Paradoxical leadership and organizational citizenship behaviour: the serial mediating effect of a paradoxical mindset and personal service orientation

Abstract

Purpose

The purpose of this study was to explore the relationship between paradoxical leadership and organizational citizenship behaviour (OCB), including the serial mediating role of a paradoxical mindset and personal service orientation, by applying social cognitive theory and planned behaviour theory.

Design/methodology/approach

The hypotheses proposed in this study were empirically tested using data from 411 supervisor–subordinate paired samples from six Chinese enterprises at two time points. The bootstrap method was applied using PROCESS macro v 3.3 for SPSS 24.0 software.

Findings

The results demonstrate the following relationships: paradoxical leadership positively affects OCB; paradoxical mindset significantly mediates the relationship between paradoxical leadership and OCB; personal service orientation significantly mediates the relationship between paradoxical leadership and OCB; and paradoxical mindset and personal service orientation play serial mediating roles in the relationship between paradoxical leadership and employees' OCB.

Practical implications

The results of this study show that managers' paradoxical leadership behaviours can effectively stimulate employees' OCB, which in turn influence employees' attitudes and behavioural intentions towards conflict.

Origin/value

This study enriches the antecedents of OCB and the consequences of paradoxical leadership. From an attitude and behaviour perspective, this study explores the internal transmission path of the impact of paradoxical leadership on employee behaviour and expands existing research on intermediary mechanisms.

Citation

Pan, Z. (2021), "Paradoxical leadership and organizational citizenship behaviour: the serial mediating effect of a paradoxical mindset and personal service orientation", Leadership & Organization Development Journal, Vol. 42 No. 6, pp. 869-881. https://doi.org/10.1108/LODJ-08-2020-0351