How and when paradoxical leadership fosters employee innovative behaviours
The role of proactive personality and work engagement
Bibliographic Data
| ID | 15345890 |
|---|---|
| Authors | Feng Li-ping (0000-0001-7615-7715, Renmin University of China), Mengyi Li (0009-0000-4961-3930, Renmin University of China, corresponding author), Jianfeng Peng (0000-0002-1379-4773, Renmin University of China), Shiyong Xu (Renmin University of China), Wa Yang (Renmin University of China), Dongying Luo (Renmin University of China) |
| Year | 2022 |
| Volume | 32 |
| Issue | 6 |
| Pages | 545-551 |
| Publication date | 2022-11-28 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Psychology in Africa (JOURNAL) |
| Journal identifiers | ISSN: 1433-0237 • E-ISSN: 1815-5626 |
| Publisher | Taylor & Francis (PUBLISHER • GB) |
| DOI | 10.1080/14330237.2022.2121484 |
| OpenAlex | W4312192318 |
| Language | EN |
| Citations received | 1 |
| References cited | 47 |
We investigated the association between paradoxical leadership and employee innovative behaviours, and the role of proactive personality and work engagement in the relationship. Participants were 514 employees of a large Chinese internet company (female = 259; mean age = 29.85 years, SD = 5.88 years). Following a moderated mediating model, results indicated that paradoxical leadership was associated with higher employee innovative behaviours via work engagement. Furthermore, proactive personality strengthened the effects of paradoxical leadership on employee work engagement and innovative behaviours associated with higher employee productivity. Specifically, the integrative leading style of paradoxical leadership was conducive to improve employee work engagement and innovative behaviours, especially for employees with high proactive personality
Employee engagement · Leadership style · Personality · Political science · Proactivity · Productivity · Public relations · Work (physics · Work engagement · Applied Psychology · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Workplace Spirituality and Leadership
Field methods in cross-cultural research
An Evidence-Based Model of Work Engagement
Work Engagement
Paradoxical frames and creative sparks
A Critical Review of the Job Demands-Resources Model
The role of personal resources in the job demands-resources model.
Job Demands–Resources Theory
Making Things Happen
Reciprocal relationships between job resources, personal resources, and work engagement
Microfoundations of Organizational Paradox
Determinants of Innovative Behavior
Ambidextrous Organizations
Exploitation-Exploration Tensions and Organizational Ambidexterity
Work engagement, performance, and active learning
Linking proactive personality and the Big Five to motivation to learn and development activity.
Paradoxical Leader Behaviors in People Management
Trust, Connectivity, and Thriving
Proactive personality and career success.
Innovation and Creativity in Organizations
A New Model of Work Role Performance
A Cross-Level Perspective on Employee Creativity
Cutoff criteria for fit indexes in covariance structure analysis
Common methods variance detection in business research
Job demands–resources theory
The Measurement of Engagement and Burnout
The Job Demands‐Resources model
The job demands-resources model of burnout.
The Measurement of Work Engagement With a Short Questionnaire
To Parcel or Not to Parcel
Job demands, job resources, and their relationship with burnout and engagement
Approach and avoidance achievement goals and intrinsic motivation
Burnout and Work Engagement
The proactive component of organizational behavior
| Citations per year | 1 |
|---|---|
| Citation span | 2026 - 2026 (1) |
| Highly cited | No |