Managerial capabilities, paradoxical leaders and the outcomes: a multi-level approach

Purpose Based on dynamic managerial capabilities, this study investigates paradoxical leaders’ antecedents to propose that dynamic managerial capabilities’ cognitive (managerial cognitive capabilities) and affective (managerial emotional regulations) aspects can explain paradoxical leaders. Furthermore, this study aims to investigate the consequences of paradoxical leaders on leader effectiveness (individual level) and change performance (organizational level). Design/methodology/approach The proposed hypotheses were tested empirically using survey data from 204 respondents and 51 work teams (51 managers, 153 sub-ordinates) from the largest oil company in Indonesia. Findings The findings indicate that managerial cognitive and emotional capabilities positively influence paradoxical leaders, with the influence of cognitive capabilities being more significant. Moreover, the positive effect of paradoxical leaders on organizational change performance is mediated by leader effectiveness. Originality/value This study investigates dynamic managerial capabilities from cognitive and affective components that determine paradoxical leaders. The paper also explains that paradoxical leaders may not lead to organizational change performance unless the leader (manager) is perceived as effective.