Giving sense about paradoxes
Paradoxical leadership in the public sector
Bibliographic Data
| ID | 21723445 |
|---|---|
| Authors | Leonie Backhaus (0000-0002-5372-5617, Universität Hamburg, corresponding author), A Rebecca Reuber (0000-0003-3016-3866, Universität Hamburg), Artur Reuber (Universität Hamburg), Dominik Vogel (0000-0002-0145-7956, Universität Hamburg), Rick Vogel (0000-0002-1361-5085, Universität Hamburg) |
| Year | 2022 |
| Volume | 24 |
| Issue | 9 |
| Pages | 1478-1498 |
| Publication date | 2022-09-02 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Management Review (JOURNAL) |
| Journal identifiers | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/14719037.2021.1906935 |
| OpenAlex | W3156197021 |
| Language | EN |
| Citations received | 21 |
| References cited | 68 |
Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influences followers’ job satisfaction and work engagement. Role ambiguity fully mediates the relationship between paradoxical leadership and perceived performance. Our study expands the nomological network of public leadership and advances the notion that paradoxes bear potentials for leadership in ambiguous public settings
Ambiguity · Job satisfaction · Leadership · Leadership studies · Leadership style · Nomological network · Political science · Public relations · Public sector · Shared leadership · Sociology · Structural equation modeling · Survey data collection · Transformational leadership · Community Health and Development · Law · Management and Organizational Studies · Psychology · Public Policy and Administration Research · Social Psychology
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Personality traits and the endorsement of competing leadership roles
Understanding work engagement in public administration
Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations
Public leadership to foster peacebuilding in violently divided societies
The effects of paradoxical leadership on employee creativity
Don't Cry for Me Sri Lanka
Unraveling Determinants of Inclusive Leadership in Public Organizations
How leaders navigate dysfunctional interdependency
From vicious to virtuous paradox cycles in public organizations
Postfeminist career retreatism among women leaders in the public sector
An ambiguous perspective on public administration
Navigating the Accountability Paradoxes of Financial Resource Abundance in the Post‐Pandemic Public Service Delivery
Paradoxical Leadership, Experienced Tensions, and Counterproductive Behavior
Entrepreneurial leadership and innovation in the public sector
The Downward Spiral of Legitimacy Erosion
The Bureaucracy versus Post‐Bureaucracy Paradox in Public Administration
Reimagining the bureaucracy and post-bureaucracy debate
Leadership in the public sector
The ambidextrous leadership‐innovative work behavior relationship in the public sector
Internal climate leadership in municipal organizations. How paradoxical and transformational leadership of higher-level management shape climate leadership of lower-level managers
Public Governance Paradigms
Toward a Theory of Paradox
Job demands and resources as antecedents of work engagement
Using Hierarchical Linear Modeling to Study Social Contexts
Paradox as a Metatheoretical Perspective
Why leadership of public leadership research matters
Organizational Change and Managerial Sensemaking
Transformational Leadership and Performance Across Criteria and Levels
Microfoundations of Organizational Paradox
Jackson and Schuler (1985) Revisited
Dynamic Decision Making
Exploitation-Exploration Tensions and Organizational Ambidexterity
Public Leadership
A Meta-Analysis of Job Satisfaction Correlates in the Public Administration Literature
Leadership and Public Service Motivation in U.S. Federal Agencies
We Know the Yin—But Where Is the Yang? Toward a Balanced Approach on Common Source Bias in Public Administration Scholarship
Managing Strategic Contradictions
Paradoxical Leader Behaviors in People Management
A Meta-Analysis of Antecedents and Correlates of Employee Turnover
Common method biases in behavioral research
Promoting work engagement in public administrations
Strukturgleichungsmodelle in den Sozialwissenschaften
How Institutions Matter
Work Role Ambiguity, Job Satisfaction, and Job Performance
Job satisfaction
Paradoxical leadership in public sector organisations
Nonprofit Board Role Ambiguity
Direct and Indirect Effects
Role Strain and Burnout in Child-Protective Service Workers
Measuring Public Leadership
Commentary
Goal Ambiguity and Organizational Performance in U.S. Federal Agencies
Cutback Management and the Paradox of Publicness
Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance
Performance in Public Organizations
Transformational Leadership and Public Service Motivation
Managing the Entanglement
Individual Performance
A Conceptual Framework for Analysis of Goal Ambiguity in Public Organizations
Connecting the Dots in Public Management
Subjective Organizational Performance and Measurement Error
Individual-Level Factors and Organizational Performance in Government Organizations
Leading to Make a Difference
Organizational Goal Ambiguity and Job Satisfaction in the Public Sector
The Middle Aging of New Public Management
| Unique citing works | 21 |
|---|---|
| Citations per year | 5,25 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 21 |