Giving sense about paradoxes: paradoxical leadership in the public sector
Leonie Backhaus,
Artur Reuber,
Dominik Vogel and
Rick Vogel
Public Management Review, 2022, vol. 24, issue 9, 1478-1498
Abstract:
Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influences followers’ job satisfaction and work engagement. Role ambiguity fully mediates the relationship between paradoxical leadership and perceived performance. Our study expands the nomological network of public leadership and advances the notion that paradoxes bear potentials for leadership in ambiguous public settings.
Date: 2022
References: Add references at CitEc
Citations: View citations in EconPapers (1)
Downloads: (external link)
http://hdl.handle.net/10.1080/14719037.2021.1906935 (text/html)
Access to full text is restricted to subscribers.
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:taf:rpxmxx:v:24:y:2022:i:9:p:1478-1498
Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/rpxm20
DOI: 10.1080/14719037.2021.1906935
Access Statistics for this article
Public Management Review is currently edited by Stephen P. Osborne
More articles in Public Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().