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Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory

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  • Silu Chen

    (School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China)

  • Yu Zhang

    (School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China)

  • Lili Liang

    (School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China)

  • Tao Shen

    (The Institute for Sustainable Development, Macau University of Science and Technology, Macau, China)

Abstract

As an emerging Chinese indigenous leadership style, paradoxical leadership has received considerable attention from researchers. Many studies have demonstrated the positive impact of paradoxical leadership on employees, teams, and organizations; however, there is less information on how paradoxical leaders influence their own work outcomes. On the basis of self-regulation theory, in this study, we examined the impact of paradoxical leadership on leaders’ task performance. In addition, we investigated the mediating effects of job crafting and career resilience on this relationship. Through a survey of 120 leaders and 271 of their immediate followers, our empirical analysis found the following: (1) paradoxical leadership was positively related to leaders’ task performance, (2) job crafting mediated the relationship between paradoxical leadership and leaders’ task performance, and (3) career resilience positively moderated the relationship between paradoxical leadership and job crafting, and had an indirect effect on task performance through job crafting. Our model offers novel insights into the paradoxical leadership literature and implications for improving leaders’ job crafting and task performance.

Suggested Citation

  • Silu Chen & Yu Zhang & Lili Liang & Tao Shen, 2021. "Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory," IJERPH, MDPI, vol. 18(7), pages 1-16, March.
    • Handle: RePEc:gam:jijerp:v:18:y:2021:i:7:p:3505-:d:525561
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    References listed on IDEAS

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    1. Olli-Pekka Kauppila & Michiel P. Tempelaar, 2016. "The Social-Cognitive Underpinnings of Employees’ Ambidextrous Behaviour and the Supportive Role of Group Managers’ Leadership," Journal of Management Studies, Wiley Blackwell, vol. 53(6), pages 1019-1044, September.
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    5. Smith, Wendy K. & Lewis, Marianne W., 2012. "Leadership Skills for Managing Paradoxes," Industrial and Organizational Psychology, Cambridge University Press, vol. 5(2), pages 227-231, June.
    6. Junwei Zheng & Xueqin Gou & Hongyang Li & Hong Xue & Hongtao Xie, 2020. "Linking Challenge–Hindrance Stressors to Safety Outcomes and Performance: A Dual Mediation Model for Construction Workers," IJERPH, MDPI, vol. 17(21), pages 1-15, October.
    7. Ying Xue & Xiyuan Li & Hao Liang & Yuan Li, 2020. "How Does Paradoxical Leadership Affect Employees’ Voice Behaviors in Workplace? A Leader-Member Exchange Perspective," IJERPH, MDPI, vol. 17(4), pages 1-24, February.
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    Cited by:

    1. Jose M. León-Pérez & Mindy K. Shoss & Aristides I. Ferreira & Gabriele Giorgi, 2021. "Emerging Issues in Occupational Health Psychology," IJERPH, MDPI, vol. 18(21), pages 1-4, November.
    2. Rukuan Xue & Hyung Rok Woo, 2022. "Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital," IJERPH, MDPI, vol. 19(19), pages 1-13, October.
    3. Naiwen Li & Mingming Ding, 2022. "The Influence of Paradoxical Leadership on Adaptive Performance of New-Generation Employees in the Post-Pandemic Era: The Role of Harmonious Work Passion and Core Self-Evaluation," Sustainability, MDPI, vol. 14(21), pages 1-21, November.

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