A Study of Paradoxical Leadership Behavior affects Work Performance: The Mediating and Moderating Effects of Paradoxical Followership Behavior

• Main Authors: Xin-Ying Fu, 傅馨瑩
• Other Authors: Wen-Jeng Lin
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/wmfgka

碩士 === 國立中央大學 === 人力資源管理研究所 === 106 === Along with the progress of technology, frequent cross-cultural communication and so on, leaders and followers are likely to face contradictory demand in organization. In order to meet competing demand in workplace simultaneously, paradoxical ability (both/and) is essential. Due to the lack of research on the subject of, if paradoxical followership behavior plays a mediator or moderator during the process of paradoxical leadership behavior affecting employees' performance in the domains of human resource management, motivation of this study initiated. The purpose of this study was to explore alternative relationships between paradoxical leadership behavior, paradoxical followership behavior and task performance, contextual performance and adaptive performance. According to Social Cognitive Theory, the behavior of followers would be stimulated by leaders in organization. It showed the relationship between paradoxical leadership behavior and different facets of work performance might be mediated by paradoxical followership behavior. On the other hand, the influence of leadership behavior to employees' performance may affected by the quality of person-supervisor (PS) fit. Therefore, paradoxical followership behavior might moderate the relationship between paradoxical leadership behavior and different facets of work performance. Drawing on an effective cross-organizational data of 473 supervisor-subordinate dyads from Taiwan, we found that paradoxical followership only play positively significant mediator instead of moderator in relationship between paradoxical leadership and three kinds of employees' performance.