Paradoxical leadership as facilitator in the idea journey
The role of regulatory focus
Bibliographic Data
| ID | 6415420 |
|---|---|
| Authors | Irene E De Pater (0000-0001-9578-9638, School of Business and Law Edith Cowan University Perth Australia), Shenghui Wang (0000-0001-8149-1590, School of Business Administration Dongbei University of Finance and Economics Dalian China), Ming Yi (0000-0002-4377-2196, Business School Sichuan University Chengdu China), Eric F Rietzschel (0000-0003-2805-4935, Department of Psychology University of Groningen Groningen The Netherlands) |
| Year | 2025 |
| Volume | 74 |
| Issue | 3 |
| Publication date | 2025-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Applied Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0269-994X • E-ISSN: 1464-0597 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/apps.70020 |
| OpenAlex | W4411468311 |
| Language | EN |
| References cited | 80 |
Drawing upon theory and research on innovation, conservation of resources, and paradoxical leadership, we examine relationships between three stages of the innovative process (i.e., idea generation, idea dissemination, and idea implementation) and the role of paradoxical leadership as a facilitator of the transitions between these stages. In addition, we examine the motivational mechanisms (promotion and prevention focus) that can explain the relevance of paradoxical leadership in the innovative process. Results of a four‐wave study show that paradoxical leadership, through employee promotion focus, strengthens the relationship between idea generation and idea dissemination, whereas paradoxical leadership, through employee prevention focus, strengthens the relationship between idea dissemination and idea implementation. Two experimental studies confirmed the importance of employee regulatory focus in the innovative process. Together, these findings highlight the importance of paradoxical leadership and employee regulatory focus in innovative processes. Implications for theory and practice are discussed
Creativity · Facilitator · Focus (optics · Political science · Process (computing · Promotion (chess · Public relations · Regulatory focus theory · Relevance (law · Behavioral Health and Interventions · Corporate Social Responsibility Reporting · Environmental Sustainability in Business · Psychology · Social Psychology
Toward a Theory of Paradox
From Creativity to Innovation
Putting Creativity to Work
Innovative Behavior in the Workplace
Regulatory Focus Theory
Potential Problems in the Statistical Control of Variables in Organizational Research
A Dialectic Perspective on Innovation
Innovation in top management teams.
Linking Empowering Leadership and Employee Creativity
Job demands, perceptions of effort‐reward fairness and innovative work behaviour
Exploitation-Exploration Tensions and Organizational Ambidexterity
Psychological Antecedents of Promotive and Prohibitive Voice
Motivational mechanisms of employee creativity
Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior.
A Multilevel Model of Employee Innovation
Paradoxical Leader Behaviors in People Management
Innovation and Creativity in Organizations
Leadership Behavior and Employee Voice
A suggestion to improve a day keeps your depletion away
Species Richness of Parasite Assemblages
G*Power 3
Common method biases in behavioral research
Getting to the “COR”
The Conservation of Resources Model Applied to Work–Family Conflict and Strain
To Parcel or Not to Parcel
Conservation of Resources in the Organizational Context
Regulatory focus and work-related outcomes
When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice
Multilevel outcomes of creativity in organizations
Employee voice behavior
Age and innovation‐related behavior
Why dual leaders will drive innovation
Managing creatives
Examining the inverted U-shaped relationship between workload and innovative work behavior
Making a good decision
Beyond pleasure and pain
When prevention promotes creativity
Conservation of resources
| Citation velocity | historical |
|---|---|
| Highly cited | No |