Paradoxical leadership: a meta-analytical review

Lee, Allan, Lyubovnikova, Joanne ORCID: 0000-0003-0710-3929, Zheng, Yaxin and Li, Zexi Flavia (2023) Paradoxical leadership: a meta-analytical review. Frontiers in Organizational Psychology, 1. 1229543-.

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Abstract

<jats:p>The past few decades have brought a rapid emergence of research related to paradoxical leadership behavior (PLB), yet extant research remains scattered, inconsistent and somewhat contradictory. This meta-analysis examines the association between PLB and follower/team outcomes, specifically exploring PLBs incremental validity over other established leadership styles, namely transactional, transformational and servant leadership, as well three competing mechanisms through which PLB elicits positive effects. Our findings demonstrate that PLB is consistently positively associated with follower in-role performance, organizational citizenship behavior, creativity, voice and innovation. However, while PLB showed consistent incremental effects over transactional leadership, its incremental validity in relation to transformational and servant leadership is less clear, with the exception of predicting innovation. Finally, we found evidence that PLB is related to follower behaviors via socio-cognitive (psychological safety), role-based (role clarity), and relational (LMX) mechanisms, with these effects varying as a function of the outcome. Based on our findings, we derive several important implications for PLB theory and key implications for future research.</jats:p>

Item Type:	Article
Uncontrolled Keywords:	Behavioral and Social Science
Divisions:	Faculty of Humanities and Social Sciences > School of Management
Depositing User:	Symplectic Admin
Date Deposited:	17 Jul 2023 16:08
Last Modified:	15 Mar 2024 14:51
DOI:	10.3389/forgp.2023.1229543
Related URLs:	Publisher
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3171723