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Does Paradoxical Leadership Facilitate Leaders' Task Performance? A Perspective of Self-Regulation Theory.
Int J Environ Res Public Health. 2021 03 28; 18(7)IJ

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.

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Authors+Show Affiliations

Chen S
School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China.
Zhang Y
School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China.
Liang L
School of Economics and Business Administration, Central China Normal University, Wuhan 430079, Hubei, China.
Shen T
The Institute for Sustainable Development, Macau University of Science and Technology, Macau, China.

MeSH

CreativityLeadershipSelf-ControlSurveys and QuestionnairesTask Performance and Analysis

Pub Type(s)

Journal Article
Research Support, Non-U.S. Gov't

Language

eng

PubMed ID

33800591

Citation

Chen, Silu, et al. "Does Paradoxical Leadership Facilitate Leaders' Task Performance? a Perspective of Self-Regulation Theory." International Journal of Environmental Research and Public Health, vol. 18, no. 7, 2021.
Chen S, Zhang Y, Liang L, et al. Does Paradoxical Leadership Facilitate Leaders' Task Performance? A Perspective of Self-Regulation Theory. Int J Environ Res Public Health. 2021;18(7).
Chen, S., Zhang, Y., Liang, L., & Shen, T. (2021). Does Paradoxical Leadership Facilitate Leaders' Task Performance? A Perspective of Self-Regulation Theory. International Journal of Environmental Research and Public Health, 18(7). https://doi.org/10.3390/ijerph18073505
Chen S, et al. Does Paradoxical Leadership Facilitate Leaders' Task Performance? a Perspective of Self-Regulation Theory. Int J Environ Res Public Health. 2021 03 28;18(7) PubMed PMID: 33800591.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Does Paradoxical Leadership Facilitate Leaders' Task Performance? A Perspective of Self-Regulation Theory. AU - Chen,Silu, AU - Zhang,Yu, AU - Liang,Lili, AU - Shen,Tao, Y1 - 2021/03/28/ PY - 2021/02/19/received PY - 2021/03/08/revised PY - 2021/03/12/accepted PY - 2021/4/3/entrez PY - 2021/4/4/pubmed PY - 2021/4/28/medline KW - career resilience KW - job crafting KW - paradoxical leadership KW - self-regulation theory KW - task performance JF - International journal of environmental research and public health JO - Int J Environ Res Public Health VL - 18 IS - 7 N2 - 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. SN - 1660-4601 UR - https://www.unboundmedicine.com/medline/citation/33800591/Does_Paradoxical_Leadership_Facilitate_Leaders'_Task_Performance_A_Perspective_of_Self_Regulation_Theory_ DB - PRIME DP - Unbound Medicine ER -