ArticleInternational journal of environmental research and public health2021
Does Paradoxical Leadership Facilitate Leaders' Task Performance? A Perspective of Self-Regulation Theory.
Article in International journal of environmental research and public health, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 5 papers.
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Who cites it
5 citing papers in PubMed.
- Leadership and Mentorship in Oncology: Navigating the Mid-Level Consultant Journey.Indian journal of surgical oncology · 2025Article
- The effect of paradoxical leadership on nurse's job performance: the mediating role of thriving at work.BMC nursing · 2025Article
- Does paradoxical leadership influence employees' proactive work behavior? A study based on employees in Chinese state-owned enterprises.Frontiers in psychology · 2023Article
- Influences of Boundary-Spanning Leadership on Job Performance: A Moderated Mediating Role of Job Crafting and Positive Psychological Capital.International journal of environmental research and public health · 2022Article
- Emerging Issues in Occupational Health Psychology.International journal of environmental research and public health · 2021Article
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Authors and funding
4 authors.
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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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