Impact of Paradoxical leadership and employee proactive work behavior on organizational performance: Mediating role of Organizational learning in Telecom sector of Pakistan
DOI:
https://doi.org/10.56976/rjsi.v6i2.220Keywords:
Paradoxical Leadership, Proactive Work Behavior, Organizational Performance ,Organizational LearningAbstract
This study examines the influence of impact of paradoxical leadership & proactive work behavior impact on organizational performance with mediating role of organizational learning in telecom area of Pakistan. Primary data has been collected through structured questionnaire from employees of telecom sector in Pakistan. 190 employees of telecom sector participated to the study. Purposive sampling, which is a form of non-probability sampling approach, was used to collect data. SPSS 17 has been used for statistical calculations. The study concluded that in Pakistan telecom business paradoxical leadership & proactive work behavior have a strong positive influence on organizational performance. The association between paradoxical leadership, proactive work behavior, and performance focused on transformation in Pakistan's telecom sector is also said to be mediated by organizational learning.
References
Ashford, S. J., & Black, J. S. (1996). Proactivity during organizational entry: The role of desire for control. Journal of Applied Psychology, 81(2), 199–214. https://doi.org/10.1037/0021-9010.81.2.199
Atwater, L., &Carmeli, A. (2018). Leader member exchange, feelings of energy and involvement in creative work. International Journal of Human Resource Management, 20, 264–275.
Bakker, A. B., & Demerouti, E. (2007). The Job DemandsResources model: state of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2-3), 158–186. https://doi.org/10.1002/job.645
Cenciotti, R., Alessandri, G., &Borgogni, L. (2016). Psychological Capital and Career Success Over Time: The Mediating Role of Job Crafting. Journal of Leadership & Organizational Studies, 24(3), 372–384. https://doi.org/10.1177/1548051816680558
Dutton, J. E., Dukerich, J. M., &Harquail, C. V. (1994). Organizational Images and Member Identification. Administrative Science Quarterly, 39(2), 239–263. https://doi.org/10.2307/2393235
Edmondson, A.C. (2018). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40, 1419–1452.
Foldy, E. G., Goldman, L., & Ospina, S. (2008). Sensegiving and the role of cognitive shifts in the work of leadership. The Leadership Quarterly, 19(5), 514–529. https://doi.org/10.1016/j.leaqua.2008.07.004
Ford, C. M. (1996). A Theory of Individual Creative Action in Multiple Social Domains. The Academy of Management Review, 21(4), 1112–1142. https://doi.org/10.2307/259166
Fornes, G.E., Hollensbe, E.C., & Sheep, M.L. (2019). Where is the "me" among the "we"? Identity work and the search for optimal balance. Academy of Management Journal,49(5), 1031-1057.
Frese, M., & Fay, D. (2001). 4. Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133. https://www.academia.edu/4445265/4_Personal_initiative_An_active_performance_concept_for_work_in_the_21st_century
Frese, M., & Fay, D. (2019). Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133–188.
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3–34. https://doi.org/10.1016/j.riob.2008.04.002
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
Hassan, N., Hamza, A., Elbialy, G.G. and Anwer, M. (2024). Entrepreneurial leadership, nurses’ proactive work behavior, and career adaptability: a structural equation model. BMC Nursing, 23(1). doi:https://doi.org/10.1186/s12912-024-01804-4.
He, S. and Yun, X. (2022). Research on the Influencing Mechanism of Paradoxical Leadership on Unethical Pro-Supervisor Behavior. Behavioral Sciences, 12(7), p.231. doi:https://doi.org/10.3390/bs12070231.
Ingram, A. E., Lewis, M. W., Barton, S., & Gartner, W. B. (2014). Paradoxes and Innovation in Family Firms: The Role of Paradoxical Thinking. Entrepreneurship Theory and Practice, 40(1), 161–176. https://doi.org/10.1111/etap.12113
Janssen, O. (2018). Job demands, perceptions of effort‐reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73, 287-302.
Jeschke, K.N. (2022). Understanding how managers balance the paradoxical nature of occupational safety through a practice-driven institutional lens. Safety Science, 147, p.105627. doi:https://doi.org/10.1016/j.ssci.2021.105627.
Jung, K.B., Kang, S.-W. and Choi, S.B. (2022). Paradoxical Leadership and Involvement in Creative Task via Creative Self-Efficacy: A Moderated Mediation Role of Task Complexity. Behavioral Sciences, 12(10), p.377. doi:https://doi.org/10.3390/bs12100377.
Kaiser, B., Schmid, T., & Floyd, S. W. (2018). The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research. Journal ofManagement, 34(6), 1190-1221.
Locke, E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1969-1980. Psychological Bulletin, 90(1), 125–152. https://doi.org/10.1037/0033-2909.90.1.125
Madjar, N., Greenberg, E., & Chen, Z. (2011). Factors for radical creativity, incremental creativity, and routine, noncreative performance. Journal of Applied Psychology, 96(4), 730–743. https://doi.org/10.1037/a0022416
Mael, F., &Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103–123. https://doi.org/10.1002/job.4030130202
Maitlis, S., & Sonenshein, S. (2010). Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988). Journal of Management Studies, 47(3), 551–580. https://doi.org/10.1111/j.1467-6486.2010.00908.
Margolis RJ, Walsh, R. (2019). Effects of Authoritarian leadership on subordinate motivation, empowering norms, and organizational productivity,International Journal of Organizational Analysis, 8, 16-47.
Mawritz, M. B., Greenbaum, R. L., Butts, M. M., & Graham, K. A. (2017). I Just Can’t Control Myself: A Self-Regulation Perspective on the Abuse of Deviant Employees. Academy of Management Journal, 60(4), 1482–1503. https://doi.org/10.5465/amj.2014.0409
Mcleod, S. (2023). Likert scale definition, examples and analysis. [online] Simply Psychology. Available at: https://www.simplypsychology.org/likert-scale.html.
Menken, M. K., Cooksey, R. W. & Walumbwa, F. O. (2017). Transformational and social processes of leadership as predictors of organizational outcomes. Leadership & Organization Development Journal, 33(7), 662-683.
Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2018). Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem. Academy of Management Journal, 61(1), 26–45. https://doi.org/10.5465/amj.2016.0594
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475–480. https://doi.org/10.1037/0021-9010.79.4.475
Parker, S. K., Williams, H. M., & Turner, N. (2006). Modeling the antecedents of proactivebehavior at work. Journal of Applied Psychology, 91(3), 636–652. https://doi.org/10.1037/0021-9010.91.3.636
Ranganathan, P. and Caduff, C. (2023). Designing and validating a research questionnaire - Part 1. Perspectives in Clinical Research, [online] 14(3), 152–155. doi:https://doi.org/10.4103/picr.picr_140_23.
Saks, A. M., &Ashforth, B. E. (1996). Proactive Socialization and Behavioral Self-Management. Journal of Vocational Behavior, 48(3), 301–323. https://doi.org/10.1006/jvbe.1996.0026
Schaufeli, B., Paul, M. C., White, S. S. & Holcombe, K. M. (2018). Understanding high school student leaders, Predicting teacher ratings of leader behavior.International Journal of Human Resource Management, 10(4), 609-636.
Schulze, J.H. and Pinkow, F. (2020). Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space. Administrative Sciences, 10(3), p.37. doi:https://doi.org/10.3390/admsci10030037
Searle, B. J., & Lee, L. (2015). Proactive coping as a personal resource in the expanded job demands–resources model. International Journal of Stress Management, 22(1), 46–69. https://doi.org/10.1037/a0038439
Shao, Y., Nijstad, B. A., &Täuber, S. (2019). Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership. Organizational Behavior and Human Decision Processes. https://doi.org/10.1016/j.obhdp.2019.01.008
Smith, W. K., Besharov, M. L., Wessels, A. K., &Chertok, M. (2012). A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial Demands. Academy of Management Learning & Education, 11(3), 463–478. https://doi.org/10.5465/amle.2011.0021
Sparr, J. L. (2018). Paradoxes in Organizational Change: The Crucial Role of Leaders’ Sensegiving. Journal of Change Management, 18(2), 162–180. https://doi.org/10.1080/14697017.2018.1446696
Sulaiman, G., Ali, D.A. and Urooge, D.S. (2023). The Impact of Paradoxical Leadership on employee Outcome: Moderating Role of Regulatory Focus and Mediating Role of Psychological Empowerment. Journal of Business and Management Research, [online] 2(2), pp.518–539. Available at: https://jbmr.com.pk/index.php/Journal/article/view/52
Van Knippenberg, D., van Knippenberg, B., De Cremer, D., & Hogg, M. A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15(6), 825–856. https://doi.org/10.1016/j.leaqua.2004.09.002
Vince, R., &Broussine, M. (1996). Paradox, Defense and Attachment: Accessing and Working with Emotions and Relations Underlying Organizational Change. Organization Studies, 17(1), 1–21. https://doi.org/10.1177/017084069601700101
Wang, H.-J., Demerouti, E., & Le Blanc, P. (2017). Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification. Journal of Vocational Behavior, 100, 185–195. https://doi.org/10.1016/j.jvb.2017.03.009
Weick, K. E. (1993). The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster. Administrative Science Quarterly, 38(4), 628. https://doi.org/10.2307/2393339
Xue, Y., Li, X., Liang, H., & Li, Y. (2020). How does paradoxical leadership affect employees’ voice behaviors in workplace? A leader-member exchange perspective. International Journal of Environmental Research and Public Health, 17(4), 1162–1185.
Yang, Y., Li, Z., Liang, L., & Zhang, X. (2019). Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology. https://doi.org/10.1007/s12144-018-0095-1
Zhang, M. J., zhang, & Law, K. S. (2021). Paradoxical Leadership and Innovation in Work Teams: The Multilevel Mediating Role of Ambidexterity and Leader Vision as a Boundary Condition. Academy of Management Journal. https://doi.org/10.5465/amj.2017.1265
Zhang, W., Liao, S., Liao, J. and Zheng, Q. (2021). Paradoxical Leadership and Employee Task Performance: A Sense-Making Perspective. Frontiers in Psychology, 12. doi:https://doi.org/10.3389/fpsyg.2021.753116.
Zhang, Y., Waldman, D. A., Han, Y.-L., & Li, X.-B. (2015). Paradoxical Leader Behaviors in People Management: Antecedents and Consequences. Academy of Management Journal, 58(2), 538–566. https://doi.org/10.5465/amj.2012.0995
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Noman Ishtiaq, Syeda Yumna Zubair, Aziz Ur Rehman Rana
This work is licensed under a Creative Commons Attribution 4.0 International License.
