Abstract
We theorized and tested a leader-member perspective beyond the existing studies in paradoxical leadership and employee voice behavior. We proposed that paradoxical leadership influences employees’ voice behavior through psychological safety and self-efficacy. We also theorized that team size influences an extent to which the subordinates internalize their self-efficacy and psychological safety to exhibit proactive behavior. In a longitudinal study conducted on 155 subordinates and 96 supervisors in China, we found that when leaders adopt paradoxical behavior, employees are more likely to engage into promotive voice behavior; however, employees’ prohibitive voice behavior is reduced when their leaders adopt paradoxes in leadership behavior. Additionally, psychological safety mediates the relationship between paradoxical leadership and promotive voice behavior. Further, team size has significant interaction effects with psychological safety on promotive voice behavior.
Highlights
The contemporary business environment has become more dynamic than ever, with plenty of challenges and opportunities for leaders
This paper aims to analyze the impact of paradoxical leadership behavior on voice behavior of of employees through self-efficacy and psychological safety
The results revealed that team size has has no no significant significant moderating moderating effect effect on on mediating mediating role role of of self-efficacy self-efficacy in in the the relationship relationship between between size paradoxical leadership and promotive voice behavior
Summary
The contemporary business environment has become more dynamic than ever, with plenty of challenges and opportunities for leaders. With such dynamism, leaders need to manage paradoxes that typically denote a challenging tension, yet with interrelated elements [1]. Performed a qualitative thematic analysis that was structured around meta-paradox or higher-level paradox that leaders encounter while adopting different forms of leadership such as shared, situational, or paradoxical. The logical implications of the findings of Pearce et al [2] suggest that by utilizing the capacity to view higher-level paradox, i.e., challenging situations, leaders tend to boost the organizational and well as individual performance. The literature offers evidences on the link between different leadership styles and voice behavior (see Table 1)
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