工商管理学院知识库

             In the current unpredictable competitive environment, organizations need to face up to a variety of existing contradictions, such as the contradiction between stable development and innovation and change, between short-term goals and long-term goals. The contradictions in these organizations are opposite and dependent on each other, which is called paradox. It can be seen that how leaders deal with the paradoxical tension in the organization directly affects the survival and sustainable development of the organization, which has become a hot topic for scholars in the field of practice and theory, and the research school of paradoxical leadership has also emerged in this context. The impact of paradoxical leadership on employee well-being has both positive and negative aspects, but the previous research perspective is often relatively simple, only from the positive or negative aspects it shows to explore, and the overall lack of integrated perspective discussion makes the interpretation of the existing conclusions on social practice phenomenon vague. In addition, employee well-being, as an emotional cognitive state, plays an important role in the factors that affect the overall operational efficiency of the organization, such as employee behavior and performance. Therefore, this paper further discusses the mechanism and boundary conditions of the role of paradoxical leadership in employee well-being.

         Based on the research conclusions, this study puts forward the enlightenment for enterprise managers from three perspectives. First, enterprise managers should strive to achieve the positive emotional needs of employees, need to set strict task standards for them, and also meet the employees' desire for work autonomy, so as to keep employees in good working conditions; Second, enterprise managers should pay attention to the stress management of employees, prevent the negative impact derived from paradoxical leadership, and avoid the assumption of some trivial matters outside of their work duties by the same subordinate; Third, enterprise managers should pay attention to the behavior characteristics of employees when recruiting and appointing, and employees should also maintain good communication with their superiors.