Paradoxical leadership: the effect on employee adaptive performance and the mediating effect of gender-role identity

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Two combined studies of 64 leaders and 224 employees across various industries in China examined how paradoxical leadership behavior (PLB) affects employee adaptive performance. Both studies revealed that (1) PLB is positively associated with employee adaptive performance; (2) employee paradox mindset and role stress partly mediated the relationship between PLB and employee adaptive performance, and (3) the indirect effects of PLB on employee adaptive performance through employee paradox mindset and role stress are moderated by employee gender-role identity (GRI). Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.