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Hindrance or Challenge : = Dynamics of Paradoxical Leader Behavior on Subordinate's Work Motivation and Engagement.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Hindrance or Challenge :/
Reminder of title:	Dynamics of Paradoxical Leader Behavior on Subordinate's Work Motivation and Engagement.
Author:	Tripathi, Neha.
Description:	1 online resource (100 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 84-04, Section: B.
Contained By:	Dissertations Abstracts International84-04B.
Subject:	Goal setting. -
Online resource:	click for full text (PQDT)
ISBN:	9798352685563

Hindrance or Challenge : = Dynamics of Paradoxical Leader Behavior on Subordinate's Work Motivation and Engagement.
Tripathi, Neha.

Hindrance or Challenge :Dynamics of Paradoxical Leader Behavior on Subordinate's Work Motivation and Engagement. - 1 online resource (100 pages)

Source: Dissertations Abstracts International, Volume: 84-04, Section: B.

Thesis (Ph.D.)--National University of Singapore (Singapore), 2019.

Includes bibliographical references

Thriving in increasingly complex and ambiguous work environments requires paradoxical leadership - the capacity to lead through interwoven and shifting tensions. But what is the impact of paradoxical leader behavior on subordinates? A growing body of research suggests that paradoxical leader behavior promotes organizational growth and sustainability in the long-term. In the short term, however, paradoxical leaders may also, trigger defensive and adverse consequences. In this thesis, I unpack the dynamic psychological processes that channel the dual effects of paradoxical leader behavior. I use work stressors lens to postulate for two competing theoretical perspectives, one, grounded in the tenets of uncertainty reduction theory, positing that paradoxical leader behavior engenders hindrance stressors for subordinates, another, grounded in paradox and goal setting theory, positing that paradoxical leader behavior creates challenge stressors for subordinates. I, then, elaborate on the underlying motivational processes and examine the contingencies - leader's use of humor and subordinate's paradox mindset on the relationship between paradoxical leader behavior and work stressors. The results from two studies (Study 1: N = 235; Study 2: N = 108, total weekly observations = 1,038) provide timely insights to theory and practice by examining the construct validity of paradox leader behavior in Study 1 followed by examining the effect of paradox leader behavior on subordinate's work stressors, motivation, and work engagement in Study 2.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798352685563Subjects--Topical Terms:

1468413
Goal setting.
Index Terms--Genre/Form:

554714
Electronic books.

Hindrance or Challenge : = Dynamics of Paradoxical Leader Behavior on Subordinate's Work Motivation and Engagement.
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500 $a Source: Dissertations Abstracts International, Volume: 84-04, Section: B.
500 $a Advisor: Song, Zhaoli.
502 $a Thesis (Ph.D.)--National University of Singapore (Singapore), 2019.
504 $a Includes bibliographical references
520 $a Thriving in increasingly complex and ambiguous work environments requires paradoxical leadership - the capacity to lead through interwoven and shifting tensions. But what is the impact of paradoxical leader behavior on subordinates? A growing body of research suggests that paradoxical leader behavior promotes organizational growth and sustainability in the long-term. In the short term, however, paradoxical leaders may also, trigger defensive and adverse consequences. In this thesis, I unpack the dynamic psychological processes that channel the dual effects of paradoxical leader behavior. I use work stressors lens to postulate for two competing theoretical perspectives, one, grounded in the tenets of uncertainty reduction theory, positing that paradoxical leader behavior engenders hindrance stressors for subordinates, another, grounded in paradox and goal setting theory, positing that paradoxical leader behavior creates challenge stressors for subordinates. I, then, elaborate on the underlying motivational processes and examine the contingencies - leader's use of humor and subordinate's paradox mindset on the relationship between paradoxical leader behavior and work stressors. The results from two studies (Study 1: N = 235; Study 2: N = 108, total weekly observations = 1,038) provide timely insights to theory and practice by examining the construct validity of paradox leader behavior in Study 1 followed by examining the effect of paradox leader behavior on subordinate's work stressors, motivation, and work engagement in Study 2.
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