Exploring the Relationship Between Paradox Mindset and Emotions

The focus of paradox mindset studies has been primarily on the cognitive dimension despite the general agreement that paradoxes lead to affective reactions. Our paper advances paradox theory by drawing on the paradox mindset scale to better understand how individuals deal with emotions. In addition, extant literature has determined ways to measure paradox mindset and has focused on the positive relationship between paradox mindset and organizational outcomes. There are no studies that explore the potential negative consequences of a paradox mindset as well as the differences between individuals with high vs. low paradox mindset. By focusing on emotions, we answer the following research questions: What are the differences between managers with high and low paradox mindset in dealing with emotions? How do managers with low paradox mindset manage emotions? Our analysis reveals two key themes: emotional attribution and emotional ambivalence. Managers with low paradox mindset attribute responsibility for their emotions to others, rather than themselves, more than individuals with high paradox mindset. Our findings also show that individuals with low paradox mindset express emotional ambivalence. These findings contribute to our understanding of the literature on microfoundations of paradox and to the literature on paradox and emotions.