A multiperspective approach to paradoxical leadership: the moderating effect of intelligence and trait emotions on leader behavior

Abstract

PurposeParadoxical leadership concerns competing yet interrelated leader behaviors in response to conflicting workplace demands. Emerging research examines the outcomes of paradoxical leadership, yet less is known about its antecedents. This article aims to examine the combined effect of leader fluid intelligence, trait anxiety and trait anger, on transformational leadership and abusive supervision as contrasting paradoxical leader behaviors.Design/methodology/approachThis study involves 157 leader–manager dyads, and 137 leader–follower teams utilizing a cross-correlational, time-lagged, online survey design.FindingsResults indicate that leader fluid intelligence moderates the relationship between leader trait emotions and behavior such that low fluid intelligence and high trait anxiety results in manager perceptions of low transformational leadership, while low fluid intelligence and high trait anger results in follower perceptions of high abusive supervision.Originality/valueThe results suggest that fluid intelligence is a common factor that determines how leader trait emotions (anxiety and anger) are expressed through paradoxical leader behaviors as perceived by different hierarchical observers (i.e. a leader's superior and subordinates).