Benefitting or suffering from a paradoxical leader? A self-regulation perspective
Journal
Human Relations
ISSN
0018-7267
ISSN-Digital
1741-282X
Type
journal article
Date Issued
2023-10-05
Author(s)
Abstract
Why do followers’ reactions to perceived paradoxical leader behavior (PLB) differ? To answer this question, we draw from self-regulation theory and argue that making sense of a paradoxical leader’s seemingly contradictory behavior can pose a challenge for followers and requires specific cognitive traits and abilities that enable them to navigate such complex and dynamic environments. We propose that followers who lack these cognitive traits and related abilities find it more difficult to make sense of and navigate their paradoxical leader’s behavior, thereby perceiving them as behaviorally unpredictable. This, in turn, impairs followers’ self-regulation when working with such leaders, and leads to lower well-being. Conversely, followers endowed with appropriate cognitive traits can make sense of PLB and thrive in these environments. To test our propositions, we conducted two multi-wave field studies. In Study 1, we examine the role of followers’ trait cognitive flexibility in interpreting PLB; whereas Study 2 explores the role of followers’ trait self-regulation. The findings from these studies support our hypotheses, with an important implication: the efficacy of PLB may not only solely depend on a leader’s ability to enact these behaviors but also on their followers’ ability to interpret and make sense of them.
Funding(s)
This research was supported by the Basic Research Fund (GFF) of the University of St Gallen, Switzerland (grant number: 1031579)
Language
English (United States)
Keywords
leader unpredictability
paradoxical leader behavior
self-regulation
sensemaking
wellbeing
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Sage
Volume
77
Number
10
Division(s)
Contact Email Address
nils.fuerstenberg@unisg.ch
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