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Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory
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...
Autores principales: | , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
MDPI
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8037983/ https://www.ncbi.nlm.nih.gov/pubmed/33800591 http://dx.doi.org/10.3390/ijerph18073505 |
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author | Chen, Silu Zhang, Yu Liang, Lili Shen, Tao |
author_facet | Chen, Silu Zhang, Yu Liang, Lili Shen, Tao |
author_sort | Chen, Silu |
collection | PubMed |
description | 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. |
format | Online Article Text |
id | pubmed-8037983 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | MDPI |
record_format | MEDLINE/PubMed |
spelling | pubmed-80379832021-04-12 Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory Chen, Silu Zhang, Yu Liang, Lili Shen, Tao Int J Environ Res Public Health Article 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. MDPI 2021-03-28 /pmc/articles/PMC8037983/ /pubmed/33800591 http://dx.doi.org/10.3390/ijerph18073505 Text en © 2021 by the authors. https://creativecommons.org/licenses/by/4.0/Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/ (https://creativecommons.org/licenses/by/4.0/) ). |
spellingShingle | Article Chen, Silu Zhang, Yu Liang, Lili Shen, Tao Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title | Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title_full | Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title_fullStr | Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title_full_unstemmed | Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title_short | Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory |
title_sort | does paradoxical leadership facilitate leaders’ task performance? a perspective of self-regulation theory |
topic | Article |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8037983/ https://www.ncbi.nlm.nih.gov/pubmed/33800591 http://dx.doi.org/10.3390/ijerph18073505 |
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