as recognition and rewards) ( Niu et al, 2022 ; Zhang et al, 2022 ). Self-efficacy plays a key role in this process, as it affects employees’ confidence in their ability to successfully complete tasks and receive rewards ( Guo et al, 2022 ; Jung et al, 2022 ). Therefore, this paper introduces self-efficacy as a mediating variable between paradoxical leadership and employees’ proactive work behavior.…”