Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking

Zhang, Yan; Zhang, Ying; Law, Kenneth S.; Zhou, Jing

doi:10.1111/joms.12792

Cited by 41 publications

(24 citation statements)

References 82 publications

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“…First, as stated, there is abundant research that has looked at the positive side of paradoxical leadership (Chen et al , 2021; Li et al , 2018; Sparr et al , 2022; Zhang et al , 2021; Zhang and Han, 2019; Zheng et al , 2018). Similarly, some recent research also looks at the drawbacks of the paradoxical leadership on the leader (Bashir, 2021; Julmi, 2021; Shao et al , 2019) as well as the followers (Ishaq et al , 2021; She et al , 2020; Yang et al , 2021; Zhang et al , 2022). However, research has rarely looked at the contingencies or the underlying mechanisms (Sparr et al , 2022) that explain the effects of paradoxical leader behavior.…”

Section: Discussion Implications and Future Researchmentioning

confidence: 99%

Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

Batool

Raziq

Sarwar

et al. 2023

EBR

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Purpose The purpose of this study is to examine the impact of paradoxical leader behavior (PLB) on leader effectiveness (LE). The authors propose an underlying mechanism of this relationship and examine if the stated relationship is moderated by job-related and structural uncertainty in the organization. Design methodology approach The authors draw on survey data from 127 employees working in public and privately owned organizations and analyze data using AMOS and SPSS. Findings Results offer partial support to the authors’ hypotheses indicating that paradoxical leader behavior is positively associated to LE. As expected, the relationship is negatively moderated by structural uncertainty indicating that LE is weakened where there is structural uncertainty in the organization. However, in contrast to our other assumption, the authors find a positive (rather than negative) moderating role of job-related uncertainty in the PLB–LE relationship. Originality value Paradoxes are everywhere and inherently embedded in complex and dynamic organizational systems. To deal with paradoxes, organizational leaders often seek to act paradoxically. However, not every leader has a paradoxical mindset, and where a leader has such, it remains unclear if they will prove to be effective leaders. What can further influence the effectiveness of such leaders is the uncertainty that organizations face in the today’s dynamic environments. In this study, the authors contribute to paradox theory and the paradoxical leadership literature by unfolding the boundary conditions which can influence paradoxical leader’s effectiveness.

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Section: Discussion Implications and Future Researchmentioning

confidence: 99%

Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

Batool

Raziq

Sarwar

et al. 2023

EBR

View full text Add to dashboard Cite

show abstract

“…Referring to the practice of previous related studies, we controlled for the demographic variables that may affect the innovative behavior of postgraduate students, including gender, grade, type of master's degree, type of degree and supervisor's title, and used these basic information as the control variables of this study [33][34][35]. The distribution is relatively uniform and the sample is well represented.…”

Section: Control Variablesmentioning

confidence: 99%

The Influence of Transformational Tutor Style on Postgraduate Students’ Innovative Behavior: The Mediating Role of Creative Self-Efficacy

Chen

Huifen

et al. 2023

International Journal of Digital Multimedia Broadcasting

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Postgraduates being as the backbone of the innovative talent team, the enhancement of postgraduates’ innovative behavior has become the focus of higher education reform in the new era. Postgraduate students’ innovative behaviors are influenced by multiple factors, and mentorship plays a crucial role in the cultivation of postgraduate students’ innovative behaviors. This study is based on social cognitive theory and empirical analysis from the perspective of individual postgraduate students and mentorship cultivation. Multisource data were obtained from a research team attending a teacher training college in southwest China, and a questionnaire survey was conducted on 362 postgraduate students based on an online approach. The empirical study was conducted using SPSS software and AMOS software combined with hierarchical regression analysis and structural analysis of covariance to examine the mechanism of the effect of transformational tutoring style on postgraduate students’ innovative behavior, using creative self-efficacy as a mediating variable. The results showed that the transformational tutoring style had a significant positive effect on the innovation behavior of postgraduate students, and the creative self-efficacy partially mediated the effect of the transformational tutoring style on the innovation behavior. According to the findings of the study, the creative self-efficacy of postgraduate students is enhanced through the collaboration of “multiple” subjects; the “integrated” cultivation model is built to create a transformative tutor team; a mentoring community is established. The study is aimed at providing a reference for the cultivation of innovation ability of master students.

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“…Creative behaviors are linked to the development of novel ideas about products, practices, services or procedures, and personality, and they are potentially useful to an organization’s competitive advantage [ 22 , [40] , [41] , [42] ]. Organizations could motivate employees’ creative ideas to meet market variations [ 41 ] because creative ideas can combine internal motivations and divergent thinking [ 7 ].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…These behaviors involve employees’ abilities to use creative concepts and ideas to perform their work at a high level [ 22 ]. Further, employees need creative actions that help them navigate the dynamic contexts in the workplace [ 42 ]. For example, creative behaviors include new ideas to improve performance, and employees could search for new technologies, processes, skills, or ways to finish their work and solve problems [ 43 ].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Having fun! The role of workplace fun in enhancing employees’ creative behaviors in Chinese work settings

Yang

Vivian

2023

Heliyon

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Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking

Cited by 41 publications

References 82 publications

Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

The Influence of Transformational Tutor Style on Postgraduate Students’ Innovative Behavior: The Mediating Role of Creative Self-Efficacy

Having fun! The role of workplace fun in enhancing employees’ creative behaviors in Chinese work settings

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