Does paradoxical leadership predict employee job performance in hospitality? A sequential mediation of harmonious work passion and innovative work behavior

Abstract

PurposeDrawing insights from a self-determination perspective, this study aims to investigate the impact of paradoxical leadership (PL) on job performance among hospitality employees. It also explores harmonious work passion (HWP) and innovative work behavior (IWB) as sequential mediators in this direct association.Design/methodology/approachA self-report structured questionnaire was used to collect survey data from 298 employees working in Indian four-, five- and five-star luxury hotels. To test the hypothesized model, partial least squares-structural equation modeling (PLS-SEM) was used.FindingsThis study found PL positively influences HWP, IWB and job performance of hospitality employees. Also, the positive association between PL and employee job performance is significantly mediated by HWP and IWB, individually as well as sequentially.Practical implicationsAdopting PL in hotels can significantly boost employees’ HWP and IWB, resulting in enhanced job performance. This leadership style empowers employees to navigate conflicting demands, fostering creativity and adaptability. Consequently, hotels can benefit from a more engaged workforce, improved service delivery and a competitive edge.Originality/valueThis research adds to the limited literature on PL in the hospitality sector by highlighting its impact on employee behavior and performance outcomes. To the authors’ knowledge, this is the first study to empirically link PL with HWP, IWB and job performance in a sequential mediation model. It uncovers the “black box” of mechanisms connecting PL to work outcomes from emotional and cognitive perspectives.