Abstract:
This study investigated the “strengths of the individual antecedents that shape the experience of women leaders and stimulate a paradox mindset” (Zheng et al., 2018, p.584). Zheng et al., (2018) suggested that women leaders may be capable of adopting a paradox mindset that embraces both agency and communion simultaneously in response to tensions fuelled by dual demands for agency and communion. Research into what activates and strengthens a paradox mindset becomes increasingly useful in tackling the fast-paced, dynamic, interconnected organisational ecosystem, thus strengthening it could have long-term implications.
The dependent variables were employee engagement, innovation climate and Paradox Leadership Behaviour. The paradox mindset was the mediating variable. The independent variables were the individual antecedents, identified through extensive review of the literature as: openness to experience, exposure to role models and exposure to organisational learning orientation.
Data was gathered using an online questionnaire based on existing leadership scales. The research approach was quantitative and explanatory, and the method positivist and deductive. Regression analysis was used to test the six hypotheses.
Only divergent thinking was found to have a positive relationship with activating the paradox mindset in women leaders. The study also found a significant relationship between both exposure to role models and organisational learning orientation and activating the paradox mindset in women leaders. Statistical evidence was provided to support Zheng et al.,’s (2018) propositions. Moreover, the study identified the antecedents that may enable women leaders to activate a paradox mindset.
The evidence supports that women are more likely to achieve leadership effectiveness through the activation of the paradox mindset. This should eradicate the perception that women are effective. Instead, women leaders should be acknowledged as effective leaders without any preconceived stereotypes and perceptions.
