The Impact of Paradoxical Leadership on Employee Voice Behavior: A Moderated Mediation Model

How Does Secure-Base Leadership Affect Employees' Taking-Charge Behavior: The Role of Psychological Availability and Independent Self-Construal

Under the VUCA background, enterprises need to actively change to meet the requirements of internal and external environmental changes. This article surveyed 250 employees. Using statistical software SPSS 27.0 and Process 4.1, we address the outcome of secure-base leadership on employees' taking-charge behavior by considering the influencing mechanisms and boundary conditions. The results indicate that secure-base leadership positively shapes employees' taking-charge behavior, and psychological availability plays a mediating role in the relationship between secure-base leadership and such employee behavior. Independent self-construal positively moderates the impact of psychological availability on employees' taking-charge behavior and positively moderates the indirect impact of secure-base leadership on such behavior through psychological availability. Our findings could enrich the empirical research on employees' taking-charge behavior by secure-base leadership, thereby promoting the sustainable development of organizations.

The lens of Yin-Yang philosophy: the influence of paradoxical leadership and emotional intelligence on nurses' organizational identification and turnover intention

PURPOSE

This study aims to use "both-and" thinking of Yin-Yang philosophy to extend the field of leadership literatures and explore the influences of paradoxical leadership and emotional intelligence on organizational identification and turnover intentions of nurses.

DESIGN/METHODOLOGY/APPROACH

The authors adopted a cross-sectional survey completed by 285 nurses in Taiwan. SPSS 22, PROCESS and AMOS 21 were used for data analysis.

FINDINGS

The results reveal that paradoxical leadership has a significant positive relationship with nurses' organizational identification and a significant negatively relationship with their turnover intentions, and organizational identification partially mediated the relationship between paradoxical leadership and turnover intentions. The results further show that emotional intelligence strengthens the effect of paradoxical leadership on organizational identification, and paradoxical leadership had a stronger indirect effect on turnover intentions through organizational identification under strong emotional intelligence.

ORIGINALITY/VALUE

Paradoxical leadership can strengthen managers' abilities in dealing with interrelated and substantial issues and correspond to organizing and belonging paradoxes in holistic thinking processes. Health-care organizations must shape a coordinated institution and offer training initiatives to increase managers' ability and attitude to control organizational rules and procedures while allowing employees' flexibility and autonomy according to the requirements of the situation, which will maintain both organizational short-term benefits and long-term growth.

Leader Boundary-Spanning Behavior and Employee Voice Behavior: The Job Demands-Resources Perspective

Drawing on the job demands-resources model, we suggest and test a motivational mechanism that underlies the relationship between leader boundary-spanning behavior and employee voice behavior. Based on the field survey data of 383 leader-employee pairs collected from various organizations in South Korea, the results of our mediation model showed that leader boundary-spanning behavior, as a potential job resource, enhances employee voice behavior by increasing employee self-efficacy. The results of our moderated mediation model also showed that the focal leader's abusive supervision, as a potential job demand, could attenuate the beneficial effect of leader boundary-spanning behavior on employee voice behavior by diminishing employee self-efficacy. These findings highlight the importance of leader boundary-spanning behavior in enhancing employee voice behavior, the roles of employee self-efficacy as a key mediating mechanism, and the focal leader's abusive supervision as a preventable boundary condition within these relationships. Theoretical and practical implications are discussed.

Someone Must be Mindful: Trait Mindfulness as a Boundary Condition for Paradoxical Leader Behaviors

Despite increased interest in the role of paradox in organizations, our understanding of paradoxical leader behavior (PLB) remains limited. We analyze PLB through the lens of cognitive dissonance theory and argue that trait mindfulness represents an important boundary condition shaping the effectiveness of PLB as a leadership style. This research sheds light on mindfulness and PLB, by investigating whether leader and follower trait mindfulness changes the impact of PLB on follower performance. Our analyses of multilevel, multisource, and multiphase data from 561 employees working in 54 teams show that PLB is positively related to follower performance when followers have high trait mindfulness. Furthermore, when followers and leaders are both low on trait mindfulness, PLB hurts follower performance. We thereby advance research on managing paradox, trait mindfulness, and the effectiveness of paradoxical leader behaviors for promoting follower performance.

Impact of Organizational Dehumanization on Employee Knowledge Hiding

Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee's intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization's effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee's felt obligation for constructive change (FOCC) may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed.

Different Effects of Supervisor Positive and Negative Feedback on Subordinate In-Role and Extra-Role Performance: The Moderating Role of Regulatory Focus

As an important tool for supervisors to intervene subordinates’ work and influence their performance, supervisor feedback has gradually become a new academic research hotspot. In this study, we build and verify a theoretical model to explore the different effects of supervisor positive and negative feedback on subordinate in-role and extra-role performance, and the moderating role of regulatory focus in these relationships. With data from pairing samples of 403 Chinese employees and their direct supervisors, the results indicate that supervisor positive feedback is positively related to subordinate in-role and extra-role performance. Supervisor negative feedback is positively related to subordinate in-role performance and negatively related to subordinate extra-role performance. Regulatory focus of subordinate can moderate the influence of supervisor positive feedback on subordinate in-role and extra-role performance, but it cannot moderate the influence of supervisor negative feedback on subordinate in-role and extra-role performance. That means when subordinates have promotion focus, the influence of supervisor positive feedback on their in-role performance and extra-role performance was stronger than those with prevention focus. These results further enrich the research on the relationship between supervisor feedback and subordinate performance, especially the different effects of positive and negative feedback from supervisor on subordinate with different regulatory focus. All conclusions from the analyses above not only further verify and develop some previous points on supervisor feedback and subordinate performance, but also derive certain management implications for promoting subordinate in-role and extra-role performance from the perspective of supervisor positive and negative feedback.

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.

Influence of Core Competence on Voice Behavior of Clinical Nurses: A Multicenter Cross-Sectional Study

Background

Voice behavior, referred to as a positive guarantee for organizational development, is influenced by several kinds of individual, collective and organizational features. However, the impact of individual competence on voice behavior is unclear. The aim of the present study was to investigate the status quo of core competence and voice behavior of clinical nurses and explore the impact of core competence on nurses’ voice behavior.

Methods

A multicenter cross-sectional survey. A total of 1717 nurses were recruited from nine tertiary and secondary hospitals between March and June 2019. An online questionnaire, including socio-demographic variables, employee voice behavior scale and competence inventory for registered nurses, was used to investigate prohibitive and promotive voice behavior and core competence of clinical nurses. Pearson correlation and hierarchical multiple regression were performed in the data analysis.

Results

The mean score for prohibitive and promotive voice behavior of nurses were 3.46 (SD 0.77) and 3.46 (SD 0.88), respectively. The mean score for core competence was 2.46 (SD 0.77). Critical thinking/research aptitude was the most important predictor for both prohibitive and promotive voice behavior (each p < 0.05), but its influence on promotive voice behavior was greater (p < 0.05). Leadership was another significant predictor for prohibitive voice behavior (p < 0.05). Legal/ethical practice, teaching-coaching, professional development and shift work were other predictors for promotive voice behavior (each p < 0.05).

Conclusion

Clinical nurses experience modest levels of prohibitive and promotive voice behavior and their core competence is moderate. Core competence, especially critical thinking/research aptitude, impacts significantly on voice behavior of clinical nurses. Cultivating nurses’ core competence could positively increase their voice behavior for organizational development.

Work-Family Conflict and Primary and Secondary School Principals' Work Engagement: A Moderated Mediation Model

With the development of positive psychology, work engagement has received widespread attention from researchers in the fields of positive organizational behavior and occupational health. Some studies have shown that work-family conflict has an important influence on individual behaviors and attitudes, but little research has studied the influence of work-family conflict on work engagement. The present study examined whether the relationship between work-family conflict and work engagement was mediated by job satisfaction, and whether the mediating role was moderated by affective commitment. We surveyed 358 Chinese primary and secondary school principals using the Work-Family Conflict Scale, Job Satisfaction Scale, Affective Commitment Scale, and Work Engagement Scale. The results revealed that there is a significant negative correlation between work-family conflict and primary and secondary school principals' work engagement, and this relationship was partially mediated by job satisfaction. Moreover, affective commitment played a moderating role in the relationship between job satisfaction and work engagement. Specifically, the relationship between job satisfaction and work engagement was significant for primary and secondary school principals with high and low affective commitment. The current study contributes to a better understanding of the relationship between work-family conflict and work engagement.