This paper aims to explore the intersection of leadership and goal-setting research, focusing on the impact of paradoxical leadership (PL) on employees’ work goal progress (WGP). Drawing on social information processing theory and goal-setting theory, our research elucidates how PL influences employees’ WGP through subordinates’ perceptions of leader goal clarity and their clear self-set goals (CSG).
The hypotheses of the study were empirically tested using a 4-wave, 2-source survey methodology involving 387 supervisor-subordinate pairs from a large Chinese tourism company.
The study reveals that PL negatively impacts perceived leader goal clarity and CSG, thereby impeding WGP. Additionally, it is found that clear organization-set goals (COG) can reduce the reliance on leader goal clarity and mitigate the adverse effects of PL on WGP.
This research contributes to the literature by demonstrating the potential negative consequences of PL on WGP and highlighting the importance of COG as a boundary condition. It integrates leadership and goal-setting research to provide a comprehensive understanding of the psychological processes through which leaders influence subordinates’ WGP.
