Dealing with Organizational Double Binds: Three-way Interactive Effects of Role Stressors and Coping on Worker Exhaustion

Crazy, stupid, disobedience: The dark side of paradoxical leadership

In organizations, paradoxes are not only an expression of growing dynamism and complexity. Leaders can also generate them intentionally by means of double-bind rhetoric in order to exercise power. In double-bind situations, followers are trapped in a paradox: they have no possibility of doing what is right, but can always be made responsible by their leaders for wrong decisions. To create awareness of this dark side of paradoxical leadership, the article builds and elaborates a theoretical typology of double binds in organizations and discusses it in terms of the introduced concept of paratoxical leadership. The article further explains how paratoxical leadership leads to dysfunctional outcomes for the individual and the organization and discusses ways to successfully prevent and resolve instances of paratoxical leadership. In this way, the article shows how leadership power, or more precisely, the abuse of leadership power, in organizations can be explained from a paradox perspective.

Crafting Task and Cognitive Job Boundaries to Enhance Self-Determination, Impact, Meaning and Competence at Work

Job crafting refers to physical and cognitive changes in task or relational work boundaries, enacted by individuals to recreate their work experience in a more motivating and rewarding way, and to realize self-actualization, growth, and meaning at work. This study tests a model of individual, interpersonal, and organizational antecedents and motivational outcomes of situation-directed task and self-directed cognitive job crafting. Employee survey data (N = 1196) from a Chinese telecommunications company permitted confirmatory factor analysis and structural equation modeling. Antecedents were each measured with three-item versions of established scales, a two-dimensional scale on task and cognitive job crafting was newly developed, and a four-dimensional model of psychological empowerment captured motivational effects. Structural modeling confirmed a partial mediating role of job crafting between antecedents and empowerment. Individual growth requires strength and intellectual stimulation from one's leader that is positively related to both tasks and cognitive crafting, while exposure to organizational constraints triggered task crafting only. Confirming differential motivational effects, task crafting predicted control-oriented empowerment dimensions of self-determination and impact, whereas cognitive crafting affected person-oriented dimensions of meaning and competence. Interpreted as a micro-emancipatory form of self-management, job crafting offers some new insights into leadership, coping, work design, work orientations, and motivation. Practical and research implications of this are discussed.