The Mediating Role of Psychological Safety in the Relationship Between Paradoxical Leadership and Organizational Citizenship Behavior

Abstract

Leadership theories have been discussed in two different ways: the “light side” and the “dark side” of leadership. However, instead of exhibiting one of the two opposite behaviors, leaders can exhibit both of these behaviors at the same time. Although this is a paradoxical approach, paradoxes are inherent in the world and organizations. Paradoxical leadership (PL) requires using two opposing behaviors simultaneously to address both organizational structure and individual needs in an organization. While PL is known to influence employees’ proactive behaviors, its impact on organizational citizenship behavior (OCB) has not yet been explored. This study examines the relationship between PL and OCB, focusing on the mediating role of psychological safety (PS) in this dynamic. Data were gathered from a sample of 302 employees in the manufacturing industry, selected using a convenience sampling method. The analysis revealed that PL positively affects OCB, and PS plays a mediating role in this relationship.