How paradoxical leaders guide their followers to embrace paradox: Cognitive and behavioral mechanisms of paradox mindset development

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Reference

Boemelburg, R., Zimmermann, A., & Palmié, M. (2023). How paradoxical leaders guide their followers to embrace paradox: Cognitive and behavioral mechanisms of paradox mindset development. Long Range Planning, 56(4), 102319. (ABDC_2022: A; ABS_2021: 3; VHB_3: B)

Publication type

Article in Scientific Journal

Abstract

Organizational members must constantly confront and manage numerous paradoxical tensions inherent in organizational life, such as exploration and exploitation. Although prior research suggests that a paradox mindset helps individuals navigate such tensions, we know little about how paradoxical leaders might engender such a mindset in their followers. To shed light on this issue, we differentiate between cognitive and behavioral influences on followers' paradox mindset development. Drawing on primary data from 273 employees, our study indicates that the two influences are interrelated, with behavioral mechanisms mediating the effects of cognitive mechanisms. Our study advances extant theory by providing insights into how paradoxical leaders guide employees to situationally engage with specific paradoxical tensions and influence followers’ paradox mindset in general.

Persons

Organizational Units

  • Liechtenstein Business School
  • Strategic Management

Original Source URL

Link

DOI

http://dx.doi.org/10.1016/j.lrp.2023.102319