Paradoxical leader behaviors and follower job performance: Examining a moderated mediation model

Based on relational identification theory, the current research examined the relationship between paradoxical leader behaviors and follower job performance among a sample of Chinese firms (N = 220). The results of a survey study showed that paradoxical leader behaviors predicted follower job performance through a moderated mediation model: paradoxical leader behaviors positively predicted followers relational identification, which had a subsequent positive effect on follower job performance. This mediation model provides a novel perspective to understand the mechanisms through which paradoxical leader behaviors affect follower job performance, and demonstrates the critical mediating role of relational identification in this process. In addition, the results also showed that the effects of paradoxical leader behaviors on followers relational identification were stronger among followers with a low levels of need for cognitive closure. These findings carry implications for paradoxical leadership perspective and relational identification theory, as well as organizational management practices.