HINDRANCE OR CHALLENGE: DYNAMICS OF PARADOXICAL LEADER BEHAVIOR ON SUBORDINATE’S WORK MOTIVATION AND ENGAGEMENT
In this thesis, I unpack the dynamic psychological processes that channel the dual effects of paradoxical leader behavior. I use work stressors lens to postulate for two competing theoretical perspectives, one, grounded in the tenets of uncertainty reduction theory, positing that paradoxical leader behavior engenders hindrance stressors for subordinates, another, grounded in paradox and goal setting theory, positing that paradoxical leader behavior creates challenge stressors for subordinates. I, then, elaborate on the underlying motivational processes and examine the contingencies – leader’s use of humor and subordinate’s paradox mindset on the relationship between paradoxical leader behavior and work stressors. The results from two studies (Study 1: N = 235; Study 2: N = 108, total weekly observations = 1,038) provide timely insights to theory and practice by examining the construct validity of paradox leader behavior in Study 1 followed by examining the effect of paradox leader behavior on subordinate’s work stressors, motivation, and work engagement in Study 2.
paradoxical leader behavior, work stressors, work motivation, humor, engagement, paradox mindset, work engagement
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