DARK SIDE OF PARADOXICAL LEADERSHIP: SOCIAL COMPARISION THEORY PERSPECTIVE

Abstract

Considerable research has viewed Paradoxical leadership as a positive style of leadership in different contextual settings. But little is known how paradoxical behavior of a leader can be detrimental for followers. The present study proposed etic view of paradoxical leadership based on social comparison theory explaining how and why people make comparison with similar and dissimilar others, that might lead to interpersonal conflict which may trigger negative outcomes. We have proposed and tested a sequential mediation model between Paradoxical leadership and employee job stress through interpersonal conflict and job insecurity. The study is based on time lagged data (3 intervals apart by one month each) from 285 service sector employees of Pakistan. All measures used were validated before testing mediation model. Structure equation modeling has been used for model testing that provided a good support to the hypothesized model. Results justified that when employees make comparison among each other on the basis of leader’s behavior with them, and indulge in interpersonal conflicts and feel more job insecurity that ultimately proceeds towards their job stress.