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Giving Sense about Paradoxes: Paradoxical Leadership in the Public Sector

Author

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  • Backhaus, Leonie
  • Reuber, Artur
  • Vogel, Dominik

    (University of Hamburg)

  • Vogel, Rick

Abstract

Although paradoxes are inherent to the public sector, few attempts have been made to better understand how to manage such competing yet interrelated demands effectively. This study examines how paradoxical leadership (i.e., leaders’ sense-giving about organizational paradoxes) affects follower outcomes. Based on two-wave survey data from German district offices, structural equation modelling reveals that paradoxical leadership positively influences followers’ job satisfaction and work engagement. Role ambiguity fully mediates the relationship between paradoxical leadership and perceived performance. Our study expands the nomological network of public leadership and advances the notion that paradoxes bear potentials for leadership in ambiguous public settings.

Suggested Citation

  • Backhaus, Leonie & Reuber, Artur & Vogel, Dominik & Vogel, Rick, 2021. "Giving Sense about Paradoxes: Paradoxical Leadership in the Public Sector," SocArXiv vuqhn, Center for Open Science.
    • Handle: RePEc:osf:socarx:vuqhn
    DOI: 10.31219/osf.io/vuqhn
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    References listed on IDEAS

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    6. Luu Trong Tuan, 2017. "Reform in public organizations: the roles of ambidextrous leadership and moderating mechanisms," Public Management Review, Taylor & Francis Journals, vol. 19(4), pages 518-541, April.
    7. Mette Strange Noesgaard & Jesper Rosenberg Hansen, 2018. "Work Engagement in the Public Service Context: The Dual Perceptions of Job Characteristics," International Journal of Public Administration, Taylor & Francis Journals, vol. 41(13), pages 1047-1060, October.
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