Benefitting or suffering from a paradoxical leader? A self-regulation perspective

Nils Fürstenberg, Jonathan E. Booth and Kerstin Alfes

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: Why do followers’ reactions to perceived paradoxical leader behavior (PLB) differ? To answer this question, we draw from self-regulation theory and argue that making sense of a paradoxical leader’s seemingly contradictory behavior can pose a challenge for followers and requires specific cognitive traits and abilities that enable them to navigate such complex and dynamic environments. We propose that followers who lack these cognitive traits and related abilities find it more difficult to make sense of and navigate their paradoxical leader’s behavior, thereby perceiving them as behaviorally unpredictable. This, in turn, impairs followers’ self-regulation when working with such leaders, and leads to lower well-being. Conversely, followers endowed with appropriate cognitive traits can make sense of PLB and thrive in these environments. To test our propositions, we conducted two multi-wave field studies. In Study 1, we examine the role of followers’ trait cognitive flexibility in interpreting PLB; whereas Study 2 explores the role of followers’ trait self-regulation. The findings from these studies support our hypotheses, with an important implication: the efficacy of PLB may not only solely depend on a leader’s ability to enact these behaviors but also on their followers’ ability to interpret and make sense of them.

Keywords: leader unpredictability; paradoxical leader behavior; self-regulation; sensemaking; well-being (search for similar items in EconPapers)
JEL-codes: J50 (search for similar items in EconPapers)
Pages: 32 pages
Date: 2023-10-05
New Economics Papers: this item is included in nep-exp and nep-neu
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Published in Human Relations, 5, October, 2023. ISSN: 0018-7267

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Persistent link: https://EconPapers.repec.org/RePEc:ehl:lserod:120369

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