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Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective

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  • Zhang, Yan
  • Liu, Sheng-Ming

Abstract

In this paper, we use self-determination theory to examine the benefits of the use of paradoxical leader behaviour (PLB) by supervisors. We posit that PLB can initiate two complementary mechanisms: a top-down mechanism (perception of leaders' legitimate power) that may encourage employees to satisfy and exceed standard performance criteria, and a bottom-up mechanism (employee intrinsic motivation) that stimulates employees to be proactive. We argue that implementing these mechanisms simultaneously may interactively enhance employee creativity. Our study is based on field data collected from a sample of 392 employees and their supervisors. We find that PLB is positively related to employees’ perception of legitimate power and intrinsic motivation. Furthermore, power perception and intrinsic motivation are associated with standard performance and proactive behaviour, respectively, and these mechanisms jointly influence employee creativity. In demonstrating the efficacy of balancing extrinsic requirements and intrinsic motivation, our findings have significant theoretical and empirical implications for employee motivation.

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  • Zhang, Yan & Liu, Sheng-Ming, 2022. "Balancing employees’ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective," European Management Journal, Elsevier, vol. 40(1), pages 127-136.
    • Handle: RePEc:eee:eurman:v:40:y:2022:i:1:p:127-136
    DOI: 10.1016/j.emj.2021.11.008
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    References listed on IDEAS

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    1. Shang, Yufan & Jiang, Yuhui & Pan, Yan & Yan, Qiong, 2024. "Leader's relational power and follower creativity: The mediating role of follower relational identification and the moderating role of perceived organizational support for creativity," European Management Journal, Elsevier, vol. 42(5), pages 757-766.

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