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Verification of the Causal Relationship between Paradoxical Leadership and Innovative Performance ―The Serial Multiple Mediating Effect of Psychological Empowerment and Job Engagement―

경성림|JINXIU|두찌아싱
지역개발연구소 (The Center for Regional Development)|2023.04|지역개발연구 (The Studies in Regional Development) (The Studies in Regional Development)|제55권 제1호|pp. 1-33|DOI 10.35526/srd.2023.55.1.001

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참고문헌

키워드

직무열의Job Engagement혁신성과Innovative Performance심리적 임파워먼트Psychological EmpowermentParadoxical LeadershipSerial Multiple Mediating Model역설적 리더십직렬다중 매개모형

초록

Paradoxical leadership is a new leadership style that integrates balance and coordinates environmental changes differently from the traditional leadership style. In particular, in the current situation where innovation performance is important due to uncertainty about the future, it is necessary to demonstrate the causal relationship between paradoxical leadership and innovative performance. In order to specifically identify the process in which paradoxical leadership influences innovative performance, this study attempted to verify psychological empowerment and job engagement via serial multiple mediating effects. In order to verify the hypotheses presented in this study, a survey was conducted on employees who work in Chinese SMEs, and data from a total of 269 employees were used for empirical analysis. A measurement tool whose validity has already been secured in previous studies was applied to measure variables. For the empirical analysis, Hayes' SPSS PROCESS MACRO was used. According to the results of this research, the theoretical and practical implications were presented. By verifying paradoxical leadership effectiveness in the Chinese organizational context, new roles and influences of paradoxical leadership were revealed. Finally, actual utilization plans were presented in organizations and the direction for future research was discussed.

Abstract

Paradoxical leadership is a new leadership style that integrates balance and coordinates environmental changes differently from the traditional leadership style. In particular, in the current situation where innovation performance is important due to uncertainty about the future, it is necessary to demonstrate the causal relationship between paradoxical leadership and innovative performance. In order to specifically identify the process in which paradoxical leadership influences innovative performance, this study attempted to verify psychological empowerment and job engagement via serial multiple mediating effects. In order to verify the hypotheses presented in this study, a survey was conducted on employees who work in Chinese SMEs, and data from a total of 269 employees were used for empirical analysis. A measurement tool whose validity has already been secured in previous studies was applied to measure variables. For the empirical analysis, Hayes' SPSS PROCESS MACRO was used. According to the results of this research, the theoretical and practical implications were presented. By verifying paradoxical leadership effectiveness in the Chinese organizational context, new roles and influences of paradoxical leadership were revealed. Finally, actual utilization plans were presented in organizations and the direction for future research was discussed.

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