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Motivation and hindrance: the mixed blessing of paradoxical leader behaviour for workplace creativity in China

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  • Zizhen Geng
  • Yanfen Wang
  • Youqing Fan
  • Chunxia Shan

Abstract

Drawing upon the Job Demands-Resources (JD-R) model, this study tests an integrated theoretical framework in which paradoxical leader behaviour (PLB) is theorized to hinder and motivate employee creativity through role ambiguity and creative self-efficacy. The moderating effects of job complexity and cognitive flexibility on the above effects are also investigated. The 317 samples collected from the three-wave survey in China demonstrate that in the hindering process, PLB attenuates employee creativity via role ambiguity, and in the motivating process, PLB increases employee creativity via creative self-efficacy. Furthermore, cognitive flexibility and job complexity can magnify the positive impact of PLB on employee creativity via creative self-efficacy, while cognitive flexibility can buffer the negative impact of PLB on employee creativity via role ambiguity.

Suggested Citation

  • Zizhen Geng & Yanfen Wang & Youqing Fan & Chunxia Shan, 2023. "Motivation and hindrance: the mixed blessing of paradoxical leader behaviour for workplace creativity in China," Asia Pacific Business Review, Taylor & Francis Journals, vol. 29(1), pages 206-226, January.
    • Handle: RePEc:taf:apbizr:v:29:y:2023:i:1:p:206-226
    DOI: 10.1080/13602381.2022.2134965
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