Kamil, Nurul Liyana Mohd, Zhao, Kai, Nordin, Wan Noor Azreen Wan Mohamad and Idris, Mohd Awang (2025) Leading with paradox: promoting self‐leadership and positive work behaviours through leader‐member exchange. Journal of Occupational and Organizational Psychology, 98 (1). ISSN 0963-1798
Full text not available from this repository.Abstract
This study investigates the role of self‐leadership in mediating the relationship between paradoxical leadership and innovative work behaviour, with emphasis on the moderating impacts of leader‐member exchange (LMX). Study 1 featured 307 service industry employees in a 6‐month longitudinal survey, whereas Study 2 included 288 employees in an experimental design. The results indicate that paradoxical leadership significantly enhances innovation by balancing directive and empowering behaviours, with self‐leadership and high‐quality LMX relationships serving as critical mediators and moderators. Employees demonstrate higher innovation levels when they feel empowered and supported by their leaders. Empowering leaders with paradoxical skills and nurturing strong LMX relationships can spark innovation, boost employee creativity, and fuel a competitive advantage. This study adds compelling empirical support to the leadership and innovation literature regarding the transformative impact of combining seemingly contradictory leadership behaviours to foster an innovative and dynamic organizational culture.
| Item Type: | Article |
|---|---|
| Additional Information: | © 2025 The Author(s) |
| Divisions: | LSE |
| Subjects: | H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management B Philosophy. Psychology. Religion > BF Psychology |
| Date Deposited: | 07 Mar 2025 10:00 |
| Last Modified: | 07 Mar 2025 19:03 |
| URI: | http://eprints.lse.ac.uk/id/eprint/127521 |
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