Paradoxical leader behavior and leader effectiveness: moderating role of structural and job-related uncertainty

Abstract

PurposeThe purpose of this study is to examine the impact of paradoxical leader behavior (PLB) on leader effectiveness (LE). The authors propose an underlying mechanism of this relationship and examine if the stated relationship is moderated by job-related and structural uncertainty in the organization.Design methodology approachThe authors draw on survey data from 127 employees working in public and privately owned organizations and analyze data using AMOS and SPSS.FindingsResults offer partial support to the authors’ hypotheses indicating that paradoxical leader behavior is positively associated to LE. As expected, the relationship is negatively moderated by structural uncertainty indicating that LE is weakened where there is structural uncertainty in the organization. However, in contrast to our other assumption, the authors find a positive (rather than negative) moderating role of job-related uncertainty in the PLB–LE relationship.Originality valueParadoxes are everywhere and inherently embedded in complex and dynamic organizational systems. To deal with paradoxes, organizational leaders often seek to act paradoxically. However, not every leader has a paradoxical mindset, and where a leader has such, it remains unclear if they will prove to be effective leaders. What can further influence the effectiveness of such leaders is the uncertainty that organizations face in the today’s dynamic environments. In this study, the authors contribute to paradox theory and the paradoxical leadership literature by unfolding the boundary conditions which can influence paradoxical leader’s effectiveness.