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Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance
Journal article   Open access   Peer reviewed

Paradoxical leadership as sensegiving: stimulating change-readiness and change-oriented performance

Jennifer L. Sparr, Daan van Knippenberg and Eric Kearney
Leadership & organization development journal, v 43(2), pp 225-237
17 Jan 2022
DOI: https://doi.org/10.1108/LODJ-04-2021-0161
url
https://digitalcollection.zhaw.ch/bitstream/11475/24472/2/2022_Sparr-etal_Paradoxical-Leadership-Sensegiving.pdfView
Accepted (AM)CC BY-NC V4.0,  Open

Abstract

Business & Economics Management Social Sciences
Purpose Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance. Design/methodology/approach The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company. Findings Multilevel mediation analysis (N = 154) supports the mediation model. Originality/value The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.

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31 citations in Web of Science
25 citations in Scopus

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Domestic collaboration
International collaboration
Web of Science research areas
Management
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