Learning to integrate conflicts: Paradoxical leadership fosters team innovation

Drawing upon social learning theory, the authors examine how and when paradoxical leadership enhances team innovation. We conducted two multi-wave and multisource field studies to test the model. Results support hypotheses that paradoxical leadership has an indirect effect on team innovation through team constructive controversy. In addition, relationship conflict within a team weakens the direct effect of paradoxical leadership on team constructive controversy and the indirect effect, whereas task conflict within a team does not strengthen the direct and indirect effect. Theoretical and practical implications are discussed.