Published May 31, 2024 | Version v3
Dataset Open

Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment.

Creators

  • 1. Department of Management, College of Business Administration, King Faisal University, Al-Ahsaa 380, Saudi Arabia; Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia 41522, Egypt, ielshaer@kfu.edu.sa
  • 2. Department of Tourism and Hospitality, Arts College, King Faisal University, Al-Ahsaa 380, Saudi Arabia; Tourism Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia 41522, Egypt
  • 3. Tourism Studies Department, High Institute for Tourism and Hotels, 6th of October City
  • 4. Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia 41522, Egypt; Hotel Management Department, Faculty of Tourism and Hotels, October 6 University, Giza 12573, Egypt

Description

Abstract

Background

This study delves into the intricate interplay among paradoxical leadership (PL), employees' proactive work behaviour (EPWB), and perceived psychological contract fulfilment (PPCF). PL, characterized by its simultaneous emphasis on apparently contradictory behaviours, has garnered attention due to its potential to foster innovation, adaptability, and creativity. The study's main objective is to thoroughly explore the complexities of PL, its influence on EPWB, and whether the PPCF serves as a mediator.  

Methods

A survey was distributed to 338 hotel and travel agency employees to gather data. The data was analysed using structural equation modelling through a SmartPLS program.

Results

The results reveal a positive correlation between PL and EPWB. Additionally, PPCF partially mediates this relationship, indicating its vital role in exploring the positive impact of PL on boosting proactive behaviours.

Conclusions

This research brings forth meaningful contributions to both theoretical and practical dimensions. Theoretically, it enhances our comprehension of how PL manifests in the distinctive landscape of the hospitality and tourism domain, substantiating its potential to drive proactive behaviours among employees. The mediation of PPCF enriches our grasp of the underlying mechanisms, accentuating the significance of maintaining harmonized and consistent leadership practices. From a practical vantage point, these findings offer valuable insights for hospitality and tourism establishments aspiring to optimize their leadership strategies for cultivating proactive work behaviour among their workforces.

 Keywords:

Paradoxical leadership; proactive behavior; hotel industry; tourism industry; psychological contract.

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