| dc.description.abstract | In the contemporary volatile, uncertain, complex, and ambiguous (VUCA) world, numerous elements exhibit paradoxical qualities—being mutually contradictory yet interdependent. As a leader, it is necessary to adopt corresponding leadership styles to respond to environmental demands. Paradoxical leadership is a type of leadership behavior that simultaneously embodies two contradictory traits. Research suggests that it can effectively address complex business environments and stimulate innovative work behavior among subordinates, as innovation itself also possesses paradoxical characteristics.
However, paradoxical leadership is not always effective. Some scholars have found that due to differences in individual characteristics among subordinates, the same paradoxical leadership behavior can either enhance or inhibit innovation. Therefore, this study adopts an Implicit Leadership Theory (ILT) framework to examine whether the effectiveness of leadership depends on subordinates′ perception of paradoxical leadership as an ideal leadership prototype, thereby maximizing its impact. Furthermore, research has shown that the alignment of implicit leadership prototypes significantly enhances Leader-Member Exchange (LMX). However, whether LMX promotes or inhibits innovative work behavior remains debated among scholars. Hence, this study positions LMX as a mediating variable to investigate whether the perceived fit between expectations and paradoxical leadership behavior can foster innovation. This study further proposes a possible mechanism through which paradoxical leadership promotes innovation—when leaders and followers share high-quality exchange relationships, innovation is more effectively stimulated.
This study explains the effectiveness of paradoxical leadership through implicit leadership theory and extends the scope of implicit leadership research by applying it to paradoxical leadership behaviors. The findings indicate that when subordinates expect paradoxical leadership behavior and supervisors demonstrate such behavior, it establishes the highest quality of LMX, thereby stimulating innovative work behavior. These results support the assertions of Implicit Leadership Theory (ILT) and further demonstrate the positive impact of paradoxical leadership on innovation. By elucidating the effectiveness of paradoxical leadership through implicit leadership theory and leveraging paradoxical leadership behavior to broaden the scope of implicit leadership research, this study aims to contribute to leadership theory research. | en_US |