Paradoxical leadership in public sector organisations
Its role in fostering employee resilience
Bibliographic Data
| ID | 11960372 |
|---|---|
| Authors | Esmé Franken (0000-0001-6869-3155, School of Management Victoria University of Wellington Wellington New Zealand), Geoff Plimmer (0000-0003-2985-3851, School of Management Victoria University of Wellington Wellington New Zealand, corresponding author), Sanna Malinen (0000-0003-2203-7464, Department of Management, Marketing and Entrepreneurship University of Canterbury Christchurch New Zealand) |
| Year | 2019 |
| Volume | 79 |
| Issue | 1 |
| Pages | 93-110 |
| Publication date | 2019-08-20 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1467-8500.12396 |
| OpenAlex | W2969681612 |
| Language | EN |
| Citations received | 28 |
| References cited | 74 |
Government organisations, and their employees, need to be resilient to manage challenges such as resource constraints, rising demands, and the tensions and contradictions that underlie much public sector work, often stemming from the need to balance different stakeholder interests. Employee resilience, defined as the capacity to continuously adapt and flourish, even in the face of challenge, is an individual level construct that also benefits organisations. Despite its benefits, little is known about how to foster it. This paper explores whether paradoxical leadership (PL) can contribute to employee resilience. PL – the ability to balance competing structural and relational demands over time – may be one means of supporting employee resilience, as it corresponds to the tensions and paradoxes that exist in public sector work. This correspondence between PL and tensions in public administration work means that PL may also help employees behave resiliently. Findings from a quantitative survey ( n = 233) in a large New Zealand public sector organisation indicate that PL antecedes resilience. The effect of PL facets on employee resilience is partially mediated by perceptions of organisational support
Balance (ability · Business · Construct (python library · Government (linguistics · Political science · Psychological resilience · Public relations · Public sector · Resilience (materials science · Stakeholder · Work (physics · Occupational Health and Safety Research · Psychology · Resilience and Mental Health · Social Psychology · Supply Chain Resilience and Risk Management
Empowering leadership and resilience
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How to Reduce the Influence of Covid-19 Epidemic on Employees’ Anxiety of Continuous Work in China? Empirical Analysis Based on Industrial Enterprises
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Resilience through digitalisation
Giving sense about paradoxes
I am not proactive but I want to speak up
Authentic leadership and employee resilience during the Covid-19
Exploring role transitions and conflicts on work disengagement under varying settings
How Does Public Service Motivation Mediate the Relationship between Adaptive and Authentic Leadership and Employee Outcomes? Empirical Evidence in Vietnam
How enterprise social media usage contributes to employee resilience
Seeing the Forest for the Trees
How leaders navigate dysfunctional interdependency
Can Paradoxical Leadership Revert Silence Imposed by Corporate Hypocrisy and Organizational Inertia Bring in Voice Behavior
Unveiling management trends in the public sector
Reimagining the bureaucracy and post-bureaucracy debate
Using a Paradox Approach to Explore Work–Nonwork Issues
Do ‘humble’ leaders help employees to perform better? Evidence from the Chinese public sector
Building people up
Does Paradoxical Leadership Facilitate Leaders’ Task Performance? A Perspective of Self-Regulation Theory
A Meta-Analytic Review of Transformational Leadership Research in Public Administration
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The ambidextrous leadership‐innovative work behavior relationship in the public sector
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Meta-Analytic review of leader–member exchange theory
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Perceived organizational support.
The Influence of Culture, Community, and the Nested‐Self in the Stress Process
Perceived organizational support
The Measurement of Work Engagement With a Short Questionnaire
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Leadership Behaviors and Subordinate Resilience
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Rethinking Leadership for the Public Sector
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| Unique citing works | 28 |
|---|---|
| Citations per year | 5,6 |
| Citation span | 2021 - 2026 (6) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 28 |