Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination
| dc.contributor.author | Abualigah, Ahmad | |
| dc.contributor.author | Kundi, Yasir Mansoor | |
| dc.contributor.author | Aboramadan, Mohammed | |
| dc.date.accessioned | 2024-05-21T07:32:18Z | |
| dc.date.available | 2024-05-21T07:32:18Z | |
| dc.date.issued | 2023-10-24 | |
| dc.description | The performance of the hospitality sector relies on employees’ critical behaviors and attitudes (Ubeda-Garcia et al., 2016). Due to the complexity of the business environment and constant market changes, hospitality leadership has been viewed as a cornerstone for boosting employees’ positive work-related outcomes (Elkhwesky et al., 2022; Huertas-Valdivia et al., 2019). Leaders in the hospitality industry face a challenging environment with conflicting demands, paradoxical conditions, and obstacles (She et al., 2020) | |
| dc.description.abstract | Purpose: Leaders in the hospitality industry encounter daily conflicting demands and paradoxes which call for adjusting their leadership philosophy from “either/or” to “both/and” leadership style. Therefore, drawing upon paradox, self-determination, social learning and job demands-resources perspectives, the purpose of this article is to examine the relationships between paradoxical leadership and employee in-role and extra-role performance outcomes. It also aims to explore the mediating effect of work engagement on the aforesaid linkages. Design/methodology/approach: Multilevel analyses in Mplus 8.0 software were conducted on three-wave data from 238 employees working in 19 Pakistani hotels. Findings: The authors found that paradoxical leadership influences employee in-role (job performance) and extra-role (innovative work behavior and voice behavior) performance directly and indirectly through employee work engagement. Originality/value: This study addresses recent calls by highlighting the role of paradoxical leadership, an important yet underexplored leadership style in the hospitality literature. In addition, this is the first study examining the multilevel effect of paradoxical leadership on employees’ in-role and extra-role performance via work engagement. © 2023, Emerald Publishing Limited. keywords: Innovative work behaviour, Job performance, Paradoxical leadership, Voice behaviour, Work engagement | en |
| dc.identifier.citation | Kundi, Y. M., Aboramadan, M., & Abualigah, A. (2023). Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination. Management Decision, 61(10), 2851-2871. | |
| dc.identifier.doi | https://doi.org/10.1108/MD-10-2022-1353 | |
| dc.identifier.uri | https://dspace.adu.ac.ae/handle/1/5339 | |
| dc.language.iso | en | |
| dc.publisher | Emerald Insight | |
| dc.title | Linking paradoxical leadership and individual in-role and extra-role performance: a multilevel examination | |
| dc.type | Article |