The Impact of Paradoxical Leadership on Innovation in Public Sector Firms Across Vietnam: The Mediating Role of Training Policies and Knowledge Sharing

Lieu T. Nguyen (), Khoa T. Tran () and Hoa D. X. Trieu ()
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Lieu T. Nguyen: International University, Vietnam National University, Center for Public Administration
Khoa T. Tran: International University, Vietnam National University, School of Business
Hoa D. X. Trieu: International University, Vietnam National University, Center for Public Administration

A chapter in Vietnamese Business and Sustainable Development in a Globalized and Digitalized Era, 2026, pp 199-219 from Springer

Abstract: Abstract This study seeks to contribute to the refinement of management strategies, policy formulation, and leadership approaches tailored to the unique challenges and opportunities present in the public sector. We conducted a cross-sectional study to thoroughly examine how paradoxical leadership and internal training—including the mediating role of knowledge sharing—influence innovation in the public sector. Based on this, we designed a questionnaire including four factors with a total of 23 items, surveying directors, managers, and representatives of public agencies in Ho Chi Minh City, Vietnam. The partial least squares structural equation modelling (PLS-SEM) approach was used to analyse data gathered from 308 valid responses. The empirical findings highlight the mediating role of knowledge sharing and internal training in the relationship between paradoxical leadership and innovation in the public sector, suggesting that the influence of paradoxical leadership on innovation is channelled through the facilitation of information exchange within the organizational context.

Keywords: innovation; training policies; knowledge sharing; paradoxical leadership; public sector (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-032-24745-2_11

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DOI: 10.1007/978-3-032-24745-2_11

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