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Paradoxical leadership and employee creativity: The role of cognitive complexity and flexibility

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  • Zhang, Ying
  • Zhang, Yan

Abstract

This study aims to examine how and when paradoxical leadership positively influences employee creativity. Drawing on social cognitive theory, we propose that employees’ cognitive processes—specifically cognitive complexity and flexibility—serve as crucial mechanisms linking paradoxical leadership to employee creativity. Furthermore, we investigate the moderating role of employees’ cognitive appraisals in these mediating relationships. We conducted a multi-wave, multi-source field study with 435 supervisor–employee dyads from five firms in China, along with a cross-lagged online study of 355 employees. The results indicate that employees’ cognitive complexity and flexibility mediate the relationship between paradoxical leadership and employee creativity. Additionally, we find that challenge appraisal strengthens the relationships between paradoxical leadership and both cognitive complexity and flexibility, whereas hindrance appraisal weakens these relationships. We discuss the theoretical and practical implications of the cognitive process perspective linking paradoxical leadership to employee creativity.

Suggested Citation

  • Zhang, Ying & Zhang, Yan, 2025. "Paradoxical leadership and employee creativity: The role of cognitive complexity and flexibility," Journal of Business Research, Elsevier, vol. 199(C).
    • Handle: RePEc:eee:jbrese:v:199:y:2025:i:c:s0148296325003650
    DOI: 10.1016/j.jbusres.2025.115542
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