Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking
Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking
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自相矛盾的领导、主观矛盾心理和员工创造力：员工整体思维的影响
DOI：
10.1111/joms.12792
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发表时间：
2021-12
影响因子：
10.5
通讯作者：
Jing Zhou
中科院分区：
文献类型：
--
作者：
Yan Zhang;Ying Zhang;Kenneth S. Law;Jing Zhou
Drawing from meaning maintenance theory, the authors posit that paradoxical leader behaviour causes some employees to feel subjectively ambivalent, depending on holistic thinking styles. Employees who feel ambivalent will then show greater creativity as they search for ways to alleviate discomfort, again depending on thinking styles. Two field studies, one using cross‐sectional and one using panel data, confirm the hypotheses. For low (high) holistic thinkers, paradoxical leadership is more (less) positively associated with subjective ambivalence, and ambivalence is more (less) positively associated with creativity. The results offer theoretical and practical implications that holistic thinking determines whether paradoxical leadership evokes subjective ambivalence and subsequent creativity.
