| With the advent of the digital era,enterprises are endowed with a more complex external environment.In order to survive and win development in the current rapidly changing environment,innovation is the only basis for enterprises.However,the source of enterprise innovation comes from the innovative ideas and actions of individual employees.As the main body of enterprise innovation,the improvement of employees’ innovation performance will directly drive the innovation of enterprises.Therefore,how to effectively improve employee innovation performance is an important issue to be solved in current enterprise management practice.However,employee innovation performance itself is a complex problem,which is affected by many factors.It is not only highly related to individual cognition,innovation ability and behavioral motivation,but also can be affected by external environment.A large number of studies have confirmed that leadership style is one of the strongest and most effective external factors affecting employee innovation.Employees generate innovative behavior and motivation through the incentive effect under different leadership styles.Nowadays,the enterprise environment and individual needs of employees are quietly changing,and contradictions are becoming more and more prominent,such as the contradiction between employee authorization and strategic control,the contradiction between the principle of fairness and personalized satisfaction,the contradiction between the pursuit of stability and breakthrough,and so on.This is a problem that enterprise leaders must face and properly solve.The traditional leadership model of "one or the other" and "either/or" is no longer applicable.The reality calls for the leadership model of "both" and "both/and",which requires leaders to devise strategies within a command tent,adopt dialectical and unified thinking for management.Therefore,paradoxical leadership,a new leadership style,has gradually become popular in enterprises and has been widely concerned by scholars.Current research on the impact of paradoxical leadership on employee innovation is mostly from a single perspective,and consider that paradoxical leadership positively affects employee innovation performance through the role of cognitive and emotional factors.However,with the deepening of research,scholars have found that this positive leadership style can also have negative effects,such as bringing emotional tension and pressure perception,which is not conducive to creative activities.Unfortunately,there are few studies on the negative effects of paradoxical leadership,especially from the perspective of pros and cons.For this reason,this study attempts to comprehensively explore the "double-edged sword" impact of paradoxical leadership on employee innovation performance from a holistic perspective,so as to provide a useful supplement for the theory and practice of paradoxical leadership.Based on Conservation of Resources Theory,Demands-Resources Model Theory,and Social Cognitive Theory,this study comprehensively and systematically discusses the mechanism of how paradoxical leadership affects employee innovation performance through both positive and negative factors.Firstly,through literature review and review of theoretical basis,we sorted out the core variable concepts and theoretical perspectives related to the research.Secondly,the study adopted case analysis method to screen out four typical cases,combined with data and interview data,sorted out the correlation between variables around the research theme,and construct the theoretical model framework.Based on the two sides of paradoxical leadership,this paper constructs a theoretical model with two regulated paths(gain path and loss path),and puts forward relevant hypotheses through theoretical deduction.Third,empirical analysis was used to test the hypothesis.Through a nationwide questionnaire survey,528 valid questionnaires were collected.Spss25.0 and Amos25.0 software were used to test the data and verify the research hypothesis.Finally,the following research conclusions are drawn :(1)paradoxical leadership has positive and negative effects on employees’ innovation performance through the dual mediating effects of employees’ creative self-efficacy and role stress.(2)Paradoxical leadership has positive and negative effects on employee innovation performance through the mediating effects of employee job crafting and ego depletion respectively.(3)Creative self-efficacy and job crafting have a chain mediating effect on the gain path of paradoxical leadership’s influence on employee innovation performance.(4)Role stress and ego depletion have a chain mediating effect on the depletion path of paradoxical leadership affecting employee innovation performance.(5)Employee promotion focus in the gain path moderates the effects of paradoxical leadership on employee creative self-efficacy and job crafting,and also moderates the mediating effects of creative self-efficacy and job crafting.(6)Prevention focus moderates the effect of paradoxical leadership on role stress and the mediating effect of role stress in the loss path,but has no significant moderating effect on ego depletion.The main innovations of this study are as follows :(1)It explores a new perspective on the influence of paradoxical leadership.Based on a unified theoretical framework,this study reveals the "double-edged sword" impact of paradoxical leadership on employee innovation performance from the dialectical perspective of gain and loss,and extends the extension of paradoxical leadership theory.The results show that paradoxical leadership can positively promote the improvement of employees’ innovation performance through the effects of creative self-efficacy and job crafting,while it can negatively affect employees’ innovation performance through the effects of role stress and ego depletion.This also fully proves the "double-edged sword" effect of paradoxical leadership and responds to the inconsistency of existing research conclusions,which not only enriches the theory of paradoxical leadership,but also provides theoretical support for the transformation of paradoxical leadership to innovation performance.(2)Construct the opposite double chain mediation model of how paradoxical leadership affects employee innovation performance.On the one hand,paradoxical leadership influences employees’ innovation performance through the dual mediating effects of creative self-efficacy and role stress,and through the dual mediating effects of job crafting and ego depletion.On the other hand,taking the resource preservation process as the theoretical guidance,the process of "resource provision--resource acquisition/loss--resource investment/ preservation--resource output" on the dual path verified the chain mediating effect of creative self-efficacy and job crafting on the gain path,and role stress and ego depletion on the loss path.This paper explores the chain mediating mechanism of paradoxical leadership on employee innovation performance from two opposing perspectives,which effectively expands the complex mechanism of paradoxical leadership.(3)Identify the moderating effect of employee’s individual trait regulatory focus in the process of resource conservation at different stages.This study explores the differential moderating effects of facilitative promotion focus and prevention focus on gain path and loss path.In addition,under the framework of resource conservation theory,it is discussed that the regulation focus of different individual characteristics of employees will exert moderating effects in the stage of resource acquisition/loss and the stage of resource investment/preservation,respectively.It not only moderates the effects of paradoxical leadership on creative selfefficacy and role stress,but also moderates the effects of paradoxical leadership on job crafting and self-depletion.It makes the impact of paradoxical leadership on employee innovation performance more perfect and systematic,and improves the situational research on the impact of paradoxical leadership on employee innovation performance.The conclusion of this study also further clarified which path the paradoxical leadership should adopt to further improve employee innovation performance when facing employees with different trait regulatory focus. |
