The influence of paradoxical leader behaviors on employees’ core self-evaluation: A conditional process analysis model

• Yi Fan Wang

  Department of Business Administration, International College, Krirk University

• He Xuan Li

  Investment and Financing Policy Research Institute, Shandong Academy of Macroeconomic Research

• Meng Han

  Vanke School of Public Health, Tsinghua University

• Jia Yu Huang

  Department of Business Administration, International College, Krirk University

Using data obtained from a survey conducted with 737 employees of organizations in China, this study demonstrated that paradoxical leadership behavior can significantly and positively predict employees’ core self-evaluation and perception of insider status. At the same time, insider status cognition significantly and positively predicted the core self-evaluation of employees, and played a mediating role in the impact of paradoxical leadership behavior on employees’ core self-evaluation. Improving the perceived psychological safety level can enhance the relationship between paradoxical leadership behavior and the effect of perceived insider status on core self-evaluation. Managers can improve their paradoxical leadership skills, directly and effectively improve their employees’ core self-evaluation, and also enhance employees’ sense of belonging, by making employees think of themselves as insiders in the organization. Managers need to create a safe atmosphere for team members; an environment of mutual respect and trust can effectively catalyze the positive effects of paradoxical leadership behaviors on employees’ core self-evaluation.

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