The paradox of paradoxical leadership: A multi-level conceptualization |
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| Institution: | 1. College of Business Administration, University of Sharjah, Sharjah, United Arab Emirates,;2. NUST Business School, National University of Sciences and Technology (NUST), Islamabad, Pakistan;1. Department of Psychology, Old Dominion University, Norfolk, VA, USA;2. Department of Psychology, Wayne State University, Detroit, MI, USA;1. University of the Bundeswehr Munich, School of Economics and Management, Chair for Human Resources Management and Organization, Werner-Heisenberg-Weg 39, Neubiberg 85579, Germany;2. WU-Vienna University of Economics and Business, Department of Management, Interdisciplinary Institute for Management and Organisational Behavior, Welthandelsplatz 1, Vienna 1020, Austria;1. Management, 223 Rockwell Hall, 1201 Campus Delivery, Colorado State University, Fort Collins, CO 80523, United States of America;2. Management and Human Resources, College of Business Administration, California State Polytechnic University, Pomona, Pomona, CA 91768, United States of America;1. School of Management, Queensland University of Technology, Australia;2. Centre for Work, Organisation and Wellbeing, Department of Employment Relations and Human Resources, Griffith University, Australia;3. Graduate School of Business and Law, RMIT University, Australia;4. UWA Business School, University of Western Australian, Australia;1. Department of Management, University of Central Florida, USA;2. Base Center for Leadership and School of Management, Binghamton University, State University of New York, USA |
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| Abstract: | Organizational systems are drenched in tensions and paradoxes. For a leader, addressing and engaging those tensions in constructive ways may unlock greater benefits for the followers, teams and the organization at large. A leader with a paradox mindset successfully deals with contradictory yet interdependent demands with their paradoxical thinking. While embracing these tensions leverages performance and innovation, experiencing these tensions may also lead to frustration and defensiveness, resulting in negative consequences. Considering the burgeoning importance of paradoxical leader behavior in paradox management and leadership literature, we conduct a systematic review of paradox theory of leadership. Based on the review we propose a multi-level conceptual model stating the dual effect of being a paradoxical leader. To do so, we unveil the individual and contextual factors influencing paradoxical leader behavior on the individual followers, teams and the organization. We present future research avenues and discuss theoretical and practical implications. |
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