Macquarie Business School, Macquarie U., Australia
In this study, we propose that individuals’ paradox mindset can be an antecedent of leadership emergence. Concretely, we argue that a paradox mindset enables individuals to increase their work involvement and influence on the decision-making process, eventually increasing their chances of emerging as leaders. We further identify power as a boundary condition, such that the proposed indirect effect is stronger when power is lower (vs. higher). Findings from one field study and two experiments, using self and peer reported measures of leadership emergence provide support for our hypotheses.
