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Navigating Contradictions: Exploring the Impact of Paradoxical Leadership on Employee Innovative Performance through Job Crafting and Job Autonomy Cover

Navigating Contradictions: Exploring the Impact of Paradoxical Leadership on Employee Innovative Performance through Job Crafting and Job Autonomy

International Journal of Contemporary Management
Volume 62 (2026): Issue 1 (March 2026)
By: ,  ,   and    
Open Access
|May 2026
Figures & tables

Figures & Tables

Figure 1.

Conceptual Framework

Figure 2.

Interaction Effect OneNote(s): N=326Source: Own elaboration

Figure 3.

Interaction Effect Two

Validity and Model Goodness of Fit

ConstructsPXLJCJAEIP
PXL0.7820.7510.7760.755
JC0.6440.8070.7130.536
JA0.6710.6190.8030.779
EIP0.6630.4790.6960.857
IndexesNNFI>0.9RMSFA<0.07IFI>0.9TLI>0.9
Matric0.9680.0470.9660.924
Scaled0.9240.0560.9450.918
Robust0.9140.0510.9250.901

Demographic Summary of Participants

Participants DemographicsFrequencyPercentage
Gender
Female15848.47
Male16851.53
Education
Intermediate10833.13
Graduate12237.42
Masters9629.45
Age (in years)
<245817.79
25–3510632.52
36–468626.38
>467623.31
Experience (in years)
<29729.75
3 to 611936.50
7 to 106419.63
>114614.11

Loadings, Reliability, and Descriptive Statistics

ItemsLoadingACRAVEMeanStd. Dev
Paradoxical Leadership (PXL) 0.8970.8270.6843.1410.625
Uniformity vs. Individualization0.8640.8680.8690.6952.5840.528
UI10.754
UI20.814
UI30.732
UI40.795
UI50.814
Self-centeredness vs. other-centeredness0.8470.8690.8470.6240.38410.574
SO10.795
SO20.815
SO30.807
SO40.874
SO50.796
Decision control vs. autonomy0.7950.8280.8640.6243.1450.587
CA10.827
CA20.787
CA30.798
CA40.714
Enforcing requirements vs. flexibility0.8690.8240.8620.6743.2740.568
RF10.822
RF20.869
RF30.799
RF40.854
Maintaining distance vs. closeness0.7340.8570.8290.6892.7410.524
DC10.747
DC20.758
DC30.798
DC40.766
Job Crafting 0.8470.8630.6922.5740.562
Task Crafting0.8570.8570.8670.6242.3610.587
TC10.827
TC20.854
TC30.862
Relational Crafting0.8210.8270.8610.6072.6610.457
RC10.874
RC20.865
RC30.892
Cognitive Crafting0.8260.8740.8620.6742.6250.524
CC10.869
CC20.847
CC30.798
Job Autonomy 0.8620.8570.6472.3510.524
Method Autonomy0.7980.8470.8350.6272.4710.528
MA10.748
MA20.875
MA30.785
Scheduling Autonomy0.8210.8650.8240.5742.3980.587
SA10.82
SA20.827
SA30.874
Criteria Autonomy0.7340.8690.8510.6572.3620.451
CTA10.785
CTA20.748
CTA30.728
Employee Innovative Performance 0.8570.8270.6842.3510.627
EIP10.847
EIP20.824
EIP30.874
EIP40.844
EIP50.827
EIP60.827
EIP70.796
EIP80.874
EIP90.867

Path Analysis Estimations

VariablesHypothesisEstimatesVIFP ValueStatus
PXL → EIPH10.3241.7430.003Accept
PXL → JCH20.3751.8280.001Accept
JC → EIPH30.2841.7710.004Accept
PXL → JC → EIPH40.2411.6810.002Accept
PXL*JA → JCH50.4881.2870.005Accept
JC*JA → EIPH60.3431.3520.006Accept
DOI: https://doi.org/10.2478/ijcm-2026-0005 | Journal eISSN: 2449-8939 | Journal ISSN: 2449-8920
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Language: English
Page range: 91 - 106
Published on: May 6, 2026
Published by: Jagiellonian University
In partnership with: Paradigm Publishing Services
Publication frequency: 1 issue per year
Keywords:
Paradoxical Leadership,
Employee Innovative Performance,
Job Crafting,
Job Autonomy,
Job Demand-Resource model,
Information and Communication Technology
Related subjects:
Business and economics,
Business management,
Management, organization, corporate governance,
Business management, other,
Industries,
Non profit organizations (NPO), foundations, charities, associations,
Public sector, public private partnerships, public administration

© 2026 Muhammad Tasnim Khan, Nida Siddique, Majd Megheirkouni, Abdul Waheed, published by Jagiellonian University
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Volume 62 (2026): Issue 1 (March 2026)
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