| dc.description.abstract | As organizational environments become more global, dynamic, and competitive, the paradox become more important for organization, individual, and enterprise. As a result, in 2005, Zhang, Waldman, Han, and Li took the lead to apply the concept of paradox to the management, and develop the construct of “paradoxical leadership behavior” (PLB). Inspired by this study, we extend the concept of paradox to followers, and propose “paradoxical followership behavior” (PFB) to describe follower behaviors that are seemingly competing, yet interrelated, to meet competing workplace demands simultaneously and overtime.
After literature review, interviews and expert testing, we generalized 3 dimensions and 14 questions of paradoxical followership behavior. In the pre-test, exploratory factor analysis (n=176) reserved 12 questions. The results of confirmatory factor analysis (n=633) showed the 3 dimension model of paradoxical followership behavior scale fit the data best of reliability and validity.
The results of this study could not only expand the research field of paradox and paradoxical leadership behavior, but also fill up the gap of followership research. Moreover, paradoxical followership behavior could provide enterprise, leaders, and employees with a new perspective to rethink management issues, and also realize what the effective follower should be like. | en_US |